Industrial/organizational (I/O) psychology examines how individual behavior affects and is affected by the workplace. I/O psychology applies principles of psychology to improve workplace productivity and satisfaction. It includes areas like human factors, personnel selection and training, and organizational behavior. I/O psychology uses both scientific research and practical application, with practitioners working in universities, consulting firms, industry, and government. The field has grown rapidly worldwide since beginning in the early 1900s and now offers strong career opportunities.
Chapter 1 Intro to Industrial/Organizational PsychologyLeizelChuaDelaCruz
This document provides an introduction to teaching a course on I/O psychology. It outlines key learning objectives which are to describe I/O psychology, understand its history, and learn about important research methods. I/O psychology applies psychological principles in workplace settings, with the goals of enhancing employee performance and well-being. The document then covers major fields in I/O psychology, common job titles, educational requirements, and important research methods like experiments, surveys, and meta-analyses.
Industrial-organizational (I-O) psychology studies human behavior in workplace settings. It aims to understand and apply psychology principles to optimize work behavior and organizational effectiveness. I-O psychology addresses areas like selection, training, leadership, motivation, and diversity. The field has grown from early studies on work efficiency to today's focus on topics like technology, globalization, and work-life balance. I-O psychologists conduct research and act as consultants to address organizations' human resource issues.
This document provides an overview of industrial-organizational psychology, outlining the differences between industrial psychology which focuses on personnel selection and organizational psychology which examines work satisfaction and motivation. It discusses key areas of I/O work like selection, training, and performance appraisal. The document also summarizes important studies like the Hawthorne Experiments and influential early founders. Finally, it outlines some potential future trends as technology changes the nature of jobs and work.
Industrial-organizational (I/O) psychology applies psychological principles to workplace issues like productivity and employee well-being. I/O psychologists use research methods to solve workplace problems and improve quality of life. They study topics like workplace productivity and management styles. I/O psychology differs from business fields by examining how psychological factors affect people in an organization rather than just organizational management issues. I/O psychologists rely on empirical research and statistics rather than clinical judgment.
Industrial-organizational psychology applies principles of psychology to workplace issues like talent management, coaching, assessment, selection, training and organizational development. It emerged from studies like the Hawthorne Experiments and influences like scientific management. I/O psychologists work in academia conducting research and teaching or as practitioners in consulting, HR, and other organizational roles.
Industrial/organizational psychology is the scientific study and application of psychological principles to workplaces. It aims to improve talent management, coaching, assessment, selection, training, organizational development, performance, and work-life balance using methods from psychology. The field emerged in the early 20th century from the work of pioneers like Munsterberg, Scott, and Taylor and was influenced by experiments during World War I and the Hawthorne Studies. It blends psychology, management, and other disciplines to understand individuals and optimize organizations. Practitioners must follow ethical codes to prevent harm and respect people's rights and welfare.
This document provides an introduction to the course AJCL3164 Industrial/Organisational Psychology. It defines industrial/organisational psychology as the scientific study of behavior in work settings and the application of psychology principles to change work behavior. The document outlines the course assessment methods, learning outcomes, and references. It also provides a brief history of the field including influential figures and events, and discusses current and future trends such as changing work nature and expanding focus on human resources.
Industrial/organizational (I/O) psychology examines how individual behavior affects and is affected by the workplace. I/O psychology applies principles of psychology to improve workplace productivity and satisfaction. It includes areas like human factors, personnel selection and training, and organizational behavior. I/O psychology uses both scientific research and practical application, with practitioners working in universities, consulting firms, industry, and government. The field has grown rapidly worldwide since beginning in the early 1900s and now offers strong career opportunities.
Chapter 1 Intro to Industrial/Organizational PsychologyLeizelChuaDelaCruz
This document provides an introduction to teaching a course on I/O psychology. It outlines key learning objectives which are to describe I/O psychology, understand its history, and learn about important research methods. I/O psychology applies psychological principles in workplace settings, with the goals of enhancing employee performance and well-being. The document then covers major fields in I/O psychology, common job titles, educational requirements, and important research methods like experiments, surveys, and meta-analyses.
Industrial-organizational (I-O) psychology studies human behavior in workplace settings. It aims to understand and apply psychology principles to optimize work behavior and organizational effectiveness. I-O psychology addresses areas like selection, training, leadership, motivation, and diversity. The field has grown from early studies on work efficiency to today's focus on topics like technology, globalization, and work-life balance. I-O psychologists conduct research and act as consultants to address organizations' human resource issues.
This document provides an overview of industrial-organizational psychology, outlining the differences between industrial psychology which focuses on personnel selection and organizational psychology which examines work satisfaction and motivation. It discusses key areas of I/O work like selection, training, and performance appraisal. The document also summarizes important studies like the Hawthorne Experiments and influential early founders. Finally, it outlines some potential future trends as technology changes the nature of jobs and work.
