PSYC 27.docx

Chapter 2: An Introduction to Industrial/Organizational (I/O) Psychology

Objectives:

• Trace the history and development of I/O psychology globally and in the Philippines.
• Understand the major areas of research and practice in I/O psychology.
• Examine the role of strategic human resource management (HRM) in organizations.
• Identify career opportunities in I/O psychology.

Guide Questions:

1. What are the major milestones in the history of I/O psychology?
2. How does I/O psychology contribute to understanding workplace behavior?
3. How has I/O psychology developed in the Philippines?
4. What are the key research areas in I/O psychology, and how do they apply to Philippine workplaces?
5. What career paths are available for I/O psychologists in the country?

Chapter 2: An Introduction to Industrial/Organizational (I/O) Psychology

Introduction

• One-third of an adult Filipino's life is dedicated to work, impacting overall quality of life.
• Organizations must effectively harness their workforce to achieve success.
• Key leadership questions include:
  • What motivates people?
  • How can employee performance be improved?
  • How to enhance workgroup effectiveness?
  • How to improve organizational functioning?

Multidisciplinary Perspectives

• A holistic understanding of human behavior at work requires insights from various fields:
  • Psychology
  • Management
  • Sociology
  • Communication
  • Political Science
  • Economics
  • Engineering

History and Development of IO Psychology

Early Beginnings

• Ancient Greece:
  • Plato’s The Republic described roles such as guardians, auxiliaries, and workers—seen as a precursor to modern people management principles.
• Ancient China:
  • The concept of multi-hurdle assessments for selecting bureaucrats, originating more than 3000 years ago, is considered an early form of selection theory.
• Biblical Reference:
  • The priest Jethro advising Moses on organizing and staffing the ancient Israelites is another early example of role division in organizational settings.
• Europe (1920s):
  • Tapestries depicted scenes of applicant assessments for court positions, hinting at early practices in selection processes.

Development of Personnel and Industrial Psychology

• Wilhelm Wundt (1876):
  • Founder of the first psychological laboratory, marking the formal beginning of psychology as a scientific discipline.
• Hugo Munsterberg (1880s):
  • Trained under Wundt and explored job design and selection, notably studying streetcar operators.
• Walter Dill Scott (1908):
  • Developed methods for selecting and training sales personnel, becoming president of the American Psychological Association (APA) in 1919.
• World War I:
  • The large-scale recruitment of soldiers led to the development of intelligence tests (e.g., Army Alpha and Beta tests by Robert Yerkes) for recruitment and selection purposes.
• World War II:
  • Advanced assessment strategies used to select military officers and those suitable for espionage roles.
• Human Factors / Ergonomics:
  • Research on the interface between people and machinery grew as machinery complexity increased.
• BF Skinner’s Operant Conditioning:
  • Skinner’s work on behavior modification influenced industrial psychology, especially in training, employee rewards, and discipline systems.
• Post-World War I to Great Depression:
  • Psychological tools used for military purposes were applied to private industries in areas like hiring, career progression, and performance ratings.
• The Depression Era:
  • Economic instability led to a rise in labor unions and highlighted the need for job security, shaping labor relations and unionism in the workplace.

Scientific Management and Organizational Psychology

• Adam Smith’s Division of Labor:
  • Advocated for specialization and labor division to increase productivity, laying the groundwork for modern industrial practices.
• Charles Babbage:
  • Expanded Smith's ideas, arguing that division of labor reduces learning time, increases skill levels, and matches tasks with skills—leading to the specialization of professions.
• Frederick Taylor (Scientific Management):
  • Introduced time and motion studies to identify the most efficient work processes, reducing fatigue and increasing productivity.
• Frank and Lilibeth Gilbraith:
  • Applied Taylor’s principles by breaking down tasks into steps to streamline procedures and enhance efficiency.
• Henri Fayol’s Functions of Management:
  • Proposed five key functions for managers: planning, organizing, commanding, coordinating, and controlling.
  • Introduced management principles like authority, unity of command, remuneration, equity, and initiative.
• Max Weber's Bureaucracy:
  • Introduced the concept of bureaucracy, which emphasized division of labor, hierarchy, detailed rules, and impersonal relationships in organizations.

