Industrial/Organizational Psychology

This is a planned process of change in an organization's culture through the utilization of behavioral science technology, research, and theory.

a) Industrial psychology

b) Organization development

c) Personnel psychology

d) Ergonomics

B

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

Industrial/Organizational Psychology

- recruitment, compensation, training, placement, selection

Personnel Psychology

- organizational development, Birds Eye view, structure, motivation, leadership

Organizational psychology

- make the tasks efficient; lighting, chairs, etc.

Human factors/Ergonomics

The ERG theory is developed in order to fill the inadequacies in the industrial setting of which of the following theories?

a) Two-factor theory

b) Expectancy theory

c) Acquired Needs theory

d) Needs Hierarchy

D

Self fulfillment Needs;

- Self-actualization: achieving one's full potential, including creative activities

Psychological Needs;

- Esteem needs: prestige and feeling of accomplishment

- Belongingness and love needs: intimate relationships, friends

Basic Needs;

- Safety needs: security, safety

- Physiological Needs: food, water, warmth, rest

Maslow's Hierarchy of Needs

Self-actualization: achieving one's full potential, including creative activities

Self fulfillment Needs

Esteem needs: prestige and feeling of accomplishment

Belongingness and love needs: intimate relationships, friends

Psychological Needs

Safety needs: security, safety

Physiological Needs: food, water, warmth, rest

Basic Needs

Does not have to be fully satisfied; can be relatively satisfied; only physiological needs can be fully satisfied, others are hard to quantify because satisfaction is subjective; we also cannot skip ⏭️ and go back a level

Maslow's Hierarchy of Needs

developed by Clayton Alderfer

a person can skip levels

- Existence

- Relatedness

- Growth

ERG Theory or Frustration/Regression Theory

A theory that identifies two sets of factors that influence job satisfaction: hygiene factors and motivators

two-factor theory by Herzberg

- result from, but do not involve the job itself; salary, relationship, mentorship, Pay, Security, Coworkers, Working conditions, Company policy, Work schedule, Supervisors

Hygiene factors

- concerns actual tasks and duties; intrinsic; Responsibility, Growth, Challenge, Stimulation, Independence, Variety, Achievement, Control, Interesting work

Motivators

Only the presence of both can bring job satisfaction and motivation

two-factor theory by Herzberg

people are motivated by how much they want something and how likely they think they are to get it

Expectancy Theory by Vroom

the perceived relationship between effort and performance

Expectancy

the perceived relationship between performance and rewards

Instrumentality

refers to the perceived value or attractiveness of a reward or outcome

Valence

An employee believes that if they put in extra hours studying a new software, they will be able to use it effectively in their work.

Expectancy/Instrumentality/Valence?

Expectancy

The employee believes that if they demonstrate proficiency in the new software, they will receive a bonus or a promotion.

Instrumentality

The employee highly values the potential bonus or promotion because it aligns with their career goals and financial needs.

Valence

Focuses on the desire to be treated with equity and to avoid perceived inequity

How fairly we believe we are treated in comparison to others

Employees will try to make the ratios equal

Equity Theory of Motivation

personal elements we put into a job

Inputs

elements we receive from the job

Outputs

XYZ company is facing significant attrition. Mika, the HR Manager, wants to know if the compensation to employees they offer aligns with the prevailing market rates. In doing so, Mika aims to determine which of the following?

a) Internal pay equity

b) Just market value

c) External pay equity

d) Fair market value

C

Gathering and analyzing information about the work an employee performs, the conditions under which the work is performed, the worker characteristics needed to perform work

Foundation for almost all human resources activities

Tasks, conditions, competencies needed for the job

Job analysis

Summary of tasks and job requirements

Job description

Optimal way a job should be performed; Gilbreth's motion study (Frank and Lillian Gilbreth)

Job design

Employed motion study to simplify work and improve productivity

Frank and Lillian Gilbreth

As engineers, Frank and Lillian closely studied motion and time to calculate the most efficient way to complete a given task. Taking the scientific approach, they measured time and motion to 1/2,000th of a second using photography to understand what works best.

Time and Motion Study Example:

Giving less time to less valuable things.

Overworking and multitasking.

Doing things that are not in her job description.

Unnecessary and multiple meetings that could be handled in her absence.

Delegating work to her assistant.

Focusing on her personal growth.