Industrial-organizational (I/O) psychology applies psychological principles to workplace issues like productivity and employee well-being. I/O psychologists use research methods to solve workplace problems and improve quality of life. They study topics like workplace productivity and management styles. I/O psychology differs from business fields by examining how psychological factors affect people in an organization rather than just organizational management issues. I/O psychologists rely on empirical research and statistics rather than clinical judgment.
Industrial-organizational psychology applies principles of psychology to workplace issues like talent management, coaching, assessment, selection, training and organizational development. It emerged from studies like the Hawthorne Experiments and influences like scientific management. I/O psychologists work in academia conducting research and teaching or as practitioners in consulting, HR, and other organizational roles.
Industrial/organizational psychology is the scientific study and application of psychological principles to workplaces. It aims to improve talent management, coaching, assessment, selection, training, organizational development, performance, and work-life balance using methods from psychology. The field emerged in the early 20th century from the work of pioneers like Munsterberg, Scott, and Taylor and was influenced by experiments during World War I and the Hawthorne Studies. It blends psychology, management, and other disciplines to understand individuals and optimize organizations. Practitioners must follow ethical codes to prevent harm and respect people's rights and welfare.
This document provides an introduction to the course AJCL3164 Industrial/Organisational Psychology. It defines industrial/organisational psychology as the scientific study of behavior in work settings and the application of psychology principles to change work behavior. The document outlines the course assessment methods, learning outcomes, and references. It also provides a brief history of the field including influential figures and events, and discusses current and future trends such as changing work nature and expanding focus on human resources.
Industrial/organizational (I/O) psychology aims to create a happy and productive workforce through techniques developed to suit employees to their jobs and improve performance. I/O psychology applies principles of psychology to the workplace through empirical research and testing. It focuses on competency assessment, staffing, training from an industrial perspective and creating a motivating structure and culture from an organizational perspective. I/O psychology has evolved from early applications in World War I testing and the Hawthorne studies to address a variety of modern issues through scientific and practical approaches.
The document provides a historical background of industrial/organizational (I/O) psychology. Some key developments include Wilhelm Wundt establishing the first psychology lab in 1879, Bryan and Harter publishing the first paper on applying psychology to work in 1897, and Hugo Munsterberg's 1913 book applying psychology to areas like sales and introducing techniques like the lie detector. Major influences were also the World Wars, which saw I/O psychologists screening and classifying soldiers, and the Hawthorne studies in the 1920s, which explored the impact of workplace factors like lighting on employees. The civil rights movement of the 1960s led to laws banning workplace discrimination.
Industrial and organizational psychology analyzes human behavior in workplace settings. It applies psychological principles to enhance employee and organizational performance. A typical employee's day involves commuting to work for 9 hours with additional hours for preparation, commute, and sleep. The field aims to increase productivity and well-being through industrial approaches like job analysis and training, and organizational approaches like workplace design and culture. Research methods include correlation, experimentation, surveys, and archival analysis. Ethics and minimizing errors are important considerations.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
A study on working condition and its impact on employee satisfactionAKHIL D.C HARIDAS
This document provides an introduction and background to a study on the working conditions and employee satisfaction at Elstone tea estates in Kalpetta, India. The study aims to assess the relationship between working conditions and employee satisfaction, and to examine the safety, health, welfare and incentive programs in place. It will analyze factors like canteen facilities, transportation and medical care to identify areas of satisfaction and dissatisfaction among employees. The research methodology is described as descriptive research using surveys to collect employee opinions on working conditions at the Kalpetta estate.
This document provides an overview of industrial psychology. It begins by explaining that industrial psychology emerged in the early 20th century to scientifically study work behavior and meet organizational needs. The document then defines industrial psychology as the application of psychology to business and industry problems. It discusses the two sides of industrial psychology - the industrial side which matches individuals to jobs, and the organizational side which studies how organizations influence behavior. The document also outlines six major fields of industrial psychology and provides foundational figures in the field like Munsterberg, Taylor, and Gilbreth. It concludes by summarizing theories of organization structure including classical, bureaucratic, administrative, and contingency theories, and Mintzberg's five basic parts of any organization.
This document provides an overview of organizational behavior including definitions, key concepts, models, and the evolution and scope of the field. It discusses how organizational behavior draws from multiple disciplines including psychology, sociology, social psychology, and economics. The document also summarizes the key findings and contributions of the landmark Hawthorne Experiments conducted in the 1920s-1930s, which revealed the importance of social and psychological factors in organizations.
I/O psychology applies principles of psychology to the workplace to enhance employee and organizational performance. It focuses on improving efficiency and productivity within organizations while promoting employee health and well-being. I/O psychologists conduct research and act as practitioners to develop scientific principles for optimizing the relationship between human behavior and work environments.