Human Relations Movement

• Elton Mayo’s Hawthorne Studies (1930s):
  • Investigated the impact of environmental factors like lighting on productivity and found that social factors, such as attention and worker expectations, significantly influenced performance.
  • Established the importance of social norms, group standards, and worker morale in enhancing productivity.
• Motivational Theories:
  • Abraham Maslow’s Hierarchy of Needs: Proposed that human needs form a hierarchy, with self-actualization at the top.
  • Douglas McGregor's Theory X and Theory Y: Suggested that managers should adopt a positive view of employees (Theory Y) to help them realize their full potential.
  • Frederick Herzberg’s Motivation-Hygiene Theory: Identified factors such as recognition, achievement, responsibility, and growth as key motivators for workers.
• Civil Rights Movement:
  • The Civil Rights Act of 1964 banned discrimination in employment, followed by legislation protecting other groups, such as older people and those with disabilities.

Organizations as Social Entities

• Mary Parker Follett:
  • Recognized that organizations can be viewed from both individual and group perspectives, emphasizing collaboration and social processes.
• Kurt Lewin:
  • Introduced the concept of organizational behavior as part of a socio-technical system, highlighting the importance of group dynamics and change in organizations.
• Current Topics in Organizational Psychology:
  • Include communication, conflict management, organizational culture and climate, and socialization within organizations.
• Technological Developments in Organizational Change:
  • Emergent technologies and methodologies such as sensitivity training, survey feedback, and team development continue to shape organizational practices.

IO Psychology as a Field of Study and Practice

Early Development

• 1921: First Doctoral Degree in Industrial Psychology:
  • Awarded at the Carnegie Institute of Technology in the United States, marking the formal recognition of industrial psychology as a field of academic study.
• Early Graduate Programs:
  • After 1921, other prestigious universities began offering graduate programs in industrial psychology, including:
    • Ohio State University
    • University of Minnesota
    • Pennsylvania State University
    • Stanford University
• Growth of the Discipline:
  • These programs contributed to the spread and formalization of industrial psychology as a scientific discipline in academia.

Formation of Professional Organizations

• American Association of Applied Psychology (AAAP) - 1938:
  • Created as an indicator of industrial psychology’s establishment as a distinct area of study and practice.
  • The association had a specific section dedicated to Industrial and Business Psychology.
• Merger with American Psychological Association (APA):
  • In 1946, the AAAP merged with the APA, leading to the creation of a Division of Business and Industrial Psychology under the APA.
• Renaming to Division of Industrial and Organizational Psychology - 1970:
  • The division was renamed to reflect the broader scope of the field, encompassing both industrial and organizational aspects.
• Formation of Society of Industrial and Organizational Psychology (SIOP) - 1982:
  • The Division of Industrial and Organizational Psychology became the independent Society of Industrial Organizational Psychology (SIOP), further solidifying the discipline’s identity.
• Society for Human Resource Management (SHRM) - 1948:
  • Founded as a parallel organization to SIOP, focusing specifically on human resource management. It became a key player in connecting the academic and practical applications of industrial and organizational psychology.
• The creation of academic programs, professional organizations, and divisions within the APA played crucial roles in establishing industrial psychology as a well-recognized and distinct field of study, eventually leading to its expansion into the broader domain of industrial and organizational psychology.

The development of IO psychology in the Philippines

Early Development

• First Filipino Psychologist in I/O Psychology:
  • Mariano Obias: The first psychologist in the Philippines to focus on Industrial/Organizational (I/O) psychology.
  • Education: He earned his PhD in Psychology from Stanford University in 1955.
  • Career: Obias became the head of the Personnel Department at Caltex Philippines, marking the early application of I/O psychology in the country.
• Teaching of I/O Psychology:
  • 1960s: I/O psychology began to be taught in the Philippines.
  • Fr. Jaime Bulatao: A foundational figure in Philippine psychology, Bulatao introduced courses on Group Process at Ateneo de Manila University (AdMU), significantly influencing the development of the field in the country.

