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Nora P. Reilly, Ph.D. - Fielding Graduate University. Radford, VA, US

Nora P. Reilly, Ph.D.

Director - Psychology Program | Fielding Graduate University


Organizational Psychologist, Educator, Consultant, Quality of Work Life Advocate



Nora P. Reilly, Ph.D. Publication







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)



Health and Wellness

Program Development

Areas of Expertise (9)

Employee Well-being

Organizational Psychology

Ethical Workplace



Employee Engagement

Work Stress

Test Development

Program Evaluation

Accomplishments (4)

Professor Emerita, Radford University


Woman of Distinction, Radford University


Dartmouth College Fellowship

1980 - 1985

4 Nominations for College and University Teaching Awards


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

Media Appearances (1)

Remote Work Incivility: I Don’t Get No Respect

Society for Industrial and Organizational Psychology  online


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.

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Event Appearances (4)

Seminar - Organizational climate and the remote worker: Good news, bad news?

Society for Industrial and Organizational Psychology Annual Conference,  Boston, MA


Invited Seminar - Designing an optimal remote work strategy: Challenges and opportunities

Society for Industrial and Organizational Psychology Annual Conference,  Seattle, WA


Co-worker perceptions of recently returned veterans

Southeastern Psychological Association  New Orelans, LA


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


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.

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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).

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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.

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