This document contains summaries of several topics related to industrial and organizational (I-O) psychology:
1. It discusses the importance of work in people's lives and how most people will continue working even if financially secure.
2. It covers the three major concentrations of I-O psychology: personnel psychology, organizational psychology, and human engineering/human factors psychology.
3. It describes I-O psychology's focus on applying scientific knowledge and research to address concrete workplace problems and issues using the scientist-practitioner model.
The document provides an overview of the field of work psychology, outlining its key areas and historical development. It discusses the major paradigms that have shaped the field, including the economic paradigm pioneered by Frederick Taylor focusing on scientific management, the individual differences paradigm developed by Hugo Münsterberg, and the human relations paradigm stemming from the Hawthorne Studies conducted by Elton Mayo. Today, work psychology draws from various areas of psychology and remains applied, studying people's behavior at work and how to promote effectiveness, well-being and satisfaction.
- Organizational behavior is the study of how individuals and groups act within organizations. It examines human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.
- Major models of OB include the autocratic, custodial, supportive, collegial, and SOBC models which differ in their basis of power, managerial and employee orientations, and resulting employee psychological states and performance.
- The Hawthorne studies in the 1920s-1930s revealed that social and psychological factors strongly influence productivity more than just physical conditions alone. They demonstrated the importance of factors like participation, belongingness, and supervision on motivation and performance.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
Running Head IndustrialOrganizational Psychology .docxinfantkimber
Running Head: Industrial/Organizational Psychology 1
Industrial/Organizational Psychology 7
Industrial/Organizational Psychology
Christina Washek
Dr. Michelle Vallie
PSYC 495
4 April 2020
Introduction
Organizational psychology is the usage of a person’s psychological knowledge to explain their work. The aim is to improve job satisfaction among the workers and to increase their productivity while ensuring that any issues in the organization are solved by promoting a healthy working environment. The issues in the organization are addressed using facts to ensure that the decisions made are beneficial to the involved parties.
Many aspects are considered in one’s working relationship that is from the employer’s point of view, the employee, and any external factors that enable work to be done in the organization. Therefore, psychology is a crucial subject as it benefits both the organization and individuals in the environment, ensuring that there is an optimal surrounding. The environment should be clear that productivity, efficiency, and the wellbeing of the employees are supported.
Organizational psychology covers a wide spectrum, which is from the time a person starts to work in the organization up to when they retire. The purpose of this essay is to analyze organizational psychology, the history, theories, and the relationship it has with other areas, among other considerations. Also, a study is done on how human resource management is incorporated into the organizational setup.
History of Organizational psychology
It is an academic discipline, and the area of practice has become more and more useful in the working life of individuals in organizations and creating a proper work environment. This is a field that involves the identification of issues in an organization, obtaining the effects, and finding solutions for the problems using data obtained for research. The main focus is on the attitude and behavior of individuals in the workplace. Some important outcomes that are required out of an employee from psychology are; understanding the attitude of the employee and controlling their behavior.
Organizational psychology is made up of two pillars. One of the pillars is fitting a man to the job, and the other is fitting the job to a man. The first pillar implies that an individual needs to attain the skills and knowledge required for the task in the organization while the second pillar implies that the job is designed in a way that the individual assigned the task can manage it without difficulties. The job can have tolls and equipment necessary to handle the task that cannot be handled by the use of hands.
Industrial and organizational psychology comes in from the fact that there was a need to understand individu ...
1. The document discusses organizational behavior and introduces different models of OB including autocratic, custodial, supportive, collegial, and SOBC.
2. It summarizes the key findings of the Hawthorne Experiments which studied the impact of factors like illumination and work conditions on employee productivity and morale. The experiments found that socio-psychological factors had more influence than physical conditions.
3. Organizational behavior draws from multiple disciplines including psychology, sociology, social psychology, and aims to improve organizational effectiveness by understanding individual and group behavior in organizations.
Week 4 – HR, WorkJob Design and Employee Motivation An Hi.docxcockekeshia
Week 4 – HR, Work/Job Design and Employee Motivation:
An Historical Perspective
Managing human resources is a challenging and creative facet of a business. It is the department
that handles the recruiting, hiring, training, and firing of employees. Because of diligence and
detail required in hiring and the sensitivity required in firing, human resource managers have a
broad skill set. Similarly, human resources is vital to the overall functioning of the business
because without the right staff a firm will not be able to work together and to enhance strengths
and downplay weaknesses.
In addition, a good human resource manager can anticipate upcoming needs and changes in the
business, hiring in line with the dynamics of the market and organization. Once a good workforce
is in place, human resources managers must ensure that employees are properly trained and
oriented and that they clearly understand some elements of what the organization expects.
