Nora P. Reilly, Ph.D.
Director - Psychology Program | Fielding Graduate University
Radford, VA, UNITED STATES
Organizational Psychologist, Educator, Consultant, Quality of Work Life Advocate
Media
Publications:
Documents:
Photos:
Videos:
Audio/Podcasts:
Biography
Nora P. Reilly, PhD, is the Director of the Psychology Program and Professor at Fielding Graduate University. Dr. Reilly earned her bachelor's degree in psychology with a minor in human biology at Stonehill College. She earned her PhD in experimental social psychology at Dartmouth. She has a specialty in industrial/organization psychology and until recently directed the I/O psychology graduate program at Radford University, where she was also a tenured professor. Her interests involve quality of work life, employee well-being, and emotions in the workplace. Dr. Reilly continues to engage in organizational consulting with companies ranging from large to small in both the non-profit and for-profit sectors.
Industry Expertise (4)
Education/Learning
Research
Health and Wellness
Program Development
Areas of Expertise (9)
Employee Well-being
Organizational Psychology
Ethical Workplace
Statistics
Methodology
Employee Engagement
Work Stress
Test Development
Program Evaluation
Accomplishments (4)
Professor Emerita, Radford University
n/a
Woman of Distinction, Radford University
2012
Dartmouth College Fellowship
1980 - 1985
4 Nominations for College and University Teaching Awards
n/a
Education (2)
Dartmouth College: Ph.D., Experimental Social Psychology
Stonehill College: A.B., Psychology 1980
Affiliations (3)
- Society for Industrial and Organizational Psychology : APA Division 14
- Society for Occupational Health Psychology : Member
- APA, APS, APA Division 8 (Personality and Social Psychology) : Former Member
Links (1)
Media Appearances (1)
Remote Work Incivility: I Don’t Get No Respect
Society for Industrial and Organizational Psychology online
2021-03-19
It is no surprise that the average number of remote workdays has nearly doubled since the fall of 2019 (Jones, 2020). Although a home office has such notable advantages as a nonexistent commute and looser dress code, professional norms for our teleworking interactions are still evolving.
Event Appearances (4)
Seminar - Organizational climate and the remote worker: Good news, bad news?
Society for Industrial and Organizational Psychology Annual Conference, Boston, MA
2023-04-01
Invited Seminar - Designing an optimal remote work strategy: Challenges and opportunities
Society for Industrial and Organizational Psychology Annual Conference, Seattle, WA
2022-04-01
Co-worker perceptions of recently returned veterans
Southeastern Psychological Association New Orelans, LA
2016-03-01
Panel - Fitting an internship into your graduate program
Education & Training Committee for the Annual Meetings of the Society for Industrial and Organizational Psychology Anaheim, CA
2016-04-01
Articles (3)
Riding the rails as an industrial-organizational psychology master’s professional: On-boarding and off-boarding
Mastering the Job Market: Career Issues for Master’s Level Industrial-Organizational Psychologists
2020 Most industrial-organizational (I-O) psychology master's graduates can expect to hold a number of different jobs over the course of their career. This chapter discusses the important activities of on-boarding and off-boarding; that is, the activities organizations undertake to ensure their employees have smooth transitions into and out of jobs, respectively. This chapter provides advice on the lifelong journey of one's career using the metaphor of the many stops on a train ride to discuss on-boarding and off-boarding processes. It explores the realities of major career transitions starting with graduate students who become master's-degree holders with a first real job and then makes the transition from one position, role, or organization to another as their careers develop. The authors examine formal and informal on-boarding and off-boarding procedures for master's-level I-O psychology practitioners and provide insight into how to successfully pursue career objectives and manage challenging career transitions.
Review of Research Related to Quality of Work Life (QWL) Programs
Handbook of Social Indicators and Quality of Life Research
2012 This chapter is designed to review the research related to quality of work life (QWL) programs. There are many QWL programs. We discuss some of them in terms of two major categories: QWL programs that affect work-related role identities and QWL programs that impact non-work identities. QWL programs related to work life are further categorized into four major groups: programs related to the work environment, programs related to job facets, programs related to management/supervisory duties and responsibilities, and programs related to corporate policies dealing with employee pay and promotion. QWL programs that promote non-work role identities and need satisfaction are grouped in three categories. The first is alternative work arrangements, the second is components of employee’s compensation package, and the third is ancillary programs. We explain the effectiveness of these QWL program in terms of overall employees’ well-being or quality of life (QOL).
Stuck Between a Rock and a Hard Place: Quality of Work Life
Work and Quality of Life
2012 Traditionally, while industrial and organizational (I/O) psychology develops, researches, and implements interventions that improve both the efficiency of organizations and the well-being of their employees, relatively few I/O psychologists directly study the ethical implications of their efforts in terms of quality of work life (QWL). Several ethical principles related to how I/O psychology pertains to QWL are offered. These include balance, respect, responsibility, autonomy, participation, voice, and justice. Facets of QWL are considered along with real-world examples of incidents that adversely affect employee well-being at each of the individual, organizational, and cultural levels of analysis. The reasons why these issues present ethical dilemmas are discussed in terms of the rights and responsibilities of both employers and employees. The resolution of ethical dilemmas may lie within organization development interventions rooted in best practices from I/O psychology.
Social