Industrial Psychology

Cards (237)

  • Organizational Theory:
    • Organization is a collectivity of parts that coordinate actions to achieve goals
    • An organization is a social entity made up of people working towards common goals
    • Organizations create value, or else they "die"
    • Value creation process: Environment (Customers, Suppliers) > Input (Raw Materials, IT, HR) > Process (Machines, Computers, KSAOs) > Output (Products, Services)
  • Classical Organizational Theory:
    • Organizations exist for economic reasons and productivity goals
    • Basic ingredients of any organization: System of differentiated activities, People, Cooperation toward a goal, Authority
    • Assumes there is one best configuration to accomplish goals
    • Functional Principle: Division of labor into units with similar functions
    • Scalar Principle: Vertical growth with a chain of command
    • Line Functions vs. Staff Functions
    • Span-of-Control Principle: Number of subordinates a manager supervises
  • Scientific Management by Frederick Taylor:
    • Focus on increasing worker efficiency and productivity
    • Principles: Planning of work for efficiency, standardization, specialization, simplification
    • Taylorism: Belief in one best way to get the job done
    • Scientific selection, data collection, and training for efficiency
    • Detailed procedures and work practices for effectiveness
  • Bureaucracy by Max Weber:
    • Ideal form of organization with formal hierarchy, division of labor, clear procedures
    • Characteristics: Specialization of labor, Authority Hierarchy, Formal Rules, Impersonality, Employment based on merit, Emphasis on written records
    • Division of Labor: Specialized positions with own responsibilities
    • Delegation of Authority: Supervisors assign tasks to employees
    • Principles: Structure, Specialization, Predictability, Democracy
  • Administrative Management by Henri Fayol:
    • Aims to improve organizational productivity through managerial methods
    • Elements: Division of Specialization, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction, Subordination of Individual interest, Remuneration of Personnel, Centralization, Scalar Chain, Order, Equity, Stability of tenure of Personnel, Initiative, Esprit De Corps
  • Neoclassical Theory:
    • Recognizes importance of individual or group behavior and human relations
    • Emphasizes productivity through high morale and personal attention
    • Adds a human element to the study of organization
    • Productivity linked to high morale influenced by individual attention
  • Elton Mayo's Hawthorne Experiment:
    • Conducted at Western Electric Company Hawthorne, Chicago
    • Increased productivity with improved lighting conditions
    • Workers' motivation increased due to company's interest in their well-being
  • Chester Barnard’s Comprehensive Theory of Behavior in Formal Organizations:
    • People in executive roles must foster a sense of purpose, moral codes, ethical visions, and create formal and informal communication systems
    • People should cooperate, making no place for conflicts among workers
  • Herbert Simon’s Application of Classical Theories to current situations of his time:
    • Contradicted Henri Fayol’s Administrative Management
    • Human Relations Movement emphasizes social and psychological factors in determining worker productivity and satisfaction
    • Efficient leaders are employee-centric, democratic, and follow a participative style
    • Behavioral Movement proposes ideas on how managers should behave to motivate employees
  • McGregor’s Theory X and Theory Y
  • Argyris’ Growth Perspective:
    • Growth is a natural and healthy experience for an individual
    • Organizations that acknowledge and aid growth are more likely to prosper
    • Humanistic Theory focuses on organizational success in terms of employee motivation and interpersonal relationships
    • Theory X and Theory Y (McGregor) - managers' beliefs about employees determine their behavior
    • Self-Fulfilling Prophecy - employees act and believe in ways consistent with managers' beliefs
  • Self-Esteem:
    • Employees high in self-esteem are more motivated and perform better
    • Industrial Psychology: employees who feel good about themselves perform better
    • Chronic Self-Esteem: overall feeling about oneself
