MBAs in I-O Psychology: Barbarians at the Gate
or Allies Against Organizational Inertia

William M. Verdi
Long Island Railroad

As the field of Industrial-Organizational Psychology (Human Resources Management, Strategic Human Resources Management, Management Consulting, Change Management, etc.) becomes more prominent and profitable, the number individuals within the trade has also become more numerous and/or diverse. When I speak of diversity I refer to the entry of individuals who are trained differently, and not to any demographic, ethnic, or religious feature inherent to the practitioner. I am also not referring to the flurry of motivational speakers and recent authors (professors of English or philosophy, salespeople, etc.) who have a specific book or concept to promote. Specifically, I refer to the entrance of MBA graduates into the practitioner's realm of industrial-organizational psychology.

Masters of Science and Masters of Arts recipients are exempt from this discussion only because their training is so well suited to their role. MA and MS recipients have not only contributed to the advancement of the field, but have served as a bridge between the doctorates, with our concern for rigorous methodology, and the business person, whose concern is getting an answer or solution to their specific problem.

MBAs are trained to be specialists in business issues (marketing, finance, accounting) and not as scientists, researchers, or human resource specialists. Their training and skills are divergent from the I-O practitioner. The MBA curriculum stresses finance, business strategy, management theory, economics, and accounting skills, and not research statistics, research methods, or the content areas covered in I-O graduate education. Many MBA programs are now offering a specialization in human resources management. Are MBA graduates skilled enough to perform I-O-related work?

In fairness, I-O practitioners have encroached upon areas once considered the realm of MBAs. I-O psychologists have become more bottom-line oriented: Advances in the areas of utility analysis, return on investment/equity calculation, costing-out of various HR management practices, and the impact of HR strategies on downsizing and merging companies are just a few examples of where I-O psychologists are utilizing accounting techniques.

Business has always looked favorably upon MBA graduates. They speak the language of business and have the cultural savvy to fit in. I-O people have been, until recently, looked upon differently—in part because our refined and rigorous approach is in opposition to the "run and gun," "shoot from the hip," confident approach organizations find so comforting.

Is there a place for the MBA graduate in the I-O theater, and if so what is that role? Or better yet is there still a place for the I-O practitioner in the business theater?

Perhaps the larger, more subtle issue is: Has an almost Darwinian evolution occurred (a merger?) between the management and social sciences departments? One could easily argue that the I-O and HRM fields have morphed as demonstrated by the overlap in issues covered.

Or, instead of arguing over whether a place exists—should we not make a place at the table for MBA graduates? Organizations are so challenged (some would argue overwhelmed) that no solitary school of thought or training could adequately address the issues present.

Are the MBA graduates actually colleagues who can help I-O practitioners convince organizations to take more prudent actions? Any attempt to get the knowledge and information I-O people collect into decision-makers' hands is to be applauded.

In sum, what is the decision: Are MBA graduates barbarians at the gates of our profession and livelihoods, or are they allies in our struggle to fight organizational inertia? Send me your thoughts…. E-mail: 2VERDI@compuserve.com 

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