Establishing Institutions and Practices

• 1970s Development:
  • Founders of Philippine I/O Psychology:
    • Fr. Eugene Moran, Carmencita Abella, Teresita Nitoreda, and Jose de Jesus founded the Philippine Institute of Applied Behavioral Science.
  • Contribution: The group introduced adult learning methods like structured learning experiences and group interventions (e.g., sensitivity training), which laid the groundwork for I/O psychology practices such as team development, training, and organizational development in the Philippines.
• Human Resource Center at AdMU:
  • 1974: The Ateneo de Manila University (AdMU) Department of Psychology created the Human Resource Center (later renamed Ateneo Center for Organization Research and Development or Ateneo CORD).
  • Focus: The center focused on research, training, and interventions related to I/O psychology, human resource management, and organizational development.

Growth of Academic Programs

• Undergraduate Courses:
  • I/O psychology is offered as an undergraduate course in many universities and colleges across the Philippines.
  • It is also included in the licensure exam for psychometricians.
• Graduate Programs:
  • Approximately 17 higher education institutions (HEIs) offer master's programs related to I/O psychology.
  • 8 HEIs offer PhD programs related to I/O psychology.
• Human Resource Management (HRM):
  • 8 HEIs offer master's programs in Human Resource Management (HRM).
  • 16 HEIs offer MBA/MPA programs with a specialization in HR.
  • 11 HEIs offer PhD programs in HRM/Organizational Development (OD).
  • 8 HEIs offer Doctoral programs with a minor in HR.

Formation of Professional Organizations

• Psychological Association of the Philippines (PAP):
  • 1962: The PAP was founded and later established a standing committee for I/O psychology in 1988.
  • 1998: The committee was formalized as the I/O Psychology division, with Dr. Carmelita Ortigas serving as its head.
• Personnel Management Association of the Philippines (PMAP):
  • 1956: Formed to represent personnel management professionals.
  • 1986: The organization was renamed People Management Association of the Philippines (PMAP) to better reflect its focus on people management.
• Philippine Society for Training and Development (PSTD):
  • 1964: Founded to bring together professionals in HR development and workplace learning.
• Organization Development Practitioners Network (ODPN):
  • 2001: The youngest I/O-related organization in the Philippines, the ODPN was formed as a community of organization development practitioners and consultants.
• The development of I/O psychology in the Philippines has been marked by key milestones, including the establishment of pioneering institutions, the creation of specialized academic programs, and the formation of professional organizations. These efforts have shaped I/O psychology as a recognized and growing field in the country.

Research in IO psychology

Experimental Method

• Characteristics:
  • Strongest evidence for cause-and-effect relationships.
  • Involves a high degree of control over research settings.
  • Manipulation of an independent variable (IV) and measurement of its effect on the dependent variable (DV).
• Experimental Design:
  • Treatment Group: Receives the independent variable change.
  • Control Group: Receives no treatment or a placebo treatment.
• Control for Variables:
  • Ensures that extraneous variables (e.g., setting, conditions) are constant.
  • Random assignment of participants to groups controls for individual differences.
• Applications: Used to test interventions, decision-making styles, and goal impacts on behavior.
• Quasi-Experiment:
  • Used when random assignment is not possible, common in organizational research.
• Kurt Lewin’s Contribution:
  • Pioneered action-research, combining active intervention with scientific research.
  • His work laid the foundation for the scientist-practitioner model used in I/O psychology today.
• Real-World Context:
  • Many I/O psychology studies, such as program evaluations, do not use random assignment, thus classified as quasi-experiments.

Correlational/Quantitative Methods

• Difference from Experimental Methods:
  • Does not determine causality, but examines relationships among naturally occurring variables.
• Prediction:
  • Statistical analysis (e.g., regression analysis) allows for prediction and control of extraneous variables.
• Data Sources:
  • Quantitative surveys, tests, or secondary data (e.g., performance, attendance, health records).
• Applications:
  • Employee surveys: Used to measure job satisfaction, employee engagement, and other workplace behaviors.

