I/O Miscellaneous

• Human engineering


  Physical and psychological traits are considered in the creation of tools; other term for the third major field of I/O
• Human resource management


  Practice of recruiting, hiring, deploying, managing employees; no behavior involved
• Outcomes of job involvement

  • Job involvement
  • Organizational commitment
  • Job satisfaction
• Job involvement/job participation


  Degree to which an employee identifies with their work, actively participates in it, and derives a sense of self-worth
• Strategies in job design

  • Job simplification
  • Job rotation
  • Job enlargement
  • Job enrichment
• Job design


  Involves developing a new position or simply adjusting the set of tasks that a current position encompasses
• Market pricing


  External type of job evaluation
• Types of job evaluation

  • Job ranking
  • Job classification
  • Market pricing
• Dunning-Kruger Effect


  Those who are incompetent lack the metacognitive abilities necessary to evaluate their own abilities and performance
• Task inventory


  Essential tasks forming up the regular duties peculiar to a specific job
• Realistic job previews


  Details on their expected work duties and typical work environment; communicate expectations
• Ways KSAOS can be obtained

  • Research
  • Logic
  • Observation
  • Job analysis techniques
• Hugo Munsterberg


  Father of applied psychology, forensic psychology, and I/O psychology; pioneered matching employee's IQ and personality to job even before the existence of tests
• Frederick Taylor


  Father of scientific management; believed in conducting time and motion studies; constant communication between employer and employee is key to success; "a fair day's pay for a fair day's work"
• Software aspects studied in organizational psychology

  • Motivation
  • Work attitudes
  • Organizational change
  • Leadership
  • Social aspects applied to work
• Hardware structural aspects measured in industrial psychology

  • Job requirements
  • KSAOs
  • Performance
  • Personnel
  • Job analysis
  • Planning
• organizational side


  side of I/0 that involves more theoretical understanding
• job simplification


  removing tasks
• job rotation 


  moving employees between jobs
• job enlargement


  adding tasks
• job enrichment


  adding motivators
• motivation


  factors within a person that determine how much, in what way, and for how long they exert effort in their job
• self-consistency theory (Abraham Korman)

  • complex and dynamic set of processes involved in setting and pursuing goals
  • consistency between these two main concepts: self-concept (how you view yourself; real self and ideal self) and behavior
  • positive correlation between self-esteem and performance
• self-fulfilling prophecy


  the idea that people behave in ways consistent with their self-image
• galatea effect


  when high self-expectations result in higher levels of performance
• pygmalion effect/rosenthal effect


  idea that if other people believe that something is true, one will act in a manner consistent with that belief

  by Robert Rosenthal
• golem effect


  when negative expectations by others of an individual cause a decrease in that individual's performance; opposite of pygmalion/rosenthal effect
• McClelland's Human Motivation/Three Needs Theory (David McClelland)

  3 motivators:

  1. need for achievement
  2. need for affiliation
  3. need for power
• need for achievement (nAch)


  need to achieve their goals in life; sets and accomplishes challenges and risks; takes calculated risks; likes to receive regular feedback in progress; likes to work alone
• need for power (nPow)


  wants to control and influence others; likes to win arguments; enjoys competition and winning; enjoys status and recognition
• need for affiliation (nAff)


  wants to belong to the group; wants to be liked and go along with the rest of the group; prefers collaboration over competition; doesn't like high risk or uncertainty
• how to implement mcclelland's theory in the workplace?

  (1) analyze employee behavior and identify the major need that dominates the behavior

  (2) assign the task according to the needs
• ERG Theory (Clayton Paul Alderfer)


  3 groups of core needs:

  1. Existence
  2. Relatedness
  3. Growth

  • difference with Maslow's theory is that ERG posits that you can have multiple needs simultaneously (regardless of their hierarchy level)
• existence needs


  counterpart of physiological needs and safety/security needs; concern our basic material requirements for living
• relatedness needs


  counterpart of social needs and esteem needs; importance of maintaining interpersonal relationships
• growth needs


  counterpart of esteem needs and self-actualization; describe our intrinsic desire for personal development
• needs-based theories

  1. human motivation theory (David McClelland)
  2. hierarchy of needs (Abraham Maslow)
  3. ERG theory (Clayton Paul Alderfer)
• jobs-based theories

  1. two-factor theory (Frederick Herzberg)
  2. job characteristics theory (Greg R. Oldham and J. Richard Hackman)
• two-factor theory (Frederick Herzberg)


  suggests that satisfaction and dissatisfaction at work are influenced by two sets of factors: hygiene factors and motivators/motivation factors
• motivation factors/motivators


  sense of achievement and responsibility, aim to inspire and engage employees, intrinsic