Time and Motion Study

Determining a job's worth/ salary

a process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it

Job evaluation

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

Internal Pay Equity

The characteristics of jobs that an organization values and chooses to pay for

- basis of salary; educational attainment, experience, exposure danger

Compensable Factors

fairness of your pay relative to others in the labor market

- comparing the job within the external market; salary surveys

External Pay Equity

Matutum Resort has engaged Jehn, a university student, to work irregular shifts aligned with the resort's needs, without a fixed schedule. She will receive compensation based on an hourly rate, with her working hours potentially changing, especially during peak seasons. Jehn's employment is called

a) Regular employment

b) Casual employment

c) Probationary employment

d) Part-time employment

B

- jobs necessary and desirable in the , business; without them, the company will suffer| teachers in schools, cashiers in supermarkets

Regular Employee

- jobs not directly related or desirable to the business of the employee; as needed; company can survive without them; 1 year to be a regular employee

Casual Employment

- 6 months from the day the employee started working

Probationary

- hired for a specific job for a specific rate of pay

Fixed term - only 1 year employed

Project based

Seasonal based

Independent contractor - the company is my client; I'm a separate company hired by another

Contractual Employment

Which of the following is an example of internal recruitment?

a) Jona, working in a university, was promoted from Associate Professor to Professor upon the completion of her PhD.

b) Chuck was selected for promotion to Assistant Manager at Buy More, a supermarket chain, ahead of his fellow sales associates who were also vying for the same position.

c) All of the above

d) None of the above

C

- recruiting new employees to the organization

External recruitment

- transferring or promoting someone from within the organization

Internal recruitment

Throughout the entire year, Mikaela maintained consistently strong performance. However, in December, the month preceding the annual performance evaluation, she faced a family tragedy that adversely impacted her work, resulting in a decline in her performance level. During the performance assessment, her manager assigned her a notably low rating. Which of the following may have been evident in this scenario?

a) Recency effect

b) Primacy effect

c) Contrast effect

d) None of the above

A

This organization school believes that organizations are continually dependent upon and influenced by their environments, and concerned with problems of relationship and interdependence.

a) Classical management school

b) Systems school

c) Behavioral science school

d) Contingency school

B

How organizations function and how they affect and are affected by the environment by which they operate

ORGANIZATIONAL THEORY

3 Schools of Organizational Theory

Classical School

Human relations

Contingency

believed in control, order, and formality/machine - approach

Organizations need to minimize the opportunity for unfortunate and uncontrollable informal relations, leaving room only for the formal ones.

Classical School

Theories under Classical Approach

Scientific Management

Departmental Approach

Bureaucratic model

the application of scientific principles to increase efficiency in the workplace

Taylorism

Effective use of human beings in organizations

The goal is to make the job efficient

Frank and Lillian Gilbreth

Scientific Management by Frederick Taylor

allocates overhead to production departments, and then from production departments to products

Creates departments each with set of tasks to perform

Departmental Approach

Weber

Legitimate authority

Division of labor based on specialized function Standardized Rules and procedures in writing

Minimize the effect of human predictability

Ex: Government Agency; step 1,2,3...

Bureaucratic model

Behavioral approach to management and concluded that an organization is a social system

Theories:

Maslow

McGregor - theory x and theory y

Herzberg - 2 Factor Theory

Human Relations

Theory X and Theory Y by?

Douglas McGregor

assume that employees are basically lazy and extrinsically motivated.

Coercion and close control is required to fit the needs of the organization

Theory X managers

Managers who assume that engaging in effortful behavior is natural to human beings; they recognize that people seek out responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.

Theory Y managers

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values.

Theory X and Theory Y

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

Both classical and human relation

No one best way of designing an organization

Contingency Theory

What is not required in jobs if they are to be intrinsically motivating?

a) Individuals must receive meaningful feedback about their performance.

b) The effort spent in a job does not matter, as long as they are adequately or more than adequately paid.

c) The job must be perceived by individuals as requiring them to use abilities they value.

d) Individuals must feel that they have a high degree of self control over setting their own goals.

B

Which of the following refers to job enlargement?

a) It comprises the movement of employees from one task to another to reduce monotony.

b) It means combining previously fragmented tasks into one job.

c) It adds greater autonomy and responsibility to a job.

d) It concentrates on setting up working groups in environments where high levels of performance are required.

B

It comprises the movement of employees from one task to another to reduce monotony.

