Ch 13 Industrial Organizational Psych

Exam 4 PSY120

Industrial-Organizational Psych

a branch of psych that studies how human behavior and psychology effect work and how they are affected by work (academia, government, consulting firms, business)

Industrial Psychology

studies job characteristics, applicant characteristics, and how to match them

also studies employee training and performance appraisal

(focuses on hiring and maintaining employees, considers issues of legality regarding discrimination)

organizaitonal psych

studies interactions between people working in organizations and effects of those interactions on productivity

focus on worker satisfaction, motivation, commitment, social norms, etc
considers harassment and workplace violence

human factors psych (ergonomics)

studies how workers interact with the tools of work and how to design those tools to optimize workers’ productivity, safety, and health

known as ergonomics in europe
examples: interaction w/ machines, work stations, info displays, etc

Hawthorne Effect

the increase in performance of individuals who are noticed, watched, and paid attention to by researchers or supervisors

Performance appraisals

evaluation of an employee’s success or lack of success at performing the duties of the job

US Equal Employment Opportunity (EEOC)

responsible for enforcing federal laws that make it illegal to discriminate against a job applicant/employee because of race, color, religion, sec, national origin, age, disability, or genetic information

Job Satisfaction Factors

Autonomy, Work Content, Communication, Financial Rewards, Growth and development, promotion, coworkers, supervision and feedback, workload, work demands

job stress stressors

having to fill multiple roles, workplace role ambiguity, lack of career progress, lack of job security, lack of control over work outcomes, isolation, work overload, discrimination, harassment, bullying

threats to job security

downsizing, corporate mergers, acquisiton

downsizing

process in which an organization tries to achieve greater overall efficiency by reducing the number of employees

corporate mergers

the joining of two organizations

acquisition

one organization purchases another (acquires another)

work-family balance

occurs when people juggle the demands of work life with the demands of family life

telecommuting

employees’ ability to set their own hours allowing them to work from home at different parts of the day (found to make work-family conflict WORSE)

Scientific Management

Douglas McGregor : Theory of management that analyzes and synthesized workflows with the main objective of improving economic efficiency, especially labor productivity
identified two different styles of managers, X and Y

Theory X - Scientific Management - Douglas McGregor

manager assumes workers are inherently lazy and unproductive; managers must have control and use punishments

all the negative things and being told what to do

Theory Y - Scientific Management - Douglas McGregor

manager assumes workers are people who seek to work hard and productively, managers and workers can find creative solutions to problems; workers do not need to be controlled and punished

all the positive things and enjoying work

Organizational Culture

the values, visions, hierarchies, norms, and interactions among its employees

three layers: observable artifacts, espoused values, basic assumptions

observable artifacts

symbols of language (jargon, slang, humor), narratives (stories and legends), and practices (rituals) that represent the underrlying cultural assumptionse

spoused values

concepts/beliefs that management or entir organization endorses basic

basic assumptions

usually unobservable and unquestioned