Industrial–Organizational Psychology Board Review Vocabulary

A comprehensive set of vocabulary flashcards covering key concepts, structures, theories, and historical figures necessary for the Industrial-Organizational Psychology section of the Psychometrician Licensure Exam.

Psychometrician

Licensed practitioner authorized to administer, score, and interpret objective psychological tests under supervision of a psychologist (per RA 10029).

Industrial–Organizational Psychology (I-O)

Branch of psychology applying theories and principles to the workplace to boost productivity and employee well-being.

Industrial Psychology

Side of I-O focused on job design, selection, training, and appraisal to maximize efficiency.

Organizational Psychology

Side of I-O concerned with employee attitudes, behavior, well-being, and supervisory practices.

Organization Theory

Systematic study of organizational structure, design, and functioning, emphasizing how organizations operate and evolve.

Classical Organization Theory

Early view stressing formal structure, hierarchy, and bureaucracy as the ideal organizational form.

Neo-Classical Organizational Theory

Perspective adding the human element, highlighting informal groups, motivation, and leadership (e.g., Human Relations movement).

Modern Organizational Theory

Integrative approach using systems thinking, quantitative methods, and contingency perspectives to understand organizations.

Contingency Theory

Idea that optimal organizational structure or leadership style depends on situational variables such as technology or environment.

Open Systems Theory

View of organizations as systems that exchange information, energy, and resources with their environment.

Organizational Structure

Formal arrangement of jobs, authority, and communication within an organization.

Work Specialization

Division of labor into separate tasks completed by different individuals.

Departmentalization

Basis for grouping jobs—e.g., by function, product, geography, market channel, or matrix design.

Chain of Command

Line of authority extending from upper to lower levels, clarifying who reports to whom.

Span of Control

Number of subordinates a manager can effectively supervise; can be wide or narrow.

Centralization

Concentration of decision-making authority at top organizational levels.

Decentralization

Dispersal of decision authority to lower-level employees.

Formalization

Extent to which rules, procedures, and policies standardize employee behavior.

Functional Structure

Organization grouped by specialized functions such as marketing, finance, and HR.

Matrix Organization

Dual-authority structure where employees report to both functional and project/product managers.

Team Structure

Organization built around self-managed or cross-functional teams instead of traditional hierarchy.

Network Structure

Lean core organization that outsources many functions and coordinates through electronic links.

KSAO

Job-related Knowledge, Skills, Abilities, and Other characteristics used in selection and training.

KASH

Knowledge, Attitude, Skills, and Habits—alternative competency framework emphasizing behavior and mindset.

Human Resource Development (HRD)

Planned efforts to facilitate employee learning, career growth, and talent management.

Human Resource Management (HRM)

Comprehensive staffing function covering planning, recruitment, compensation, relations, and evaluation.

Organizational Development (OD)

System-wide planned change effort aimed at improving organizational effectiveness and health.

Team Dynamics

Psychological forces influencing direction, performance, and effectiveness of work groups.

Stages of Team Development

Forming, Storming, Norming, Performing, and Adjourning phases through which teams evolve.

Organizational Change

Planned or unplanned alteration of organizational structures, processes, or culture.

Motivational Theory

Framework explaining what energizes, directs, and sustains work behavior.

Maslow’s Needs Hierarchy

Five-level model: physiological, safety, love/belonging, esteem, self-actualization.

Physiological Needs

Basic survival requirements such as food and water (Maslow level 1).

Safety/Security Needs

Desire for stability, protection, and a secure environment (Maslow level 2).

Belongingness Needs

Need for social acceptance and friendships (Maslow level 3).

Esteem Needs

Need to be respected and recognized for achievements (Maslow level 4).

Self-Actualization

Desire to realize one’s fullest potential (Maslow level 5).

Two-Factor (Motivator-Hygiene) Theory

Herzberg’s model distinguishing motivators (intrinsic job content) from hygiene factors (extrinsic context).

Motivator Factors

Intrinsic elements like achievement and recognition that create job satisfaction.

Hygiene Factors

Extrinsic conditions (salary, policies, supervision) that, if poor, cause dissatisfaction.

Job Enrichment

Vertical expansion of job duties granting more autonomy, responsibility, and feedback.

Job Enlargement

Horizontal expansion adding more similar tasks without additional authority.

ERG Theory

Alderfer’s three-level needs model: Existence, Relatedness, Growth.

Existence Needs

Material and physiological desires (food, pay, safety).

Relatedness Needs

Desire for social relationships and external esteem.

Growth Needs

Intrinsic desire for personal development and self-fulfillment.

Achievement Motivation Theory

McClelland’s framework stressing needs for achievement, power, and affiliation.

Need for Achievement (nAch)

Drive to excel, solve problems, and attain goals with moderate risk.

Need for Affiliation (nAff)

Desire for friendly, close interpersonal relationships and acceptance.

Need for Power (nPow)

Desire to influence or control others; can be personal or institutional.

Reinforcement Theory

Behavior is shaped by its consequences—stimulus, response, and reward.

Premack Principle

High-probability behavior can reinforce a low-probability behavior.

Reinforcement Hierarchy

Rank-ordered list of preferred reinforcers unique to an individual.

Expectancy (VIE) Theory

Vroom’s model where Motivation = Expectancy × Instrumentality × Valence.

Valence

Value an individual places on a specific outcome.

Instrumentality

Perceived link between performance and receiving an outcome.

Expectancy

Belief that effort will lead to desired performance level.

Equity Theory

Adams’ idea that employees compare input/output ratios to others to judge fairness.

Input/Output Ratio

Comparison of personal contributions to received rewards.

Comparison Others

Co-workers or referents used to assess equity of one’s rewards.

Goal-Setting Theory

Locke’s proposition that specific, challenging goals and commitment enhance performance.

SMART Goals

Goals that are Specific, Measurable, Attainable, Realistic, and Time-based.

Self-Regulation Theory

Model where individuals set goals, plan, act, and monitor progress to adjust behavior.

Job Characteristics Theory

Hackman & Oldham’s model linking core job attributes to psychological states and motivation.

Skill Variety

Extent a job requires multiple skills and talents.

Task Identity

Degree a job involves completing a whole, identifiable piece of work.

Task Significance

Job’s impact on others inside or outside the organization.

Autonomy

Freedom to schedule and perform work in one’s own way.

Feedback (Job Context)

Direct information about the effectiveness of job performance.

Self-Efficacy

Belief in one’s capability to carry out a specific task successfully.

Feedback Loop (Control Theory)

Process of comparing actual outcomes to standards and adjusting behavior accordingly.

Variable Pay

Compensation tied to performance, such as bonuses or commissions.

Gainsharing

Group incentive plan distributing savings from improved performance to employees.

Profit Sharing

Plan distributing a portion of organizational profits to employees.

Stock Options

Right given to employees to buy company shares at a fixed price in the future.

Dr. Mariano Obias

First Filipino IO psychologist; headed Caltex Philippines’ Personnel Department.

Fr. Jaime Bulatao

Founding father of Philippine psychology; introduced group process studies at Ateneo.

Ateneo CORD

Ateneo Center for Organization Research and Development, practice arm for IO & social psychology.

Career Tracks in I-O Psychology

Fifteen PAP-identified areas including job evaluation, talent management, OD, and culture management.

Core Topics of Organizational Behavior

Subjects such as motivation, leadership, communication, group processes, conflict, and work design.