Hiring new people is expensive, time consuming, and turbulent; thus, it is imperative that all
employees are carefully selected, trained, and motivated so that they will remain committed
and loyal to the company. This is not an easy task. Following is an historical overview of some
work design theories:
Scientific Management
Scientific Management, also called Taylorism, is a theory of management that analyzes and
synthesizes workflows. Its main objective is improving economic efficiency, especially labor
productivity through the simplification of tasks and division of labor. It was one of the earliest
attempts to apply science to the engineering of processes and to management.
Taylorism began in the United States in the 1880s and '90s within the manufacturing industries.
Its peak of influence came in the 1910s; by the 1920s, it was still influential but opposing or
complementary ideas/theories were introduced to businesses. Although scientific management
as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still
important parts of industrial engineering and management today.
Frederick W. Taylor and Frank and Lillian Gilbreth proposed that money was the sole motivator
for workers (the classical theory of motivation). As such, they suggested managers should break
down each job into its component tasks (specialization), determine the best way to perform
each task, and specify the output to be achieved by a worker performing the task. The three
social scientists conducted “time and motion” studies to prove their belief. Taylor also believed
that incentives would motivate employees to be more productive. That said, Taylor’s and the
Gilbreths’ motivation to provide incentives for employees wasn’t employee-focused. Rather,
their motivation was to have the employees be more productive, so companies made more
money.
1. Watch the following videos of Gilbreth’s original Time and Motion Studies research.
https://www.youtube.com/.
This presentation summarizes different management theories and approaches including the classical, human resource, and modern approaches. The classical approach includes scientific management by Frederick Taylor focusing on efficiency, administrative principles by Henry Fayol focusing on structure and specialization, and bureaucratic organizations by Max Weber focusing on clear hierarchies. The human resource approach includes the Hawthorne studies by Elton Mayo showing the importance of relationships, Maslow's hierarchy of needs, and McGregor's Theory X and Y about human motivation. The modern approach discusses more recent developments in management thinking.
This document provides an introduction to organizational behavior, including its definition, importance, scope, and fundamental concepts. It discusses different models of organizational behavior such as autocratic, custodial, supportive, and collegial. It also summarizes key findings from seminal experiments in organizational behavior research, including the Hawthorne Experiments, which demonstrated the importance of social and psychological factors in work environments. The document outlines the evolution and major contributing disciplines to the field of organizational behavior.
Models for Teaching in an institute is importantSonal Agarwal
The document provides summaries of 12 different models for teaching, including the BSCS 5E Instructional Model, Direct Instruction, Experiential Learning, Explicit Direct Instruction, and Five Episodes of Instruction. Each model is summarized in 1-2 sentences describing its key elements and phases. The models vary in their focus but generally emphasize engaging students, presenting new concepts, providing guidance and practice, and evaluating learning.
This document outlines 45 teaching strategies presented over 60 minutes. The presentation aims to identify strategies to improve effective teaching, implement strategies to improve student results, and increase collaborative strategies with parents and staff. Some key strategies include being systematic in instructional planning, increasing frequency and variety, using procedures and routines, providing models and independent practice, collecting student performance data, and adjusting instruction based on that data. The presentation also provides strategies for teaching students who are blind, have low vision, or have additional learning challenges.
Industrial/organizational (I/O) psychology aims to create a happy and productive workforce through techniques developed to suit employees to their jobs and improve performance. I/O psychology applies principles of psychology to the workplace through empirical research and testing. It focuses on competency assessment, staffing, training from an industrial perspective and creating a motivating structure and culture from an organizational perspective. I/O psychology has evolved from early applications in World War I testing and the Hawthorne studies to address a variety of modern issues through scientific and practical approaches.
The document provides a historical background of industrial/organizational (I/O) psychology. Some key developments include Wilhelm Wundt establishing the first psychology lab in 1879, Bryan and Harter publishing the first paper on applying psychology to work in 1897, and Hugo Munsterberg's 1913 book applying psychology to areas like sales and introducing techniques like the lie detector. Major influences were also the World Wars, which saw I/O psychologists screening and classifying soldiers, and the Hawthorne studies in the 1920s, which explored the impact of workplace factors like lighting on employees. The civil rights movement of the 1960s led to laws banning workplace discrimination.
Industrial and organizational psychology analyzes human behavior in workplace settings. It applies psychological principles to enhance employee and organizational performance. A typical employee's day involves commuting to work for 9 hours with additional hours for preparation, commute, and sleep. The field aims to increase productivity and well-being through industrial approaches like job analysis and training, and organizational approaches like workplace design and culture. Research methods include correlation, experimentation, surveys, and archival analysis. Ethics and minimizing errors are important considerations.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
A study on working condition and its impact on employee satisfactionAKHIL D.C HARIDAS
This document provides an introduction and background to a study on the working conditions and employee satisfaction at Elstone tea estates in Kalpetta, India. The study aims to assess the relationship between working conditions and employee satisfaction, and to examine the safety, health, welfare and incentive programs in place. It will analyze factors like canteen facilities, transportation and medical care to identify areas of satisfaction and dissatisfaction among employees. The research methodology is described as descriptive research using surveys to collect employee opinions on working conditions at the Kalpetta estate.