    • Situational Self-Esteem: feeling about oneself in a particular situation
    • Socially Influenced Self-Esteem: influenced by others' expectations
    • Strategies to increase self-esteem: workshops, experience-with-success, Galatea Effect, Train supervisors, Pygmalion Effect/Rosenthal Effect, Golem Effect
  • Intrinsic Motivation:
    • Employees seek to perform well because they enjoy the tasks or the challenge
    • Extrinsic Motivation: employees perform well for rewards or to avoid negative consequences
    • Work Preference Inventory measures intrinsic and extrinsic motivation
  • Needs for Achievement and Power:
    • Employees differ in motivation by the need for achievement, affiliation, and power
    • Strong need for achievement is motivated by challenging tasks with control
    • Strong need for affiliation is motivated by working with and helping others
    • Strong need for power is motivated by a desire to influence others
  • Job Expectations Theory:
    • Discrepancy between expected job and reality affects motivation and satisfaction
    • Realistic Job Preview is important
  • Hackman and Oldham's Job Characteristics Theory/Model:
    • Employees desire meaningful jobs with personal responsibility and feedback
    • Job Diagnostic Survey and Job Enrichment are methods to increase motivation
    • Core Job Characteristics: Skill Variety, Task Identity, Task Significance, Autonomy, Feedback
  • Abraham Maslow’s Need Hierarchy:
    • Motivation and satisfaction depend on meeting needs in the hierarchy
    • Physiological, Safety, Belongingness/Social, Ego, Self-Actualization needs
  • Clayton Alderfer’s ERG Theory:
    • Individuals can be motivated by multiple levels of need simultaneously
    • Priorities and motivations can change over time between existence, relatedness, and growth
  • Frederick Herzberg’s Two-Factor Theory:
    • Motivators cause job satisfaction, hygiene factors prevent dissatisfaction
    • Eliminate dissatisfaction by providing basic hygiene factors
  • David McClelland’s Achievement Motivation Theory:
    • Needs for achievement, power, and affiliation are central to work motivation
    • Differentiates between Personal Power and Institutional Power
  • Four-Drive Theory:
    • Emotions drive human motivation through four innate drives: acquire, bond, comprehend, defend
  • Self-Regulation Theory:
    • Employees monitor their progress toward goals and self-regulate
  • Reinforcement Theory:
    • Behavior is motivated by consequences
    • Operant Conditioning: employees engage in rewarded behaviors and avoid punished behaviors
  • Factors in determining the effectiveness of incentive programs:
    • Timing of incentive, Contingency of consequences, Type of incentive used
    • Premack Principle, Financial Rewards, Recognition, Social Recognition, Travel
  • Individual-based versus Group-based Incentive:
    • Individual Incentive Plans: Pay For Performance, Merit Pay
    • Group Incentive Plans: Profit Sharing, Gainsharing, Stock Options
  • Ties groupwide financial incentives to improvements in organizational performance
  • Stock Options: employees are given the opportunity to purchase stock in the future
  • Use of positive incentives versus negative incentives
  • Instead of rewarding employees, punish those who did wrong
  • For punishment to be effective, the employee must understand why he is being punished and be shown alternative ways of behaving that will result in some type of desired reinforcement
  • Fairness of the reward system
  • Reinforcement:
    • Increases behavior
    • Positive: addition of something to increase behavior
    • Negative: removing something to increase behavior
  • Punishment:
    • Decreases behavior
    • 4 types of Schedules: Fixed Interval, Fixed Ratio, Variable Interval, Variable Ratio
    • Ratio: responses
    • Interval: time
  • Organizational Behavior Modification
  • Certain target behaviors are specified, measured, and rewarded
  • Edwin Locke’s Goal Setting Theory
  • Emphasized the role of specific, challenging performance goals and worker’s commitment to those goals as key determinants of motivation
  • Difficult or challenging goals will result in greater levels of motivation if accepted by the workers
  • Goals should be Specific, Measurable, Attainable, Relevant, Time-Bound
  • J. Stacey Adam’s Equity Theory