Industrial and Organizational Psychology

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• Chapter 13
• Industrial and Organizational Psychology

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Chapter Preview

• Origins of I/O Psychology
• Industrial Psychology
• Organizational Psychology
• Organizational Culture
• Application Health and Wellness

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Origins of I/O Psychology

• Scientific Management Frank Taylor
• Determine the most efficient methods for
  performing any work-related task
• Time and motion studies
• Assembly lines
• Selection and recruitment of military recruits

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Origins of I/O Psychology

• Ergonomics / Human Factors
• Intersection of engineering and psychology
• Focuses on safety and efficiency of human-machine
  interactions
• Perception, attention, cognition, learning,
  social, and environmental psychology
• Applied psychology

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Building a Better Mouse
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Origins of I/O Psychology

• Hawthorne Studies (1927-1932)
• How work conditions influence productivity
• The Hawthorne Effect
• Individual productivity increases when workers
  are singled out and made to feel important
• Performance is subject to social pressures and
  group norms
• Human Relations Approach

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Industrial Psychology

• Emphasis on how to use human resources to
  increase efficiency and productivity
• Job analysis and evaluation
• Employee selection
• Training
• Performance appraisal

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Job Analysis and Evaluation

• Job Analysis
• Generating a detailed job description
• Follow a systematic procedure
• Break the job into small units
• Create an employee manual
• Job-oriented description
• Person-oriented description
• KSAOs

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Job Analysis and Evaluation

• Job Analysis
• Essential and nonessential job functions
• Americans with Disabilities Act of 1990
• U.S. Department of Labor
• Dictionary of Occupational Titles
• Occupational Outlook Handbook
• Job Evaluation
• Compensable factors

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Occupational Outlook 2004-2012
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Personnel Selection

• Recruitment
• Testing
• Integrity tests and biographical inventories
• Interviews
• Interviewer illusion
• Structured interviews
• Work Samples and Exercises

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Training

• Orientation
• Acquaint employees with the organization and with
  other employees
• Formal Training
• Overlearning making the task automatic
• Employee development
• Mentoring
• Natural mentoring relationships

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Performance Appraisal

• Evaluating a persons success at their job
• Sources of Bias
• Halo effect
• Distributional error
• Leniency errors
• Severity errors
• Central tendency errors

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Performance Appraisal

• 360-Degree Feedback
• Collect evaluations of employee from numerous
  sources
• Variability suggests that ratings reflect
  performance, not general impressions (liking)
• Other Performance Measures
• Thinking outside the box
• Organizational citizenship behavior (OCB)

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360-Degree Feedback
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Organizational Psychology

• Emphasis on research and practice involving human
  relations
• Management Approaches
• Job Satisfaction
• Employee Commitment
• Meaning of Work
• Leadership Styles

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Management Approaches

• The Japanese Management Style
• Theory X and Theory Y
• Theory X managers motivate by exerting control
  and threatening punishment
• Theory Y managers motivate by allowing workers to
  participate in problem solving
• Strengths-Based Management

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Management Styles
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Job Satisfaction

• Measuring Work Attitudes
• Important Factors
• Fairness of compensation
• Personality characteristics of individuals
• Cultural influences

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Critical Controversy Happy Workers

• Long-term happiness is related to
• Financial independence
• Occupational attainment
• Favorable evaluations
• Job Withdrawal
• Organizational Spontaneity
• Approach Motivation

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Employee Commitment

• Affective Commitment
• Emotional attachment to the organization
• Continuance Commitment
• Perception of economic and social costs of
  leaving the organization
• Normative Commitment
• Sense of obligation to the organization

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Meaning of Work

• Jobs, Careers, and Callings
• Job No training, personal control, freedom
• Career Work as opportunity for advancement
• Calling Work has value beyond economics
• Relationship to Psychological Well-Being
• Job Crafting
• Physical and cognitive changes that individuals
  make within existing task constraints

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Leadership Styles

• Transactional Leadership
• Emphasizes exchange relationship between workers
  and leader
• Believes people are motivated by rewards and
  punishments
• Provides clarity and structure to employees

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Leadership Styles

• Transformational Leadership
• Emphasizes vision for an organization
• Four key elements
• Providing idealized influence
• Inspiring others to achieve
• Intellectually stimulating employees
• Showing concern for employees well-being
• Promotes organizational identity

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Intersection Whos in Charge?

• Genetic Contributions to Leadership
• Personality traits and twin studies
• Extraversion and achievement motivation
• Transactional and transformational leadership
• Big 5 Personality Traits and Leadership
• High extraversion
• High conscientiousness
• Low neuroticism

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Organizational Culture

• Shared values, beliefs, norms, and customs
• Power culture
• Role culture
• Task culture
• Person culture

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Organizational Culture

• Positive Organizational Culture
• Positive Reinforcement
• Reward good work and acknowledge contributions
• Incorporate fairness and safety
• Compassion
• Empathize with and alleviate suffering
• Virtuousness
• Do the right thing

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Organizational Culture

• Toxic Workplace Factors
• Workplace Incivility
• Sexual Harassment
• Quid pro quo sexual harassment
• Hostile work environment sexual harassment
• Workplace Violence

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Application Health and Wellness

• Stress at Work
• Job Stress
• Role Conflict
• Meeting demands of multiple life roles
• Burnout
• Physical, behavioral, and emotional symptoms
• Managing Job Stress
• Leisure
• Flow

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Chapter Summary

• Discuss the roots and evolution of industrial and
  organizational psychology.
• Describe the perspective and emphases of
  industrial psychology.
• Identify the main focus of organizational
  psychology and describe some important business
  factors that organizational researchers have
  studied.
• Define organizational culture and describe
  factors relating to positive and negative
  workplace environments
• Name some common sources of job-related stress
  and cite strategies for coping with stress in the
  workplace.

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Chapter Summary

• Origins of I/O Psychology
• Scientific Management
• Ergonomics / Human Factors
• Human Relations Approach
• Industrial Psychology
• Job Analysis and Evaluation
• Personnel Selection
• Training
• Performance Appraisal

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Chapter Summary

• Organizational Psychology
• Approaches to Management and Leadership
• Job Satisfaction and Employee Commitment
• The Meaning of Work
• Organizational Culture
• Organizational Culture
• Positive and Toxic Workplace Factors
• Application Health and Wellness
• Job Stress and Stress Management