This document provides an overview of industrial psychology. It begins by explaining that industrial psychology emerged in the early 20th century to scientifically study work behavior and meet organizational needs. The document then defines industrial psychology as the application of psychology to business and industry problems. It discusses the two sides of industrial psychology - the industrial side which matches individuals to jobs, and the organizational side which studies how organizations influence behavior. The document also outlines six major fields of industrial psychology and provides foundational figures in the field like Munsterberg, Taylor, and Gilbreth. It concludes by summarizing theories of organization structure including classical, bureaucratic, administrative, and contingency theories, and Mintzberg's five basic parts of any organization.
This document provides an overview of organizational behavior including definitions, key concepts, models, and the evolution and scope of the field. It discusses how organizational behavior draws from multiple disciplines including psychology, sociology, social psychology, and economics. The document also summarizes the key findings and contributions of the landmark Hawthorne Experiments conducted in the 1920s-1930s, which revealed the importance of social and psychological factors in organizations.
I/O psychology applies principles of psychology to the workplace to enhance employee and organizational performance. It focuses on improving efficiency and productivity within organizations while promoting employee health and well-being. I/O psychologists conduct research and act as practitioners to develop scientific principles for optimizing the relationship between human behavior and work environments.
This document contains summaries of several topics related to industrial and organizational (I-O) psychology:
1. It discusses the importance of work in people's lives and how most people will continue working even if financially secure.
2. It covers the three major concentrations of I-O psychology: personnel psychology, organizational psychology, and human engineering/human factors psychology.
3. It describes I-O psychology's focus on applying scientific knowledge and research to address concrete workplace problems and issues using the scientist-practitioner model.
The document provides an overview of the field of work psychology, outlining its key areas and historical development. It discusses the major paradigms that have shaped the field, including the economic paradigm pioneered by Frederick Taylor focusing on scientific management, the individual differences paradigm developed by Hugo Münsterberg, and the human relations paradigm stemming from the Hawthorne Studies conducted by Elton Mayo. Today, work psychology draws from various areas of psychology and remains applied, studying people's behavior at work and how to promote effectiveness, well-being and satisfaction.
- Organizational behavior is the study of how individuals and groups act within organizations. It examines human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.
- Major models of OB include the autocratic, custodial, supportive, collegial, and SOBC models which differ in their basis of power, managerial and employee orientations, and resulting employee psychological states and performance.
- The Hawthorne studies in the 1920s-1930s revealed that social and psychological factors strongly influence productivity more than just physical conditions alone. They demonstrated the importance of factors like participation, belongingness, and supervision on motivation and performance.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
Running Head IndustrialOrganizational Psychology .docxinfantkimber
Running Head: Industrial/Organizational Psychology 1
Industrial/Organizational Psychology 7
Industrial/Organizational Psychology
Christina Washek
Dr. Michelle Vallie
PSYC 495
4 April 2020
Introduction
Organizational psychology is the usage of a person’s psychological knowledge to explain their work. The aim is to improve job satisfaction among the workers and to increase their productivity while ensuring that any issues in the organization are solved by promoting a healthy working environment. The issues in the organization are addressed using facts to ensure that the decisions made are beneficial to the involved parties.
Many aspects are considered in one’s working relationship that is from the employer’s point of view, the employee, and any external factors that enable work to be done in the organization. Therefore, psychology is a crucial subject as it benefits both the organization and individuals in the environment, ensuring that there is an optimal surrounding. The environment should be clear that productivity, efficiency, and the wellbeing of the employees are supported.
Organizational psychology covers a wide spectrum, which is from the time a person starts to work in the organization up to when they retire. The purpose of this essay is to analyze organizational psychology, the history, theories, and the relationship it has with other areas, among other considerations. Also, a study is done on how human resource management is incorporated into the organizational setup.
History of Organizational psychology
It is an academic discipline, and the area of practice has become more and more useful in the working life of individuals in organizations and creating a proper work environment. This is a field that involves the identification of issues in an organization, obtaining the effects, and finding solutions for the problems using data obtained for research. The main focus is on the attitude and behavior of individuals in the workplace. Some important outcomes that are required out of an employee from psychology are; understanding the attitude of the employee and controlling their behavior.
Organizational psychology is made up of two pillars. One of the pillars is fitting a man to the job, and the other is fitting the job to a man. The first pillar implies that an individual needs to attain the skills and knowledge required for the task in the organization while the second pillar implies that the job is designed in a way that the individual assigned the task can manage it without difficulties. The job can have tolls and equipment necessary to handle the task that cannot be handled by the use of hands.
