I/O PSYCH NOTES/REVIEWER (GENERAL)

Industrial/organizational psychology

a branch of psychology that applies the principles of psychology to the workplace

industrial approach

focuses on determining the competencies needed to perform a job, staffing the organization with employees who have those competencies, and increasing those competencies through training

organizational approach

creates an organizational structure and culture that will motivate employees to perform well, give them with the necessary information to do their jobs, and provide working conditions that are safe and result in an enjoyable and satisfying work environment

personnel psychology

psychologists study and practice in such areas as analyzing jobs, recruiting applicants, selecting employees, determining salary levels, training employees, and evaluating employee performance

organizational psychology

psychologists are concerned with the issues of leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change, and group processes within an organization

human factors/ergonomics

psychologists concentrate on workplace design, human-machine interaction, ergonomics, and physical fatigue and stress; frequently work with engineers and other technical professionals to make the workplace safer and more efficient

Walter Dill Scott

wrote The Theory of Advertising, in which psychology was first applied to business

Hugo Munsterberg

wrote Psychology and Industrial Efficiency

John Watson

a pioneer in behaviorism, served as a major in the U.S. Army in World War I and developed perceptual and motor tests for potential pilots

Henry Gantt

responsible for increasing the efficiency with which cargo ships were built, repaired, and loaded

Thomas A. Edison

understood the importance of selecting the right employees; created a 150-item knowledge test that he administered to over 900 applicants

The Gilbreths

they were among the first scientists to improve productivity and reduce fatigue by studying the motions used by workers

Hawthorne Studies

were initially designed to investigate such issues as the effects of lighting levels, work schedules, wages, temperature, and rest breaks on employee performance

Hawthorne effect

employees changed their behavior and became more productive because they were being studied and received attention from their managers

Aristotle

in Politics, developed foundations for many modern management concepts

Niccolo Machiavelli

offered practical advice for developing authoritarian structures within organizations

Thomas Hobbes

advocated strong centralized leadership as a means for bringing "order to the chaos created by man" and provided a justiûcation for autocratic rule that helped establish the pattern for organizations through the nineteenth century

John Locke

outlined the philosophical justification later manifested in the U.S. Declaration of Independence, which in effect, advocates participatory management in his argument that leadership is granted by the governed

Jean Jacques Rosseau

the state of nature was a primitive condition without law or morality and believed that as society developed, division of labor and private property required the human race to adopt institutions of law

Adam Smith

In the book, The Wealth of Nations, he revolutionized economic and organizational thought by suggesting the use of centralization of labor and equipment in factories, division of specialized labor, and management of specialization in factories

Adam Smith

Father of modern economics and capitalism

Joseph Wharton

He established in 1881 the first school of professional management at the University of Pennsylvania

William Lowe Bryan

prior to the formation of I/O psychology, he gave a presidential address to APA in which he encouraged psychologists to study "concrete activities and functions as they appear in every day life" and "Industrial Psychology" first appeared in his speech

Walter Dill Scott

He was the first to apply the principles of psychology to motivation and productivity in the workplace and was first to apply psychology in business

Hugo Münsterberg

Father of industrial psychology and pioneer of the application of psychological findings from laboratory experiments to practical matters

Frederick W. Taylor

Father of scientific management aka Taylorism

Carl G. Barth

helped Taylor to develop speed-and-feed-calculating slide rules

Henry Gantt

developed the Gantt chart, a visual aid for scheduling tasks and displaying the flow of work; cargo ships

Lillian Gilbreth

introduced psychology to management studies. She was the Mother of Modern Management

Frank Gilbreth

discovered scientific management while working in the construction industry, eventually developing time and motion studies independently of Taylor

Robert Yerkes

Best known for his work in intelligence testing and in the field of comparative psychology and was most influential in getting psychology into the war. He also proposed ways of screening recruits for mental deficiency and assigning selected recruits to army jobs

Elton Mayo

known for his research including the Hawthorne Studies

Kurt Lewin

led the first publication of an empirical study of the effects of leadership styles

Peter Drucker

Management by Objective

John Flanagan

Critical Incidents Technique

Douglas McGregor

Theory X and Theory Y

Victor Vroom

Expectancy Theory (VIE)

David McClelland

Achievement Needs Theory

Frederick Herzberg

2 factor theory (hygiene-motivator) factors

Edwin Locke

Goal setting theory

Joseph Juran

Quality Management

Job Analysis

the systematic study of the tasks, duties, and responsibilities of a job and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform it

Job Analysis

It is the cornerstone of personnel selection

Job description

a brief, two- to five-page summary of the tasks and job requirements

Job Title

an accurate title describes the nature of the job

Brief Summary

should briefly describe the nature and purpose of the job

Work Activities

The work-activities section lists the tasks and activities in which the worker is involved

Job Context

section should describe the environment in which the employee works and should mention stress level, work schedule, physical demands, level of responsibility, temperature, number of coworkers, degree of danger, and any other relevant information

