Industrial-Organizational Psychology

Industrial-Organizational Psychology Notes

Introduction

Instructor: Ms. Jenilyn Borinaga, RPm, CHRA
Qualifications:

• Topnotcher (Rank 9), 2025 Psychometricians Licensure Examination
• Certified Human Resource Associate (CHRA) by HREAP
• National Topnotcher (Rank 7), Batch 48 Human Resource Generalist
• Elite Awardee, PSG Global Solutions Inc.
• Graduated Rank 1, Cum Laude (GPA 1.22), Batch 2024
• Best in On-the-Job Training – Industrial Human Resource Internship, 2024
• Former Student Researcher and Best in Thesis, Office of the Vice President for Research and Innovation
• Best Student in Psychology Specialization, Pamantasan ng Lungsod ng San Pablo

Course Overview

Course Structure

• Days: 2
• Objectives: Structured and intentional learning from consolidated sources.
• Day 2: Assessment through a post-test.

IOTOS (Industrial-Organizational Theory Outline Structure)

A. Organization Theory (20%)

1. Describe different organizational theories, models, and concepts (5%)
2. Apply the different theories of organizations to the understanding of human behavior in an organizational setting (5%)
3. Analyze differences between these Organization Theories:
   • Classical Organization Theory
   • Neo-Classical Organizational Theory
   • Modern Organizational Theory
   • Contingency Theory
   • Motivation Theory
   • Open Systems Theory (6%)
4. Examine the importance of organization theory in improving factors such as organizational structure, design, leadership, managerial styles, group behavior, motivation, communication, operational efficiency, and organizational culture (4%)

B. Organizational Structures & Systems (20%)

1. Evaluate the value of understanding organizational models and systems (2%)
2. Recognize the pros and cons of organizational structures: functional, multi-divisional, flat, matrix, team, network, and hierarchical (6%)
3. Define elements that create an organizational structure: job design, departmentation, delegation, span of control, and chain of command (2%)
4. Apply understanding of organizational design to appreciate organizational roles and performance accountability (4%)
5. Explain the importance of aligning organizational structure with business strategy (2%)
6. Apply understanding of business elements necessary for profitable performance (4%)

C. Human Resource Development & Management (25%)

1. Differentiate between HRD and HRMg (5%)
   • HRD vs HRM
   • HRD vs OD (Organizational Development)
   • HRD vs Employee Training
2. Identify activities involved in Human Resource Development (3%)
3. Examine the scope and processes of HRD areas: training, learning, career development, talent management, performance appraisal, employee engagement, and empowerment (5%)
4. Analyze organizational activities in HR Management: manpower planning, staffing, developing, monitoring, maintaining, managing relationships, and evaluating (8%)
5. Compare HR Manager vs HR Development Manager roles (4%)

D. Team Dynamics (15%)

1. Explain importance of team dynamics in organizations (3%)
2. Identify stages of team development (3%)
3. Examine group processes that affect team effectiveness (2%)
4. Identify common team problems (3%)
5. Use knowledge of team dynamics to address team problems (4%)

E. Organizational Change & Development (20%)

1. Distinguish Organizational Change from Organizational Development (3%)
2. Analyze factors driving organizational change (4%)
3. Identify types of large-scale organizational changes (6%)
4. Evaluate types of Organizational Interventions (3%)
5. Examine strategies and techniques for managing change (4%)

Blueprint for Discussion Topics

I. Introduction to I/O Psychology:

• Industrial vs Organizational fields
• Major fields of I/O Psychology
• Brief history of I/O Psychology

II. Human Resource Management vs. Development (25%)

III. Industrial Psychology Components:

1. Job Analysis and Evaluation
2. Employee Selection: Recruiting, Interviewing, and Testing
3. Performance Appraisal/Evaluation
4. Training and Development

IV. Organizational Psychology Components:

1. Organizational Theories
2. Organizational Structures and Systems
3. Team Dynamics
4. Organizational Change and Development

Historical Context and Influences on I/O Psychology

• Key Historical Figures:
  • Walter Dill Scott,
  • Frederick Taylor (Scientific Management),
  • Lillian and Frank Gilbreth (Time Management)
  • Hugo Munsterberg (Army Alpha and Beta tests during WWI)
  • Hawthorne Experiments: Led to the concept of the Hawthorne Effect.
  • The Psychological Corporation: founded by James Cattell, and developments post-WWII.

Conceptual Framework

1. Classical Organizational Theory

• Emphasizes rules, formal structures, and authority.

2. Neo-Classical Theory

• Focuses on emotional and psychological aspects, such as human relations.

3. Modern Theory

• Integrates quantitative and behavioral sciences; involves systems thinking.

4. Open Systems Theory

• Organizations evolve over time affected by external and internal forces.

5. Contingency Theory

• Argues that management decisions are contingent on various factors.

6. Motivation Theories

• Examines what drives and inspires workplace behavior.

Organizational Structures Explained

Key Elements of Organizational Structure:

1. Work Specialization
2. Departmentalization
3. Chain of Command
4. Span of Control
5. Centralization vs Decentralization
6. Formalization

Types of Organizational Structures:

• Functional, Multi-Divisional, Flat, Matrix, Team-based, Network structures.

Importance of Alignment with Business Strategy:

• Improves operational efficiency and outlines HR responsibilities.

Employee Selection Methodologies Evaluation

Screening and Selection Techniques

1. Recruitment: Internal vs External Recruitment
2. Selection Tools: Interviews, assessments, and references
3. Background Checks: Importance and reliability of references.

Performance Appraisal Systems

Objectives:

• Summative and formative evaluations for employee development and organizational compliance.

Methods:

• 360-degree feedback, self-assessments, direct observation metrics.

Training and Development Cycle

Training Needs Analysis:

1. Identify gaps in skills.
2. Develop and implement training strategies.
3. Evaluate effectiveness post-training.

Group Dynamics in Organizations

Stages of Team Development

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Factors Impacting Team Dynamics

1. Group cohesiveness, roles, conflicts, size, and external pressures.
2. Distinguish between functional and dysfunctional conflicts.

Organizational Change Approaches

Lewin's Change Model

1. Unfreezing
2. Moving
3. Refreezing

Factors Driving Change:

• Technological advancements, globalization, market competition.

Conclusion and Future Trends

The Influence of Remote Work

• Benefits and challenges of a flexible work environment, maintaining work-life balance.

Additional Resources

Suggested Readings:

• Aamodt (2010/2016). Industrial/organizational psychology. Cengage Learning
• Dessler (2017), Levy (2017), Howes & Muchinsky (2019), Riggio, R.E. (2008). Introduction to industrial/organizational psychology. Pearson: USA.