1. ORGANIZATIONAL
PSYCHOLOGY

2. Organizational Psychology?
 DEFINITION:
 Industrial and Organizational (I/O) Psychology =
application of psychology to the workplace
 Scientific study of thinking and behavior at
work
 “Industrial / Organizational psychology is a
branch of psychology that applies the principles
of psychology to the workplace”.
 “Organizational Behavior is the study of
individuals and their behavior with the contest
of the organization in workplace setting”.

3.  The goal of I/O psychology is “to increase the
productivity and well-being of employees”.
 The purpose of I/O psychology is “to enhance
the dignity and performance of human beings,
and the organizations they work in, by
advancing the science and knowledge of human
behavior”
 I/O psychology examines factors that affect the
people in an organization

4. Principles
 With the possible exception of sleeping, people
spend more time at their jobs at any other
activity in life
 If a person is unhappy at work for 8 hours a day,
the residual effects of this unhappiness will
affect the quality of that person´s family and
leisure life as well.

5.  The industrial approach (the “I” in I/O
Psychology) focuses on determining the
competencies needed to perform a job, staffing
the organization with employees who have
those competences, and increasing those
competences through training.

6.  The organizational approach (the “O” in I/O
Psychology) creates an organizational structure
and culture that will motivate employees to
perform well, give them the necessary
information to do their jobs, and provide
working conditions that are safe result in an
enjoyable and satisfying work environment.

7.  The field of I/O Psychology consists of three major subfields:
 Personnel Psychology
 Organizational Psychology / Behavior
 Human factors
 Industrial psychologists work in a variety of settings including
industry, government, education, and consulting firms.

9. Organizational Psychology

11.  I /o psychology is a relatively new idea. In fact, the notion
that the principles of science should be applied to work
settings has been around for less than 100 years.
 Contemporary I/O psychology has its roots in the history of
industry, as well as the two world wars, during which eras
psychologists were called upon to help address the crucial
military concerns of recruitment, selection, and morale.

12.  The pioneers in applying scientific methods to the workplace
were not psychologists but engineers.
 They focused on scientific management : the managerial
philosophy that emphasizes the worker as a well-oiled
machine and the determination of the most efficient methods
for performing any work-related task.Yet these engineers
sounded like psychologists at times. Among them was
FrederickWinslowTaylor, the mastermind of the idea of
scientific management.Taylor.

13.  Among them was FrederickWinslowTaylor, the mastermind
of the idea of scientific management.Taylor (1911) suggested
the following guidelines, which have continuing infuence
today:
 Jobs should be carefully analyzed to identify the optimal way
to perform them.
 Employees should be hired according to the characteristics
associated with success at a task.These characteristics should
be identified by examining people who are already successful
at a job.
 Employees should be trained at the job they will perform.
 Employees should be rewarded for productivity to encourage
high levels of performance

14.  Two other famous contributor in the scientific approach to
work were Frank (an engineer) and Lillian (a psychologist)
Gilbreth, best known for the time and motion studies they
conducted in the early twentieth century .These studies
involved examining the precise movements required to
complete a task and identifying and removing unnecessary
movements.
 The advent of the assembly line perhaps best demonstrates
the spirit of scientific management and its emphasis on time
and motion. It may be hard to imagine, but before the
twentieth century, an individual or a team of people created
an entire single product.These individuals put each and every
piece together from beginning to end, whether the product
was a clock, a car, or a pair of shoes.

15.  Then came a revolution in industrial history, when Henry Ford,
the founder of Ford Motor Company, invented the assembly
line, in which the workers stayed in one place and an
individual laborer assembled one (and only one) part of a car
as it moved along on a mechanized conveyor belt. Ford
brought in FrederickTaylor to conduct time and motion
studies that would perfect the efficiency of his brainchild. In
1913, the first moving assembly line in history was complete,
and no one could argue that it was not a boon to productivity
and efficiency. Indeed, by 1916, Ford Motor Company was
producing twice as many automobiles as all of its competitors
combined.