Job Competencies or Specifications

These are the knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job

Peter Principle

promoting employees until they eventually reach their highest level of incompetence

Job classification

classify jobs into groups based on similarities in requirements and duties. It is useful for determining pay levels, transfers, and promotions

Job Evaluation

a systematic process that determines the value of a job in relation to other jobs within an organization

Job Design

Job analysis information can be used to determine the optimal way in which a job should be performed

Job crafting

the informal changes that employees make in their jobs (job descriptions)

Subject Matter Experts

people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management

Ammerman Technique

a job analysis method in which a Group of job experts identifies the objectives and standards to be met by the ideal worker

Job Participation

especially effective because it is easier to understand every aspect of a job once you have done it yourself

Task Statements

used in the task inventory and included in the job description

Task Analysis

using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task being performed

Knowledge

a body of information needed to perform a task

Skill

the proficiency to perform a learned task

Ability

a basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill

Competencies

the commonly referred term for KSAOs

Position Analysis Questionnaire (PAQ)

contains 194 items organized into six main dimensions: information input, mental processes, work output, relationships with other persons, job context, and other job-related variables such as work schedule, pay, and responsibility

work behaviors

Job Components Inventory (JCI)

the only job analysis method containing a detailed section on tools and equipment

practical requirements like use of tools & equipment, mathematical & logical reasoning

Occupational Information Network (O*NET)

a national job analysis system; is a major advancement in understanding the nature of work

a free online database that provides information about jobs and workers in the United States

Critical Incident Technique (CIT)

Involves observation and recording of examples of particularly effective or ineffective behavior

Fleishman Job Analysis Survey (F-JAS)

requires incumbents or job analysts to view a series of abilities and to rate the level of ability needed to perform the job

Job Adaptability Inventory (JAI)

taps the extent to which a job incumbent needs to adapt to situations on the job (Handling emergencies or crisis situations, handling work stress, solving

Personality-Related Position Requirements Form (PPRF)

identify the personality types needed to perform job-related tasks

Job Evaluation

process of determining a job's worth

Internal pay equity

involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly

External pay equity

the worth of a job is determined by comparing the job to the external market (other organizations)

Salary Surveys

Sent to other organizations, these surveys ask how much an organization pays its employees in various positions

Direct compensation

the amount of money a job is worth

Comparable worth (pay equity)

the idea that men and women should receive equal pay when they perform work that involves comparable skills and responsibility or that is of comparable worth to the employer

Grievance System

an internal committee that makes a decision regarding the complaints of the employees

Equal Employment Opportunity Commission (EEOC)

where complaints were taken if employees don't like the decision of the grievance system

Mediation

employees and the organization meet with a neutral third party who tries to help the two sides reach a mutually agreed upon solution; they do not make decisions

Arbitration

the two sides present their case to a neutral third party who then makes a decision as to which side is right

Binding Arbitration

the disputing parties must adhere to the arbitrator's decision and usually cannot appeal the decision to a court

Nonbinding Arbitration

the parties can either accept the decision or take the case to court

Case Law

a judicial interpretation of a law

Protected Class

any group of people for which protective legislation has been passed (age over 40, disability, race, national origin, sex, pregnancy, Vietnam veterans)

quid pro quo

the granting of sexual favors is tied to such employment decisions as promotions and salary increases

hostile environment

sexual harassment occurs when an unwanted pattern of conduct related to gender unreasonably interferes with an individual's work performance

Recruitment

attracting people with the right qualifications (as determined in the job analysis) to apply for the job

Internal recruitment

promote someone from within the job

External recruitment

hire someone from outside the organization

Respond by calling

when an organization wants to either quickly

Apply-in-person ads

when they don't want their phones tied up by applicants calling (e.g., a travel agency or pizza delivery restaurant), when they want the applicants to fill out a specific job application, or want to get a physical look at the applicant

Send-résumé ads

when the organization expects a large response and does not have the resources to speak with thousands of applicants

Blind box

organization uses this when the organization doesn't want its name in public

Situation-Wanted Ads

placed by the applicant rather than by organizations

Point-of-Purchase Methods

Job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats, and the sides of trucks

Virtual job fairs

in which students and alumni can use the Web to "visit" with recruiters from hundreds of organizations at one time; applicants can talk to or instant-message a recruiter, learn more about the company, and submit résumés

Outside Recruiters

private employment agencies, public employment agencies, executive search firms

Executive Search Firms

also known as "headhunters"; the jobs they represent are higher-paying, non-entry-level positions (executives, engineers, and computer programmers) and also, they always charge their fees to organizations rather than to applicants

Public Employment Agencies

Designed primarily to help the unemployed find work, but they often offer services such as career advisement and résumé preparation; for filling blue-collar and clerical positions

Employee Referrals

current employees recommend family members and friends for specific job openings