Job rotation

It adds greater autonomy and responsibility to a job.

job enrichment

When a Vice President of Sales tells her sales director to get the sales presentation ready by Tuesday, the Vice President is exercising her

a) Line authority

b) Staff authority

c) Job authority

d) All of the above

A

-give orders

- the right to command immediate subordinates in the chain of command

Line authority

- give advice

- the right to advise, but not command, others who are not subordinates in the chain of command

Staff authority

This type of organization theory believed in control, order, and formality.

a) Classical management school

b) Systems school

c) Behavioral science school

d) Contingency school

A

This term refers to interventions aimed at reducing the size of the organization.

a) Attrition - volunteer leave

b) Early retirement

c) Layoffs - involuntary leave

d) Downsizing

D

This step in the needs analysis involves resource analysis and the establishment of goals and objectives.

a) Organizational analysis

b) Person analysis

c) Task analysis

d) All of the above

A

Acquisition of skills in order to improve performance

training

To determine the type and extent of training needed

Training Need Analysis

organizational factors that facilitate or inhibit training

effectiveness; can you afford to train?

Organizational Analysis

identify the tasks performed, the competencies needed for the tasks; what will you train them to do?

Task Analysis

which employees need training and in what areas; who will you train?

Person Analysis

This is the vertical distribution of decision-making power and authority.

a) Centralization or Decentralization

b) Distribution of power

c) Span of control

d) Span of supervision

A

- authority is concentrated

Centralization

- distributed power

Decentralized

They are among the first to improve productivity and reduce fatigue

a) Walter Dill Scott

b) Hawthorne

c) Alderfer

d) Frank and Lilian Gilbreth

D

Which of the following is not a critical role in a matrix organization?

a) Top manager

b) Matrix bosses

c) Two-boss managers

d) None of the above

D

the simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of the organization

Simplest and oldest method

From top to lower level

"Mi Organization

line or hierarchal structure

characterized by an overall broad span of management and relatively few hierarchical levels

Fewer management levels, with each level controlling a broad area or group

Focus on empowering employees

flat structure

A structure having a traditional line relationship between superiors and subordinates and also specialized managers - called staff managers - who are available to assist line managers

The staff are experts specialized in specific areas

The staff supports the line personnel

line-and-staff structure

Departmentalization around specialized activities such as production, marketing, and human resources.

Separate department for different activities

Functional Organization

An organizational structure in which divisions are separated by product, customer, market or region

- For organizations with variety of products or is engaged in

- Several different markets

>Appliance Line

>Clothing Line

>Technical/Mobile Line

Divisional Organizational Structure

An organization composed of dual reporting relationships in which some managers report to two superiors—a functional manager and a divisional manager

- For organizations that have a large number of small projects

- "Multiple Command System", "Linking Pins"

- Three roles:

Top Boss

Matrix Managers

Two boss managers

Matrix Organization

Which of the following is a question considered to be as biased and unfair to the applicants?

a) In case of fire and the fire alarm would not work, what should you do?

b) You are assisting a band to their performance schedule when unfortunately, one member got lost on the way to the venue. What would be the best step to do as the manager?

c) What is the next action to take when a band member falls down from the stage and loses consciousness?

d) While handling the payroll, the computer crashed. Can you give me a similar encounter in your past where you have to be resourceful?

D

A selection interview that consists of a predetermined set of questions for the interviewer to ask

- job-related questions

- all applicants are asked the same questions

- here is a standardized scoring key to evaluate each answer.

structured interview

- clarify and obtain information, fill in gaps in the resume

Clarifiers

- must be answered in a particular way or the applicant is disqualified

Disqualifiers

tap an interviewee's level of expertise

Skill-level determiners

siuational questions

A type of structured interview question in which applicants are given a situation and asked how they would handle it.

Future-focused questions

behavioral questions

could be unfair; asking fresh grads about their work experience

Past-focused questions

- extent to which an applicant will fit into the culture of an organization

Organizational-fit questions

interviewers are free to ask anything they want

Not required to have consistency

Primacy effects and contrast effects

unstructured interview

involve one interviewer interviewing one applicant.

One-on-one interviews

A series of interviews where the applicant is interviewed separately by each of two or more interviewers.

Serial interviews

are similar to serial interviews with the difference being a passing of time between the first and subsequent interview.

Follow-up interviews after a time gap.

Return interviews

the candidate meets with several interviewers who take turns asking questions

Panel interviews

have multiple applicants answering questions during the same interview

group interviews

require that the interviewer and respondent meet to conduct the interview

Face-to-face interview