Hahaii

Cards (28)

  • 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