Psychology Benefits to a Virtual Workplace

I/O Psychology Benefits to a Virtual Workplace

Leading and managing virtual teams may require different considerations than face-to-face teams. The I/O psychology profession might be of great assistance to organizations and their HRM in developing high-performance virtual teams, as well as other effective virtual work practices, such as leading teams composed of members who work under varying work arrangements (such as full-time, part-time, contractors, et cetera).
Many of these individuals are all on the same team, but the team leader might have very different incentives and rewards available to use in motivating the team and applying a performance assessment that’s appropriate for different work situations, such as onsite versus remote employees. Some members of the team might not be eligible for traditional motivational incentives and rewards, such as raises and promotions, that a leader might otherwise be able to provide.
Based on the required readings and your own searching of peer-reviewed articles, discuss the following:
• How might I/O psychologists assist in the facilitation of teams such as this?
• What contributions could I/O psychologists make to HRM in regard to optimizing the benefits of “virtuality”?
• After examining existing research and literature on this topic, what areas of future research would you propose? What benefits could this future research present for the application of I/O psychology in HRM?
• Blacksmith, N. & Poeppelman-Aptima, T. (2013). Application of Modern Technology and Social Media in the Workplace. The Industrial Organizational Psychologist, (51)1, 69–73.
• Brahm, T., & Kunze, F. (2012). The role of trust climate in virtual teams. Journal of Managerial Psychology, 27(6), 595–614.
• Chamorro-Premuzic, T., Winsborough, D., Sherman, R. A., & Hogan, R. (2016). New talent signals: Shiny new objects or a brave new world? Industrial and Organizational Psychology, 9(3), 621–640.
• Hill, N. S., Kang, J. H., & Seo, M-G. (2014). The interactive effect of leader-member exchange and electronic communication on employee psychological empowerment and work outcomes. The Leadership Quarterly, 25(4), 772–783.
• Hoch, J. E., & Kozlowski, S. W. J. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of Applied Psychology, 99(3), 390–403.
• Purvanova, R. K. (2014). Face-to-face versus virtual teams: What have we really learned? The Psychologist-Manager Journal, 17(1), 2–29.
• Suh, A., Shin, K-S., Ahuja, M., & Kim, M-S. (2011). The Influence of virtuality on social networks within and across work groups: A multilevel approach. Journal of Management Information Systems, 28(1), 351–386.
• Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216–231.
• Tuzinski, K., & Kantrowitz, T. (2016). Meet You at the Peak: How I-Os Should Prepare for New Technologies. Industrial & Organizational Psychology, 9(3), 655–660.
• Sheets, T. L., & Belwalkar, B. B. (2017). ATTN: Technology training is the need of the hour. The Industrial Organizational Psychologist. (54) 86–92.
• Society for Industrial and Organizational Psychology, Inc. (2016). Guidelines for education and training in industrial-organizational psychology. Bowling Green, OH: Author.
• Turel, O., & Connelly, C. E. (2012). Team spirit: The influence of psychological collectivism on the usage of e-collaboration tools. Group Decision and Negotiation, 21(5), 703–725.
• Barnwell, D., Nedrick, S., Rudolph, E., Sesay, M., & Wellen, W. (2014). Leadership of international and virtual project teams. International Journal of Global Business, 7(2), 1–8.
• Lund, S., Manyika, J., & Ramaswamy, S. (2012). Preparing for a new era of knowledge work. Mckinsey Quarterly, (4), 103–110.
• Macduffie, J. P. (2007). HRM and distributed work: Managing people across distances. Academy of Management Annals, 1(1), 549–615