Chapter 13: Industrial-Organizational Psychology

Industrial-Organizational (I-O) Psychology

The study of human behavior in the workplace; aims to improve productivity and employee well-being

Industrial vs Organizational Psychology

Industrial = hiring, training, performance; Organizational = motivation, satisfaction, workplace culture

Fields of I-O Psychology

Human factors (designing tools), HR (hiring/training), organizational development (improving workplace culture), consumer psychology (marketing behavior)

Hawthorne Effect

People change behavior when they know they are being observed

Burnout Risk Factors

High workload, low control, lack of support, unclear expectations, lack of rewards

Loss of Job Resources & Burnout

Losing autonomy, task significance, or feedback reduces motivation and increases burnout

Employee Life Cycle (6 stages)

Attraction, Recruitment, Onboarding, Development, Retention, Separation

Improving Employee Life Cycle

Better hiring practices, training, engagement strategies, and retention programs

Job Satisfaction Predictors

Meaningful work, autonomy, positive work relationships

Theory X

Employees are lazy and need strict supervision

Theory Y

Employees are motivated and seek responsibility

Job Characteristics Model

A model explaining how job design affects motivation and satisfaction

Five Core Job Characteristics

Skill variety, task identity, task significance, autonomy, feedback

Job Analysis

Process of identifying job duties and requirements; helps with hiring and evaluation

Performance Management

Ongoing process of evaluating and improving employee performance

Performance Measures

Productivity, quality of work, attendance, peer/supervisor evaluations

Legal Issues in I-O

Discrimination, harassment, fair hiring practices, workplace safety

Addressing Bias

Using structured interviews, diverse hiring panels, data-driven decisions

Evidence-Based Practice

Using research and data to improve workplace decisions and outcomes