industrial and organizational psych

• Industrial and organizational psychology is a field of psychology that focuses on the application of psychological principles to the workplace. It has a rich and varied history, spanning more than a century.
• Walter Dill Scott. t published two books: The Theory of Advertising and Psychology of Advertising. They are the first books to describe the use of psychology in the business world.
• Hugo Munsterberg is considered the father of industrial psychology because he was the first to apply psychology to the work industry and also uncovered hiring techniques in the work environment
• Frederick Taylor Developed the principles of scientific management.
• “Scientific Management is an art of knowing exactly what you want your men to do and seeing that they do it in the best and cheapest way
• Frank & Lillian Gilbreth invent 'time and motion study,' analyzing ways to make industrial processes, office tasks, and housework more efficient, reduce human error, and enhance the safety and satisfaction of workers
• Elton Mayo discovered that job satisfaction increased through employee participation in decisions rather than through short-term incentives.
• Kurt Lewin propounded a simple framework for understanding the process of organizational change known as the Three-Stage Theory, which he referred to as Unfreeze, Change (Transition), and Freeze (Refreeze).
• Douglas McGregor formulated Theory X and Theory Y, suggesting two aspects of human behavior at work. one of which is negative, called as Theory X (Theory X managers tend to take a pessimistic view of their people) and. the other is positive, so-called as Theory Y (Theory Y managers have an optimistic opinion of their people)
• Employee Selection The process of hiring and promoting employees, including the development of job analysis, selection tests, and interviews.
• Training and Development. The design and implementation of training programs to improve job performance and enhance employee skills and knowledge.
• Performance Appraisal. The evaluation of employee performance, including the development of performance standards and appraisal methods.
• Motivation. The study of factors that influence employee motivation, such as rewards and incentives, job design, and leadership.
• Work Attitudes. The study of employee attitudes, such as job satisfaction, organizational commitment, and engagement.
• Organizational Development. The application of behavioral science principles to improve organizational effectiveness and facilitate change.
• Leadership. The study of leadership styles and behaviors, as well as the development of effective leadership practices.
• Work-life balance. The study of factors that impact the balance between work and personal life, such as flexible work arrangements, telecommuting, and family-friendly policies
• Workplace health and well-being. The study of factors that impact employee health and well-being, such as job stress, burnout, and work-family conflict.
• Job Analysis. In this step, organizations identify the key job requirements, including the knowledge, skills, abilities, and other characteristics (KSAOs) that are necessary for successful performance in the role.
• Develop selection tools. Organizations develop selection tools, such as application forms, resumes, and cover letters to screen candidates based on the identified job requirements. This step may also involve the development of preemployment tests, such as cognitive ability, personality, and skills tests.
• Collect applicant information. In this step, organizations collect information from candidates through application forms, resumes, and other selection tools. Organizations can also collect information through social media and other online platforms.
• Screen applicants. Organizations screen applicants based on the information collected from the selection tools. This step helps to identify the most suitable candidates for further consideration.
• Conduct initial interviews. In this step, organizations conduct initial interviews to gather more information about the candidates' KSAOs, work experience, and fit with the organizational culture.
• Conduct employment tests. Organizations may conduct employment tests to evaluate the candidates' KSAOs and other characteristics. This step may involve cognitive ability, personality, or skills tests.
• Conduct in-depth interviews. In this step, organizations conduct indepth interviews to assess the candidates' KSAOs, work experience and fit with the organizational culture. These interviews may involve behavioral or situational questions.
• Check references. Organizations check the candidates' references to verify the information provided in their resumes and applications.
• Make a selection decision. In this step, organizations select the most suitable candidate for the role based on their KSAOs, work experience, and fit with the organizational culture
• Extend an offer. Organizations extend a job offer to the selected candidate, including details such as salary, benefits, and start date.