Industrial and organizational psychology comes in from the fact that there was a need to understand individu ...
1. The document discusses organizational behavior and introduces different models of OB including autocratic, custodial, supportive, collegial, and SOBC.
2. It summarizes the key findings of the Hawthorne Experiments which studied the impact of factors like illumination and work conditions on employee productivity and morale. The experiments found that socio-psychological factors had more influence than physical conditions.
3. Organizational behavior draws from multiple disciplines including psychology, sociology, social psychology, and aims to improve organizational effectiveness by understanding individual and group behavior in organizations.
Week 4 – HR, WorkJob Design and Employee Motivation An Hi.docxcockekeshia
Week 4 – HR, Work/Job Design and Employee Motivation:
An Historical Perspective
Managing human resources is a challenging and creative facet of a business. It is the department
that handles the recruiting, hiring, training, and firing of employees. Because of diligence and
detail required in hiring and the sensitivity required in firing, human resource managers have a
broad skill set. Similarly, human resources is vital to the overall functioning of the business
because without the right staff a firm will not be able to work together and to enhance strengths
and downplay weaknesses.
In addition, a good human resource manager can anticipate upcoming needs and changes in the
business, hiring in line with the dynamics of the market and organization. Once a good workforce
is in place, human resources managers must ensure that employees are properly trained and
oriented and that they clearly understand some elements of what the organization expects.
Hiring new people is expensive, time consuming, and turbulent; thus, it is imperative that all
employees are carefully selected, trained, and motivated so that they will remain committed
and loyal to the company. This is not an easy task. Following is an historical overview of some
work design theories:
Scientific Management
Scientific Management, also called Taylorism, is a theory of management that analyzes and
synthesizes workflows. Its main objective is improving economic efficiency, especially labor
productivity through the simplification of tasks and division of labor. It was one of the earliest
attempts to apply science to the engineering of processes and to management.
Taylorism began in the United States in the 1880s and '90s within the manufacturing industries.
Its peak of influence came in the 1910s; by the 1920s, it was still influential but opposing or
complementary ideas/theories were introduced to businesses. Although scientific management
as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still
important parts of industrial engineering and management today.
Frederick W. Taylor and Frank and Lillian Gilbreth proposed that money was the sole motivator
for workers (the classical theory of motivation). As such, they suggested managers should break
down each job into its component tasks (specialization), determine the best way to perform
each task, and specify the output to be achieved by a worker performing the task. The three
social scientists conducted “time and motion” studies to prove their belief. Taylor also believed
that incentives would motivate employees to be more productive. That said, Taylor’s and the
Gilbreths’ motivation to provide incentives for employees wasn’t employee-focused. Rather,
their motivation was to have the employees be more productive, so companies made more
money.
1. Watch the following videos of Gilbreth’s original Time and Motion Studies research.
https://www.youtube.com/.
This presentation summarizes different management theories and approaches including the classical, human resource, and modern approaches. The classical approach includes scientific management by Frederick Taylor focusing on efficiency, administrative principles by Henry Fayol focusing on structure and specialization, and bureaucratic organizations by Max Weber focusing on clear hierarchies. The human resource approach includes the Hawthorne studies by Elton Mayo showing the importance of relationships, Maslow's hierarchy of needs, and McGregor's Theory X and Y about human motivation. The modern approach discusses more recent developments in management thinking.
This document provides an introduction to organizational behavior, including its definition, importance, scope, and fundamental concepts. It discusses different models of organizational behavior such as autocratic, custodial, supportive, and collegial. It also summarizes key findings from seminal experiments in organizational behavior research, including the Hawthorne Experiments, which demonstrated the importance of social and psychological factors in work environments. The document outlines the evolution and major contributing disciplines to the field of organizational behavior.
Models for Teaching in an institute is importantSonal Agarwal
The document provides summaries of 12 different models for teaching, including the BSCS 5E Instructional Model, Direct Instruction, Experiential Learning, Explicit Direct Instruction, and Five Episodes of Instruction. Each model is summarized in 1-2 sentences describing its key elements and phases. The models vary in their focus but generally emphasize engaging students, presenting new concepts, providing guidance and practice, and evaluating learning.
This document outlines 45 teaching strategies presented over 60 minutes. The presentation aims to identify strategies to improve effective teaching, implement strategies to improve student results, and increase collaborative strategies with parents and staff. Some key strategies include being systematic in instructional planning, increasing frequency and variety, using procedures and routines, providing models and independent practice, collecting student performance data, and adjusting instruction based on that data. The presentation also provides strategies for teaching students who are blind, have low vision, or have additional learning challenges.