Types of Quantitative Methods:

1. Surveys:
   • Common self-report tools that measure attitudes, beliefs, or behaviors.
   • Used to assess constructs like job satisfaction, organizational commitment, etc.
2. Tests:
   • Used for personality, interest, and intelligence profiling.
   • Can predict employee performance or retention.
3. Secondary Data:
   • Includes data like performance records, health, absenteeism, and work samples.
   • Used to create profiles of high-performing or retained employees.
4. Observations:
   • Used less frequently than other methods but important in needs analysis, program evaluation, and diagnosis.
   • Observations can be structured/unstructured and obtrusive/unobtrusive.
   • Provides insight into employee performance, group processes, and organizational culture.

Qualitative Methods

• Ethnography:
  • Focuses on understanding organizational culture through artifacts (e.g., company beliefs, language, environment).
  • Useful in organizational diagnosis, cultural studies, and examining leadership dynamics.
• Interviews:
  • Can be structured, semi-structured, or unstructured.
  • Designed to obtain personal perspectives and life histories.
  • Often used to complement quantitative findings.
• Focus-Group Discussions (FGDs):
  • Typically involve 6-12 participants discussing a specific topic.
  • FGDs gather opinions and insights on topics like organizational experience or phenomenon.
• Nominal Group Technique:
  • Similar to FGDs but with a more structured process.
  • Participants brainstorm individually, then rank issues, leading to structured discussions.
  • Common in needs analysis and action-research.
• Projective Techniques:
  • Used to uncover deeply held attitudes or motivations.
  • Includes word association, sentence completion, and Thematic Apperception Test (TAT).
• Case Studies:
  • Combines quantitative and qualitative methods to provide a rich, detailed description of a phenomenon.
  • Used to explore specific events, situations, or interventions at the individual, group, or organizational level.

Qualitative vs. Quantitative Research

• Prevalence of Quantitative Methods:
  • I/O psychology has traditionally favored quantitative methods over qualitative methods.
• Limitations of Qualitative Research:
  • Some see qualitative research as supplementary, not a stand-alone method, due to perceived lack of rigor.
• Value of Qualitative Research:
  • Essential for understanding mechanisms, group dynamics, cross-cultural issues, and organizational processes.
  • Although some researchers advocate for more qualitative research, others stress that both methods can be complementary.
• Consensus:
  • Effective research in I/O psychology benefits from convergent information regardless of the method used.
• Both quantitative and qualitative methods have their unique advantages and roles in I/O psychology research.
• The field relies heavily on correlational and experimental methods but recognizes the value of qualitative methods for deeper insights, especially in areas that require thick descriptions or understanding underlying dynamics.

Research in IO in the Philippines

Research in the Philippines has been greatly influenced by Dr. Virgilio Enriquez, the father of Filipino psychology, or Sikolohiyang Pilipino (SP), which focuses on understanding Filipino psychology from a native perspective. Initially, the focus of SP was on translating Western theories and tools into Filipino. However, Enriquez advocated for indigenization—developing Filipino psychology rooted in local language, culture, and history. This approach helped explore Filipino values like hiya (dignity), utang na loob (gratitude/solidarity), and kapwa (shared identity), among others.

Enriquez emphasized that researchers must consider themselves insiders, using naturalistic and anthropological research methods. Indigenous methods include:

• Pagtatanung-tanong (informal, unstructured interviews)
• Pakikipagkuwentuhan (storytelling)
• Ginabayang talakayan (collective discussions)
• Pakikisama (getting along with people)
• Pagdalaw-dalaw (visiting research settings)
• Panunuluyan (residing in research settings)

Indigenous Scales in Filipino Psychology There have been attempts to create indigenous tools to measure Filipino personality constructs, such as:

• Panukat ng Pagkataong Pilipino (PPP) by Carlota (1985) with subscales like pagkamadaldal (social curiosity) and pagkamalinaw (clarity).
• Panukat ng Ugali at Pagkatao (PUP) by Enriquez and Guanzon-Lapena (1997), which includes dimensions like emotional sensitivity and respect.

Historical Development of I/O Psychology in the Philippines I/O Psychology in the Philippines started with the Master's thesis by Aurora Yambot in 1966 on employee personality. Research blossomed in the 1980s, marked by Dr. Leonora V. De Jesus’s dissertation on worker performance and satisfaction. However, a review of I/O psychology in 2005 revealed that most research was unpublished student work, with limited peer-reviewed journal publications. By 2016, publication rates had increased, especially in international journals.

