By Ian A. Glendon, Briony M. Thompson, Brett Myors

Advances in Organisational Psychology provides a magnificent array of latest themes in business and organisational psychology from the Asia-Pacific region.

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It is unlikely that your meta-analysis will allow you to fill in this matrix with any confidence. There are methods for estimating elements of meta-analytic correlation matrices with missing values (Furlow & Beretvas, 2005), but they require assumptions that are rarely met in practice. My conclusion is that even meta-analyses of non-ability constructs that seem to produce clear results actually rarely include the sort of data needed to support conclusions about relationships among constructs that are measured in different ways in different studies.

Second, these are outcomes that are correctly viewed as very important to organisations. It is often difficult for I/O psychologists to convince organisational decision makers of the value of their services (Latham & Whyte, 1994), in part because it is difficult for managers and executives to visualise what would be different if performance were to improve by a small amount, or if turnover could be slightly reduced. Managers and executives are likely to have less difficulty believing that their organisations will benefit if we can design interventions that reduce counterproductive behaviour, dishonesty, or violations of laws, rules and policies.

Journal of Applied Psychology, 79, 518–524. Reilly, R. , & Chao, G. T. (1982). Validity and fairness of some alternate employee selection procedures. Personnel Psychology, 35, 1–67. Robinson, S. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41, 574–599. Robinson, S. , & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572. Rogelberg, S. (2002). Handbook of research methods in industrial and organizational psychology.

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