The document provides strategies for effective classroom management organized into 15 techniques called "The Fab 15". It discusses establishing clear expectations and procedures, being fair and consistent with students, using positive reinforcement, thorough lesson planning, maximizing instruction time through smooth transitions, keeping rules and instructions simple, proactively monitoring student behavior, using proximity and body language to communicate, understanding why students misbehave, and addressing issues with humor or privately to maintain dignity. The document also provides examples of common disruptive behaviors and potential responses teachers can use to address them.
learning work life balance in the day to daySonal Agarwal
This document outlines the key aspects of teaching or pedagogy. It discusses teaching as a process of communicating information to induce behavioral change in students. The purpose of teaching is to create awareness, knowledge, and feelings in students. The teaching process involves the teacher delivering a clear, accurate and brief message to students in a receptive environment without communication barriers. Good teaching involves thorough preparation, organized content, relevance to learners, and making the content come alive through various teaching methods. The document emphasizes that teaching is an art, and effective evaluation involves both teacher self-assessment and student feedback.
This document summarizes a presentation about inspiring teaching and learning. It discusses the challenges facing education and how "teaching to the test" has underprepared students. It advocates taking a learning orientation over a performance orientation. It introduces the concept of "learning power" or "learning to learn" and discusses building learning habits like questioning knowledge, problem-solving, and self-evaluation. Case studies show how focusing on these skills rather than just content knowledge can improve exam results and better prepare students for further education and life.
Operations management involves systematically addressing issues related to transforming inputs into outputs that generate revenue. It aims to balance costs and revenues to maximize profits. Operations management designs methods to convert inputs into outputs that benefit the organization. Key functions of operations management include planning, organizing, controlling, addressing behavioral issues, and using models to solve problems. Priorities for operations management include adapting to product variety, relating operations to customers and markets, and promoting continuous learning.
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Chapter 1.pptx
1.
2. What is I/O Psychology?
I/O Psychology as Profession and Field
History of I/O Psychology
3.
4. Psychology
Is the science of the human behavior, cognitions, emotions, and motivation.
I/O psychology
Add the words “as it relates to work”
Dual focus = Organization & Employee
Efficiency/productivity of organizations
Health/well-being of employees
Dual nature = Scientist & Practitioner
Application of the science of psychology to the workplace
Development/discovery of scientific psychological principles at work
5. I/O Psychology is:
The branch of psychology that applies the
principles of psychology to the workplace.
The Purpose of I/O Psychology:
“to enhance the dignity and performance of human
beings, and the organizations they work in, by
advancing the science and knowledge of human
behavior”
7. Typical Day in the life…
Work 8 hours
Commute to work 1 hour
WatchTV 3 hours
Sleep 8 hours
Eat 2 hours
Other 2 hours
8. Work and Sleep = Major Life Activities
Workers spend the majority of their time doing one or the other
Millions of AmericansWork
Around 153.5 million Americans are part of the labor force
(BLS.GOV, 2007).
I/O psychology can impact all of these individuals, PLUS those
around them!
http://money.cnn.com/magazines/fortune/best-
companies/2012/full_list/
Organizational Effectiveness = Cheaper Goods
I/O psychologists can help organizations reduce costs,
improve performance/productivity, etc.
9. Graduate degree NECESSARY
MA or Ph.D.
M.A. required to get a Ph.D.
Typically Ph.D. takes 4-5 years to complete
Content of graduate training
Basic psychology
Research methods (heavy emphasis)
I/O core content
Thesis
Dissertation
Qualifying Exam
Internship, Practica experiences
Entry requirements
very competitive for PhD (somewhat less competitive for Masters)
High GRE Scores, High GPA, Prior Research, 3 Letters of Recommendation
SIOP website for most US programs (www.siop.org)
10. Approx. 4% of Psychologists work within the I/O field
I/O Related Organizations
SIOP – “The Governing I/O Organization”
Society for Industrial and Organizational Psychology
Division 14 of APA (American Psychological Association)
SHRM
Society for Human Resources
Are I/O’s licensed like clinical psychologists?
Little reason to get licensed and has no effect on typical I/O jobs
11. Key Differences
I/O psychologists rely on application of
psychological principles.
I/O psychologists focus on the factors in
businesses that affect people.
I/O psychologists heavily on research, quantitative
methods, and testing techniques for guiding
decisions.