Notable Contributions and Trends in I/O Psychology Research Recent developments in Filipino I/O psychology research include:

• The rise of research on work-related topics such as HRM, HRD, leadership, stress, migrant workers, work-life balance, and employee well-being.
• Dr. Simon Restubog's research on the "dark side" of leadership, including psychological contract breach and abusive supervision.
• Theory-building studies, such as Franco’s (2008) Meaning of Work framework and Ilagan et al.'s (2014) study contesting Maslow’s Hierarchy of Needs for Filipino workers.
• New research on change leadership in Filipino workplaces.

Publications and Books in I/O Psychology The first Filipino I/O psychology book was Technique of Group Discussion by Fr. Jaime Bulatao (1965), followed by Dr. Carmela Ortigas's influential books on group processes and HR development. Subsequent works by authors like Perfecto Sison, Josefina Santamaria, and Melva Diamante contributed to the local field. Notable recent books include:

• Human Resource Management: Local and Global Perspectives by Diamante & Tan (2007)
• Leading Philippine Organizations in a Changing World by Hechanova & Franco (2008)
• Rebirth and Reinvention: Transforming Philippine Organizations by Hechanova & Franco (2012)

Bridging the Gap between Academics and Practitioners Research has also addressed the need to bridge the gap between academia and practice. Notable collaborations include the book Forging Management Excellence on the Anvil of Culture (Cabochan, 2012) and Strategic Human Resource Management (Florentin, Hechanova, and Teng-Calleja, 2013), which documented case studies of successful HR practices in the Philippines. These efforts demonstrate how I/O psychology research is being used to inform local HR practices and bridge the gap between academic and professional knowledge.

Practice of IO Psychology: Strategic HRM

• Origins and Evolution
  • Initially, most I/O psychologists began their careers in academia.
  • After World War II, personnel psychologists assisted the military and were later integrated into industrial settings as industrialization progressed.
  • Many I/O psychologists transitioned to consulting firms before companies started hiring them for full-time HR roles.
  • Their functions included recruitment, selection, training, and evaluation (Katzell & Austin, 1992).
• Modern Applications in HRM
  • Today, I/O psychology is applied in human resource management (HRM) and organizational behavior.
  • HRM functions include:
    • Recruitment and selection
    • Learning and development
    • Employee relations
    • Compensation and benefits
    • Talent management
    • Organizational communication
    • Organizational development
  • HR practitioners may work as generalists (HR Managers, HR Business Partners) or specialize in specific HR functions.
• Evolving HR Roles and Trends (SHRM, 2016)
  • HR practice evolves to meet organizational demands and environmental shifts.
  • A 2016 Society of Human Resource Management (SHRM) study identified key trends affecting HR and workplaces:
    • Competition for talent – Employers compete for top candidates.
    • Technological advancements – HR integrates technology into workflows.
    • Workforce insecurity – Employees face rising concerns about job security.
    • Economic volatility – Global and local economic factors impact HR strategies.
    • Demographic shifts – Workforce diversity requires new HR approaches.
    • Demand for evidence-based HR – Data-driven decision-making is emphasized.
    • Complex government regulations – Legal compliance remains a priority.
• Predicted HR Trends
  • Increasing importance of corporate social responsibility (CSR) in talent retention.
  • Growing focus on employee health and safety, including wellness programs and workplace resilience.
  • Greater use of flexible work arrangements and virtual team management.
  • Shift in performance management perspectives, with more variable and performance-based pay models.
  • Enhanced diversity management, addressing generational and LGBTQ+ concerns.
  • Aging workforce driving global talent management and succession planning.
  • Changing policies on retirement and leave benefits.
  • Strengthening ethics and integrity in organizational culture.
  • Global business structures and mergers requiring stronger diversity management.
  • Increased use of workforce data analytics for planning, recruitment, and security.
  • Expansion of human resource development (HRD) to include financial planning, stress management, and personal wellness.

