ch 14 industrial and organizational psychology

ORIGINS OF I-O PSYCHOLOGY Scientific Management: Frederick Winslow Taylor

•Analyze jobs to identify the best way to perform them

•Hire employees best able to perform the job

•Train employees

•Encourage high levels of performance by rewarding productivity.

•Divide responsibility so managers handle planning, design, and oversight, while workers focus strictly on task execution

ORIGINS OF I-O PSYCHOLOGY Ergonomics/Human Factors

•Combines the fields of engineering and psychology

•Focuses on safety and efficiency between humans and all of the objectspeople use on the job.

•Desks, computers, chairs, and switches/buttons

•  Hawthorne Studies (1927–1932)

How work conditions influence productivity ( temperature, lighting) 

•Hawthorne effect…productivity increases when workers  feel like they matter and or are being watched. 

•  Human Relations Approach

Morale, attitudes, values, treatment of workers are key.

•Fulfilling work meets more than purely economic needs. They meet social needs too.

INDUSTRIAL PSYCHOLOGY

Focuses on how to use human resources to increase efficiency and productivity

Topics in Industrial Psychology​

•Job analysis​: Describing the job tasks

•Employee selection​: Hiring

•Training: onboarding ​

•Performance appraisal

JOB ANALYSIS

The process of generating what a job involves, including the knowledge and skills needed to execute the job.

•For an effective job analysis:

•Follow a systematic procedure

•Break the job into small units

•Create an employee manual

Can also include either:

•Job-oriented description

•What the job entails

•Person-oriented description (KSAOs)

•Knowledge, Skills, Abilities, Other
characteristics

JOB ANALYSIS

•Essential and Nonessential Job Functions

•Thorough job analysis should identify both 

•Americans with Disabilities Act of 1990

EMPLOYEE SELECTION

•Hiring from within

•Referrals:  Current or former employees

•Online sites, job boards (19%)

•HR Testing

Personality, integrity test, and situational judgment tests

•Intelligence tests

•Interviews

•Interviewer illusion

•Structured interviews

•Work samples and exercises

•Portfolios, writing samples

•Ex. "In basket" exercise

•Orientation

•Introducing new employee to the organization and its regulations and practices

•Computer versus in-person orientations

•Formal Training

•Teaching essential requirements to do a job well

•Ongoing employee development

•Mentoring

•Relationship between experienced employee and novice

Factors predicting performance appraisals

Cognitive ability- Highest predictor 

•Psychological capital

Self-efficacy

Hope 

Optimism 

Resilience 

•Sources of bias

Halo effect: Evaluate the person based on a general impression. The score is the same across all categories

360-Degree Feedback

•Collect evaluations of employee from numerous sources

•Variability suggests that ratings reflect performance not general impressions

PERFORMANCE APPRAISAL

•Importance of Fairness

•Face-to-face meeting

•Opportunities to improve

•Appeal process

•Repercussions if not fair

PERFORMANCE APPRAISAL

•Organizational Citizenship
Behavior (OCB)

•Not formally evaluated on.

•Coming in early, leaving late, helping colleagues.

•It is the middle ground of IO

ORGANIZATIONAL PSYCHOLOGY

•Focuses on research and practice involving human relations. The psychological experiences of work

•Topics in Organizational Psychology

•Management approaches

•Job satisfaction

•Employee commitment

•Meaning of work

•Leadership styles

•“Japanese” Management Style – Deming

•Efficiency was important but so was the future and innovation.

•Strategy take more risks. 

•Theory X – McGregor

•Managers motivate by
exerting control and
threatening punishment

•Theory Y

•Managers motivate by allowing workers to participate in problem solving.

•Mission Challenge, responsibility, talent, initiative

•Strengths-Based Management (Clifton)

•Managers identify the strengths of their employees and tap into it.

•Increases the profitability of companies

JOB SATISFACTION

•Concern over whether a person likes a job is a relatively recent idea

•Impact of job satisfaction

•Lower absenteeism and turnover

•Better organizational citizenship and performance

•Factors in job satisfaction

•Fairness of compensation ( Not about how much)

•Fit between the person and the job

•50 Year longitudinal study on employee disposition

•Affective Commitment

•Emotional attachment to the organization

•The "We ness" of the organization

•Predicts working harder

•Continuance Commitment

•Perception of economic and social costs of leaving the organization.

•Hassle to leave

•Normative Commitment

•Sense of obligation to the organization

•"Ought to" stay 

MEANING OF WORK

•Jobs, Careers, and Callings ( Amy Wrzesniewski) 

•Job: no training, or personal control, little freedom

•Career: Work as opportunity for advancement

•Calling: Work as value beyond economics

•Relationship to psychological well-being

•Job Crafting

•Physical and cognitive changes that individuals make within existing task constraints.

Transactional Leadership

•Like a Theory X manager

•Emphasizes exchange relationship between workers and leader

•Believes people are motivated by rewards and punishments

•Provides clarity and structure to employees

•It can increase performance at work, but it decreases feelings of empowerment 

Transformational Leadership

•Emphasizes change, vision for an organization

4 key elements of transformational leadership

1.Exerting idealized influence

2.Inspiring others to achieve their best 

3.Intellectually stimulating employees

4.Showing concern for employee’s well-being

•Promotes employees’ organizational identity

Causes feelings of oneness with the organization and its goals.

Servant Leadership

•Emphasizes serving others

•Servants first, leaders second

•Predicts higher employee well-being and profits 

Authentic Leadership

•Aware of own qualities and experiences

•Transparent and honest with organization members and stakeholders

•True to themselves in their behavior

•Associated with higher innovation, employee well-being, greater employee commitment to organization

ORGANIZATIONAL CULTURE

An organization’s shared values, beliefs, norms, and customs

Positive Organizational Culture

•Employees feel valued and respected ( Birthdays) 

•Positive reinforcement ( NetApp)

•Fairness and safety 

•Compassion

•Integrity and moral virtue

•Downsizing

•Dramatic cuts in employees

•Numerous studies did not identify long term economic benefits

•Toxic workplace factors

Workplace incivility

•Sexual harassment

•Workplace aggression and violence ( 2 million workers a year)

HEALTH AND WELLNESS

•Unemployment and Underemployment

• Can be devastating to physical and mental wellbeing

Stress at Work

•Job stress: Deadlines, lack of control, supervisor 

•Role conflict: Parent and employee

•Burnout: Physical and emotional symptoms

Managing Job Stress

•Leisure

•Vacations

•Taking care of body and mind ( coping skills)