12. Typical I/O PhD Courses Typical MBA Courses
•Statistics
•Experimental Methodology
•PsychometricTheory
•Employee Selection and Placement
•Organizational Psychology
•EmployeeTraining and Development
•PerformanceAppraisal
•Job Analysis
•Statistics
•Business Research
•Organizational Behavior
•Administrative Policy
•Managerial Economics
•Financial Management
•Marketing Management
•ManagerialAccounting
13. Personnel Psychology (The “I” in I/O)
Defining and analyzing jobs
Recruiting and selecting employees for jobs
Training employees
Assessing performance
Promoting and retaining employees
Test development andValidation
Legal Issues
Organizational Psychology (The “O” in I/O)
Determining how people feel about work
Determining why people act as they do at work
Examining the effects work has on people
Examining the effects people have on one another
How organizations are structured and function
How work is designed
Tool and equipment usage on the job
Examining work relevant health, safety, and well-being issues
14. Employment
Little or no unemployment (usually)
4 MainWork Settings:
Universities
Consulting Firms
Industry/Corporations
Government Agencies
Field expanding and becoming more popular
I/O psychologists often work/consult with
MBAs
CEOs,
VPs,
HR staff
Healthcare/Health Science Staff (if in Occupational Health Specialty)
18. M.A. $88,000
Ph.D. $125,000
Top 10% $200,000 or more
Professors $94,000
Consultants $106,717
New Ph.D. $83,307
Men Ph.D. $132,000
Women Ph.D. $106,957
Mean Salaries 2009 Median Salaries 2009
Note: Data taken from 2009 SIOP Income Survey
19. Go to web site of the Society for Industrial-
Organizational Psychology (SIOP) at
http://www.siop.org
Click on “WHAT IS I/O” and read:
Go to the SIOP JobNet and click on “Positions
Available”.Assuming you had the proper
training and credentials discuss the 2 open
positions you would find most intriguing and
why.
20.
21. EarlyYears (1900s)
WorldWar I (1914-1918)
Between the Wars (1919-1940)
WorldWar II (1941-1945)
Toward Specialization (1946-1963
Government Intervention (1964-1993)
InformationAge (1994–Present)
22. Merging of two forces: Applying psychology
& industrial engineers improving efficiency
Four Major Figures
Walter Dill Scott
“Psychology of Advertising” 1908
“Increasing Human Efficiency”
ContributedWWI to application to Army
23. FrederickTaylor
Engineer focused on redesigning work
“Principles of Scientific Management” 1911
Four Principles
Science over rule of thumb
Scientific selection and training
Cooperation over individualism
Equal division of work best suited to management and employees
Known for institutionalizing forced breaks for those handling heavy
iron (half the cost, 3 times the production)
24. Lillian (and Frank) Gilbreth
Lillian - Focused on Stress and fatigue on workers
Frank - Focused on technical aspects of worker efficiency
- Lillian’s 1908 speech – called for attention to person element
Time & Motion Studies, “therblig”
Later – invented things like foot pedal trashcan
“Cheaper by the Dozen”
25. Hugo Munsterberg
Considered the “Father of Industrial Psychology”
“Psychology and Industrial Efficiency” 1913
Trolley Car Simulator Creation
Systematically studied all aspects of job through observations
Studied what makes good operator
Analyzed behaviors and asked questions
Basically, he pioneered Job Analysis
26. Army Alpha Project (1914 – 1918) –
Army hires psychologists including RobertYerkes
Screen recruits for intelligence
Army Beta – created for those that were illiterate (30%)
Journal of Applied Psychology (1917) – first I/O
journal
DocumentedArmyAlpha & Beta projects
Still most prestigious journal in the field
27. James Cattell (1921)
forms PsychologicalCorporation to provide services to industry
Hawthorne Studies (1924)
Research by Harvard & MIT
Led by Elton Mayo
Conducted at Hawthorne Plant ofWestern Electric Co.
Looking for cost effective ways to reduce expenses
adjusted lighting levels
Key Finding-
▪ Found impact of intervention on employee performance was a result of the
intervention itself.
Hawthorne Effect
▪ Novelty of intervention influences behavior (i.e., I observe you working, and you
perform better because of my presence as an observer)
28. Army hires I/O psychologists to select &
classify recruits
Army General ClassificationTest (AGCT)
Group testing, sorted applicants into 5 categories
based on if they could learn duties, etc
29. Toward Specialization (1946-1963)
Evolved into legitimate area of practice, schools, terminology, etc
Government Intervention (1964-1993)
Civil Rights Act of 1964 – Protected Classes (Gender, Race, Ethnicity
Equal Employment Opportunity Commission
Court Cases (e.g., Griggs vs Duke Power, Dothard vs Rawlinson)
Information Age (1994–Present)
Higher demands for organizations and employees
Greater and more frequent technology improvements
More complex, computer generated statistical analyses are becoming
common (MANOVA, Multilevel Modeling, Structural Equation Modeling,
Item ResponseTheory, etc.)
Application of cognitive psychology to I/O, specifically performance
appraisal
Increased focus on selection methods (selecting the “right person” for the
job is becoming more important)
Globalization has become an important issue
30. Having reviewed the History of I/O and the
current state of the field, where do you think
the field will be in 20 years?
Think of organizational, economic, and
governmental factors that may affect the field
in the next 20 years.
There are no wrong answers to this question.