Careers in I/O Psychology

• Role of an I/O Psychologist (SIOP Brochure)
  • Contributes to organizational success by improving employee performance and well-being.
  • Identifies how behaviors and attitudes can be optimized through hiring, training, and feedback systems.
  • Areas of focus include:
    • Testing, selection, and promotion
    • Training and development
    • Employee attitudes and satisfaction
    • Employee motivation
    • Change management and organizational development
    • Job design and evaluation
    • Workforce planning and diversity issues
    • Technology’s impact on the workplace
    • Customer service improvements
  • Conducts research to inform HR policies on:
    • Workplace law and ethics
    • Compensation and benefits
    • Work-life balance initiatives
    • Performance evaluations and assessments
• Research Expertise in I/O Psychology
  • Research design and statistical methods.
  • Data analysis and statistical modeling.
  • Ensuring data privacy and ethical research practices.
  • Investigating employee attitudes and their impact on organizational performance.

I/O Psychologists in Different Fields

• Industry (Zelin et al., 2015)
  • Typically employed in HR departments or as in-house consultants.
  • Work as generalists (handling multiple HR functions) or specialists (e.g., training and development).
  • Employers seek candidates with:
    • Extracurricular activities and leadership experience.
    • Conference presentations and published research.
    • Work experience in HR or related fields.
    • Advanced degrees (I/O Psychology with MBA preferred).
    • Specialization in specific HR areas.
  • Key competencies for industry roles:
    • Critical thinking, accountability, professionalism.
    • Communication (verbal and written), ethical behavior, interpersonal skills.
    • Data analysis, problem-solving, and strategic planning.
• Academe (Zelin et al., 2015)
  • Roles include faculty positions and administrative leadership (Department Chair, Dean, VP, Provost, or President).
  • Responsibilities:
    • Research, teaching, and community service.
  • Required competencies:
    • Written and verbal communication.
    • Research proficiency and analytical skills.
    • Integrity, fairness, and ethical behavior.
    • Teaching effectiveness and disciplinary expertise.
  • Critical experiences for academic I/O psychologists:
    • Publishing research and conducting studies.
    • Balancing research, teaching, and service duties.
    • Designing effective assignments, exams, and coursework.
    • Delivering engaging lectures and mentoring students.
    • Using statistical analysis techniques (SEM, HLM, Regression, ANOVA).
    • Proficiency in analytical software (SPSS, Mplus, SAS).
    • Earning recognition as an expert in the field.
• Government (Zelin et al., 2015)
  • I/O psychologists work as employees, managers, or consultants.
  • Focus areas:
    • Client-facing roles collaborating with agencies.
    • Internal research and policy development.
  • Required competencies:
    • Verbal/written communication, critical thinking.
    • Customer service, ethical integrity, and interpersonal skills.
    • Data analysis, attention to detail, and knowledge of government processes.
  • Critical experiences:
    • Cross-agency communication and networking.
    • Project management (timelines, budgets, leadership).
    • Writing technical reports and justifying project value.
    • Ensuring compliance with laws and regulations.
    • Handling high-visibility assignments and stakeholder collaboration.
• Consulting (Zelin et al., 2015)
  • Consultants provide external expertise to organizations.
  • Three primary tracks:
    • Project Consultants – Client-facing, handling direct consulting work.
    • Research Consultants – Conduct internal research and analytics.
    • Management Consultants – Oversee consulting teams and projects.
  • Required competencies align with other fields but with additional consulting skills:
    • Working independently with minimal supervision.
    • Managing high-pressure situations and tight deadlines.
    • Client relationship management and business networking.
    • Presenting research and recommendations to stakeholders.
    • Balancing multiple projects and meeting deliverables.
    • Leveraging data-driven insights to enhance HR strategies.