16.  Two other famous contributor in the scientific approach to
work were Frank (an engineer) and Lillian (a psychologist)
Gilbreth, best known for the time and motion studies they
conducted in the early twentieth century .These studies
involved examining the precise movements required to
complete a task and identifying and removing unnecessary
movements.
 The advent of the assembly line perhaps best demonstrates
the spirit of scientific management and its emphasis on time
and motion. It may be hard to imagine, but before the
twentieth century, an individual or a team of people created
an entire single product.These individuals put each and every
piece together from beginning to end, whether the product
was a clock, a car, or a pair of shoes.

17.  Then came a revolution in industrial history, when Henry Ford,
the founder of Ford Motor Company, invented the assembly
line, in which the workers stayed in one place and an
individual laborer assembled one (and only one) part of a car
as it moved along on a mechanized conveyor belt. Ford
brought in FrederickTaylor to conduct time and motion
studies that would perfect the efficiency of his brainchild. In
1913, the first moving assembly line in history was complete,
and no one could argue that it was not a boon to productivity
and efficiency. Indeed, by 1916, Ford Motor Company was
producing twice as many automobiles as all of its competitors
combined.

18. Hawthorne Effect
 Overall implication of the
Hawthorne studies, which later
formed the impetus for
organizational psychology, was
that social factors impact
behavior in organizational
settings
 Increase in worker productivity
produced by the psychological
stimulus of being singled out
and made to feel important

19. Hawthorne??
 Their aim was to discover how to optimize the workplace by manipulating
factors such as levels of lighting and hours of work, in order to achieve
maximum productivity.
 Two groups of female employees took part in the first investigation.The control
group worked without any changes in the level of illumination in their
workroom.
 In the experimental group the lighting was systematically varied (being
sometime brighter /dimmer than the standard level of illumination), and the
productivity of the workers was continually monitored. Subsequent
investigations examined the effects on productivity of variables such as length
of rest pauses, length of the working day and week, and a free lunch.
 The findings were quite baffling. Both the control group and the experimental
group increased their productivity during the study. Regardless of whether
illumination levels were increased or decreased, the productivity of the
experimental group went up. Even when the illumination was turned so low that
the women could barely see what they were doing, productivity went up!The
introduction of changed lengths of working hours, weeks and rest pauses had a
similar impact. Even the introduction of a free lunch led to improved
performance.The results suggested that productivity rose because the women
responded favorably to the ‘special attention’ by investigators. Knowing they
were being watched made them feel valued, and they were motivated to do

20. Hawthorne??
 In a second component of the investigation, conducted in the bank
wiring room, members of work groups (this time all men) were observed
during their work and interviewed at length at the end of the working
day or week.There was no intervention here, since the aim was simply to
observe the work process and discover how it could be done more
efficiently and productively.
 The men did not improve their productivity. Quite the contrary – they
stopped work before the end of the working day and later told the
investigators that they were capable of being much more productive. It
appeared that the men feared the study would lead the company to raise
the level of productivity required for the same rate of pay. So they
deliberately kept productivity low to ensure they were not required in
the future to achieve unreasonable levels of performance.The men had
agreed informal rules between themselves about the level of
productivity they would achieve, and they maintained this through their
cooperation and shared goals.

21. Hawthorne??
 In contrast to the assumptions of the scientific management
approach (i.e. that technological and ergonomic factors are
the predominant influences on workplace productivity),
these investigations reveal the importance of social factors
in work performance. In both cases, interpersonal processes
played the major role in determining productivity.
 These findings mark the birth of the ‘human relations’
movement, which drew attention to the importance of
workers’ needs, attitudes, social relationships and group
memberships in the workplace. It is an orientation that
continues to have a major influence on managerial practice
today, most notably in the domain of human resource
management.

