Industrial/Organizational Psychology Preparation Notes

Industrial/Organizational Psychology Preparation for PPLE 2026

Instructor Overview

  • Jyrus Edmark C. Diaz, RPm

    • Known as Sir Jy

    • Former Behavioral Interventionist for Special Education (SPED) Students

    • Currently a Student Services Coordinator at a private school in Laguna

    • Previous experience in Human Resources under Talent Acquisition Department

    • Part-time Personal Development Teacher for Grade 11

    • Involved in test development, administration, and result interpretation

    • Research Consultant for undergraduate studies and a member of SHS Research Panel

Personal Mantra

  • "I can do it, I can make it, I will top the board, I will become a psychometrician."

Prayer to St. Jude Thaddeus

  • Saint Jude Thaddeus is honored as the patron of difficult cases. The prayer asks for intercession and assistance in times of need, promising devotion upon receiving help.

Table of Specifications for Industrial-Organizational Psychology

Topic

Weight (%)

Items (f)

Organization Theory

20

15

Organizational Structures & Systems

20

15

Human Resource Development & Management

20

15

Team Dynamics

20

20

Organizational Development

25

20

Total

100

100

Definition of Industrial/Organizational Psychology

  • Definition: The application of methods, facts, and principles of psychology to people at work, enhancing dignity and performance through the advancement of human behavior science. (Rucci, 2008)

Two Sides of Industrial/Organizational Psychology

  • Industrial Side: Focuses on matching individuals to specific job roles and enhancing their competencies based on needs.

  • Organizational Side: Studies behavior within workplace settings, aiming to improve work environments.

Organizational Theory

Overview

  • Focuses on formalizing organizations to enhance efficiency through structured hierarchies, division of labor, and scientific principles.

Key Features of Organizational Theory

  • Viewed as machines with defined tasks, akin to a factory assembly line.

  • Emphasizes:

    • Efficiency: Maximizing productivity through standardization, specialization, and clear command chains.

    • Rationality and Objectivity: Decisions grounded in objective data rather than emotion.

    • Universal Theories: Theories that are applicable across varied organizations regardless of specific contexts.

Classical Organizational Theory Principles

  • Organizations exist primarily for economic productivity. They comprise

    • A system of differentiated activities linked together.

    • People to perform and exercise authority.

    • Cooperation toward a unified goal where authority facilitates cooperation.

Four Types of Organizational Principles

  1. Functional Principle: Division of labor into specialized units.

  2. Scalar Principle: Vertical growth within a hierarchy reflecting a chain of command.

  3. Line/Staff Principle: Differentiation between line functions (primary responsibility) and staff functions (support roles).

  4. Span-of-Control Principle: The number of subordinates a manager supervises affects organizational structure.

Evolution of Management Theories

Scientific Management Theory (Frederick Winslow Taylor)

  • Focus on increasing workers' efficiency through practicality, task breakdown, and efficiency standards.

Bureaucracy (Max Weber)

  • Characterized by three components: rules, structure, and authority; essentially involves top-down management.

Administrative Management (Henri Fayol)

  • Focuses on optimal management practices, emphasizing group functionality over individual performance.

Fayol's Five Functional Management Principles:

  1. Planning: Determining how to achieve objectives.

  2. Organizing: Assigning tasks based on capability.

  3. Commanding/Leading: Instructing actions.

  4. Coordinating: Monitoring status.

  5. Controlling: Overseeing progress.

Additional Principles by Fayol

  • Division of Work, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction, Remuneration, Scalar Chain, Order, Equity, Stability of Tenure of Personnel, Initiative, and Esprit de Corps.

Impact and Limitations of Classical Organizational Theory

  • Positive Contributions: Established principles still in use today.

  • Limitations: An overly mechanistic approach that neglects human factors like motivation and communication.

Structural Theory (Henry Mintzberg)

  • Describes how parts of organizations work together, comprising seven basic parts:

    • Strategic Apex, Middle Line, Operating Core, Technostructure, Support Staff, Ideology (Culture), Politics (informal factors within organizations).

Neoclassical Theory

  • Emphasizes human relations, suggesting workplace dynamics encourage employee involvement, contrary to traditional mechanistic views.

Key Theorists and Concepts

  • Elton Mayo’s Hawthorne Experiment: Productivity improvements attributed to management's attention to worker welfare.

  • Chester Barnard’s Comprehensive Theory: Emphasizes the need for cooperation and purpose in organizational effectiveness.

  • Douglas McGregor’s Theory X and Theory Y: Contrasts views of employees as lazy versus self-motivated.

Employee Performance Based on Management Style

  • Performance Influenced by Managerial Expectations:

    • Golem Effect (negative expectations) vs. Pygmalion Effect (positive expectations).

Motivation Theories

Core Understanding

  • Motivation theories clarify what drives individuals in workplace settings, highlighting the interplay between individual needs and organizational objectives.

Key Theories and Models:

  1. Maslow’s Hierarchy of Needs:

    • Levels: Physiological, Safety, Love/Belonging, Esteem, Self-Actualization.

  2. Herzberg’s Two-Factor Theory:

    • Split needs into hygiene (work conditions) and motivators (recognition, achievement).

  3. Alderfer’s ERG Theory:

    • Condenses Maslow’s hierarchy into existence, relexpectancyand growth needs.

  4. McClelland’s Acquired Needs Theory:

    • Emphasizes three needs: achievement, affiliation, and power.

  5. Vroom’s Expectancy Theory:

    • Involves Valence, Instrumentality, and Expectancy concepts, proposing motivation is influenced by perceived outcomes.

Employee Reactions to Management Styles

  • Engagement and motivation are influenced significantly by management approaches (Theory X and Y philosophies).

Leadership Styles

Overview of Effective Leadership

  • Leadership defines how individuals influence group attitudes towards a common goal.

Leadership Theories:

  1. Trait Theory: Focuses on inherent qualities.

  2. Behavioral Theory: Regards actions as core to effective leadership.

  3. Situational Leadership: Adapts based on circumstance.

  4. Transactional vs. Transformational Leadership: Examines leaders' methods in task execution versus inspiring change.

Impact of Leadership on Organizational Culture

  • Establishes norms, influencing the group's cohesive aspects, resulting in enhanced performance or conflict.

Group Dynamics

  • Examines formal/informal organizational group behaviors and development stages, emphasizing healthy leader-facilitated conflict as a driver of innovation.

Human Resource Development and Management

Key Functions:

  • Selection and Placement, Training and Development, Performance Appraisal, Organizational Development, Quality of Work Life, Ergonomics.

Challenges in Job Design:

  • Balancing individual needs within organizational objectives and prompting employee involvement in job processes.

Recruitment Processes:

  • Involves vacancy identification, job analysis, candidate selection, and consideration of internal/external factors affecting recruitment.

Impact of Government Policies:

  • Laws governing discrimination and hiring practices (e.g., Republic Act No. 7277).

Conclusion

  • Effective industrial/organizational psychology integrates varied theories and practices to optimize human behavior at work, aiming to create adaptable, motivating work environments.