Practice of IO Psychology in the Philippines

HRM Practices in the Philippines

• Philippine HRM practices (hiring, rewards, training) are similar to those in the US and Canada (Galang, 2004).
• However, Filipino HR practitioners still struggle to take on strategic roles as business partners and change agents (Ateneo CORD, 2011).
• Survey findings indicate a shift toward strategic HR management through:
  • Use of technology
  • Outsourcing administrative functions
• Top 10 HR directions for the coming years:
  • Facilitating change
  • Developing new competencies
  • Developing HR Information System (HRIS)
  • Becoming a business partner
  • Web-based/e-learning adoption
  • Outsourcing HR functions
  • Developing shared HR services
  • Decreasing HR budget
  • Redefining HR as a consultant role
  • Employee self-service

Evolving HR Competencies

• Due to the changing role of HR, practitioners must develop beyond technical HR knowledge.
• Additional required competencies:
  • Business and organizational acumen
  • Organizational development skills
  • Interpersonal skills
  • Personal clarity
  • Global awareness and thinking
  • Technology proficiency
  • Business partnering skills (Villaluz et al., 2011)

Psychology Act of 2009 (RA 10029)

• Aims to ensure ethical psychological practice and client protection.
• Licensure requirements:
  • Psychometricians: Administer and score objective personality tests, conduct intake interviews.
    • Requires an AB/BS Psychology degree.
    • Licensure exam covers:
      • Industrial Psychology
      • Abnormal Psychology
      • Theories of Personality
      • Psychological Assessment
  • Psychologists: Design and implement psychological interventions (counseling, therapy, behavior modification, trauma healing) and conduct psychological evaluations.
    • Requires a Master’s degree in Psychology.
    • Licensure exam covers:
      • Advanced Theories of Personality
      • Advanced Abnormal Psychology
      • Advanced Psychological Assessment
      • Psychological Counseling and Psychotherapy
• The law also regulates employee counseling, testing, and assessment (PRC, n.d.).
• Industrial-Organizational Psychology as a Subject in Licensure Exams:
  • Recognized as an important field.
  • Implementation effectiveness remains uncertain due to the law’s recent enactment.

Implications of I-O Psychology in the Philippines

• The field has potential for growth in science and practice, especially in addressing national challenges.
• Barriers to national competitiveness (Deloitte, 2014):
  • Inadequate utilities and transportation infrastructure
  • Corruption and poor governance
  • High energy costs
  • Low labor productivity
  • Rising labor costs
  • Lack of highly skilled workers
• Role of I-O Psychology:
  • Research and interventions to improve integrity, productivity, and worker competence.

Impact of Outsourcing on HR

• Increased outsourcing affects HR roles and practices.
• Benefits of outsourcing (Caruth, Pane & Caruth, 2013):
  • Cost reduction
  • Time and energy conservation
  • Enhanced organizational and professional expertise
  • Improved performance
• Hidden costs (Berthelemy, 2001):
  • Vendor search and contract management
  • Transition management and contractor supervision
  • Decreased employee morale
  • Loss of control and role confusion
• I-O psychologists' role:
  • Guide organizations on which HR functions to outsource or retain.

Emerging Organizational Structures

• Traditional I-O psychology theories may not fully capture modern business models (e.g., Airbnb, Uber) where partners replace employees (Minton-Eversole, 2014).
• Need for research and innovative HR strategies to manage evolving employment arrangements.

Social Enterprises and HR Challenges

• Rise of hybrid organizations that combine business and social goals (Santos, Pache & Birkholz, 2015).
• Requires revisiting governance models and HR management strategies.

Technology's Impact on Work

• Organizations increasingly rely on technology for work processes and service delivery.
• Effects on HR and employees:
  • Shift to work-from-home and virtual teams.
  • Challenge to traditional HR systems and leadership models.
  • Increased employee stress due to "always connected" work culture (Barber & Santuzzi, 2015).
  • Need for responsible Internet use policies (Alampay & Hechanova, 2010).

Diversity in the Workplace

• Increasing workforce diversity in race, generations, gender, and abilities (Bersin, 2015).
• Requires flexible policies, systems, and structures to support inclusivity.

Disaster Risk Reduction and Organizational Resilience

• The Philippines' vulnerability to disasters necessitates disaster preparedness, risk reduction, and resilience strategies.
• Key resilience factors (Hopkin, 2014):
  • Risk awareness
  • Resource and asset management
  • Strong networks and relationships
  • Rapid response capability
  • Continuous adaptation
• I-O psychologists play a role in:
  • Building resilient organizational cultures
  • Developing leadership skills for crisis management