22. Hawthorne Studies: 4
Conclusions
1. Aptitudes of individuals (Bingham) are imperfect predictors
of job performance.Although they give some indication of
physical and mental potential of the individual, amount
produced is strongly influenced by social factors
2. Informal organization affects productivity = group life among
the workers. Studies also showed that the relations supervisors
develop with workers tend to influence the manner in which the
workers carry out directives
3. Work-group norms affect productivity: not the first to
recognize that work groups tend to arrive at norms of what is a
fair day's work; however, they provided the best systematic
description and interpretation of this phenomenon.
4. The workplace is a social system made up of interdependent
parts

23. Hawthorne Effect: Real World
 Workers improve their productivity when they
believe management is concerned with their
welfare and pay particular attention to them
 Productivity can also be explained by paying
attention to the workers’ social environment and
informal groupings

24. Defining Groups
 What would you include if you were asked to name
all the groups in which you are a member? Would
you list your family?Your neighborhood
association?
 Your political party?The handful of fellow students
who often take the same classes you do?
Coworkers who go out for drine after work once in
a while?The people standing in line with you at the
checkout counter of the supermarket?

25. Work groups or teams
 Work groups, or teams, are increasingly common in
organizations. Formal groups are those designated
as work groups by the organization.The members
of these groups usually have shared task
objectives. Examples of these formal groups
include health care teams, management groups,
mining crews and research and development
project groups. Informal work groups are not
defined by the organization as functional units, but
nevertheless have an impact on organizational
behavior. Examples include friendship and pressure
groups.

26. Types of group and what makes
them effective
 In some organizations, groups as a whole may be
hired, fired, trained, rewarded and promoted.This
trend has developed as organizations have grown
and become increasingly complex, demanding that
shared experiences and complementary skills are
constantly utilized in decision-making processes.
 group is defined as two or more individuals who are
connected to one another by social relationships.

27. Types of group and what makes
them effective
 De Muse and Futrrel distinguish four main types of
formal work teams
1. Advice / involvement team i.e. committees,
boars, advisory councils
2. production/ service group i.e. assembly teams
manufacturing crews
3. Project development groups i.e. research group,
task force, planning team
4. Action/ negotiation group i.e. entertainment
group, negotiation team, surgery team cockpit
crew

28. Types of group and what makes
them effective

29. Types of group and what makes
them effective
 A group can range in size from two members to
thousands of members.Very small collectives, such as
dyads (two members) and triads (three members) are
groups, but so are very large collections of people,
such as mobs, crowds, and congregations
 WHO ARE CONNECTEDTO ONE ANOTHER Like a
series of interconnected computers, the individuals in
any given group are networked:They are connected one
to another.These connections, or ties, may be strong
emotional bonds, like the links between the members
of a family or a clique of close friends.The links may
also be relatively weak ones that are easily broken with
the passage of time or the occurrence of relationship-
damaging events. Even weak links, however, can
create robust outcomes across an entire group of
networked individuals.

30. Classifying Groups
1. PRIMARY AND SECONDARY GROUPS
 Primary groups, such as family and friends, are small,
long term groups characterized by face-to-face
interaction and high levels of cohesiveness,
solidarity, and member identification.
 Secondary groups. Such groups are larger and
more formally organized than primary groups,
and they tend to be shorter in duration and less
emotionally involving. However, secondary
groups continue to define the individual’s place
in the social structure of society

31. Classifying Groups
 PLANNED AND EMERGENT GROUPS
 planned groups, which are deliberately formed by their
members or by an external authority for some
purpose, Planned groups tend to be organized, task
focused, and formal. Such groups generally define
their membership criteria clearly and so atall times
know who is and who is not in the group. military units,
musical groups, research teams
 emergent groups, which come into existence
spontaneously when individuals join together in the
same physical location or form gradually over time as
individuals find themselves repeatedly interacting with
the same subset of individuals. People found planned
groups, but they often find emergent groups. such as
audiences at events, bystanders at a crime scene,
crowds, customers at a club, gangs