Industrial/Organizational (I/O) Psychology applies psychology principles to the workplace
Purpose of I/O Psychology: to enhance the dignity and performance of human beings and organizations by advancing the science and knowledge of human behavior
Differences between I/O and Business Programs:
Principles of learning used to develop training programs and incentive plans
Principles of social psychology used to form work groups and understand employee conflict
Principles of motivation and emotion used to motivate and satisfy employees
HRM vs. I/O:
HRM texts advocate unstructured interviews for selecting employees
I/O Psychologists consider unstructured interviews to be of less value
I/O vs. Other Business Fields:
I/O Psychology examines factors affecting people in an organization, not running the organization like marketing channels or cost-accounting
I/O psychologists are not clinical psychologists and do not conduct therapy for workers
I/O Psychology continually increases in popularity due to the positive impact professionals can have on the lives of other people
People spend more time at their jobs than any other activity in life
I/O Psychology can improve the quality of life by increasing employee effectiveness, reducing costs, and improving organizational efficiency
Major Fields of I/O Psychology:
Personnel Psychology: analyzing jobs, recruiting applicants, selecting employees, determining salary levels, training employees, and evaluating employee performance
Organizational Psychology: leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change, and group processes
Human Factors/Ergonomics: workplace design, human-machine interaction, ergonomics, and physical fatigue and stress
Brief History:
I/O Psychology thought to have started in 1903 when Walter Dill Scott applied psychology to business
I/O Psychology made a big impact during World War I by testing and placing recruits in appropriate positions
Hawthorne Studies showed the importance of interpersonal interactions between managers and employees in employee behavior
Research:
Conduct research to answer questions and make decisions
Research is helpful in everyday life situations
Common sense is often wrong
Ethics:
Ethical dilemmas require personal judgment of right or wrong
Individuals rely on morals and personal values to make decisions
Type A Dilemma:
High level of uncertainty as to what is right or wrong
No best solution, with both positive and negative consequences to a decision
Type B Dilemma:
Clear difference between right and wrong
Individuals choose the solution most advantageous to themselves
Job Analysis & Evaluation:
Job analysis gathers and analyzes information about the work an employee performs and the conditions under which the work is performed
Job analysis is important for writing job descriptions, employment selection, training, personnel planning, performance appraisal, job classification, job evaluation, job design, and compliance with legal guidelines
Writing a Good Job Description:
Job description should describe a job in enough detail for decisions about selection and training
Job description should contain job title, brief summary, work activities, tools and equipment used, work context, performance standards, compensation information, and personal requirements
Job titles provide workers with identity
Job titles can affect perceptions of the status and worth of a job
An accurate job title aids in employee selection and recruitment
Job crafting is a process where employees unofficially change their job duties to better fit their interests and skills
Committee-based job analysis involves subject-matter experts meeting to generate tasks performed, conditions, and KSAOs needed
Field-based job analysis involves the job analyst individually interviewing or observing job incumbents in the field
Job analysis can be conducted by trained HR individuals, job incumbents, supervisors, or outside consultants
Job descriptions should be updated if a job changes significantly
Job participation involves analyzing a job by actually performing it
Internal pay equity involves comparing jobs within an organization to ensure fair pay based on job worth
Determining external pay equity involves comparing a job to the external market using salary surveys
Direct compensation is the amount of money paid to an employee, excluding benefits and time off