Theme 2: Industrial Psych

• Individual: Task performance


  The effectiveness with which job incumbents perform activities that relate to the organisation's technical core

  Very tangible and can be measured
• Individual: Contextual performance


  Organisational citizenship Behaviour(OCB)

  behaviours or performance that shape the organisational, social and psychological environment to facilitate effective task performance.(subjective)

  
  

  counterproductive work behaviour (flip side OCB)

  withdrawal, absenteeism, damaging relationship, lateness
• Group behaviour


  Synergies in task performance via the collaborative efforts of individuals

  The emphasis on team effectiveness and innovation

  effectiveness measured in terms of both task and contextual performance dimensions -output, productivity
• Performance


  Performance is multi-dimensional. Organisational effectiveness is a function of various interrelated performance dimensions
• Role of I-O in performance

  Well-being as a dimension of performance

  end goal is to optimise well-being and effectiveness (not mutually exclusive)

  The I-O Psychologist therefore has the responsibility to not only optimise performance in terms of task performance (e.g. units produced), but also in terms of well-being.

  Behaviour is an integral part of performance
• Summary of performance


  -organisational performance is complex

  -systems approach

  -scientific research process

  -ultimate goal= sustainability

  -human behaviour not restricted to task performance

  _Human behaviour is an integral part of individual, team and organisational performance
• Theory of planned behaviour(TPB)


  Intention is the immediate antecedent of behaviour
• Model of behaviour: TPB


  Theory of planned behaviour beliefs

  
• Attitude towards behaviour (ATB)


  the degree to which performance of behaviour is positively or negatively valued. It also includes the evaluation of the outcomes of performing the behaviour of interest
• Subjective Norm (SN)


  perceived social pressure to engage or not to engage in behaviour. Subjective norms are to a large extent influenced by normative beliefs or what can be referred to as the opinions of referent others

  -Normative beliefs are a function of a variety of individual factors

  subjective norms are set by our social interactions with others (friends saying you don't have to come to class=social pressure= changed intentions)
• Percieved behavioural control (PBC)


  how much a person feels they have control over the behaviour ( e.g feel they have control over waking up early for 8am class)

  
  

  How confident a person feels about being able to perform or not perform the behaviour (e.g not confident that they can wake up early for class, not a morning person
• Actual behavioural control (ABC)


  (moderation= external variable in model that connects to a line between two other variable, between intention and behaviour, affects the strength of the relationship between intention and behaviour)

  refers to the extent of actual control you have
• Job related satisfaction


  -positive and negative feelings about job

  -general overall feelings or composite of specific attitudes

  -reflect(subjective) judgement about various aspects of work
• Distributive justice (individual differences + environment)


  social comparison and perceptions of fairness (subjective judgement)
• job characteristics and (environment)


  feelings about a certain aspect of the job (e.g pay) within the context of other wider aspects of the job... not necessarily other workers
• personality and dispositions (affect) (individual differences)


  a general inclination towards appraising aspects of your job which might be associated with personality traits (e.g optimistic or pessimistic)
• Job performance


  General assumption: Happy employees are productive employees

  Reality: The relation between Attitudes & Performance more complex.
• Behaviour


  Culture [accepted ways of doing that shapes individual behaviour]

  
  

  Strategic choices in the organisation (integrity, responsibiltiy, accountability and transparency-corporate governance )

  sets the tone for what is acceptable and what's not

  Ethical culture(how we do things when no one is watching)

  Issues in ethics =white collar crimes and fraud (a lot of issues stem from corporate governance issues)

  poor internal controls = can lead to fraud
• Influencing behaviour


  Direct approach: behaviour itself

  rewarding good behaviour, punishing bad behaviour: use of behavioral learning theory

  
  

  The social learning perspective: vicarious learning ( seeing someone else do something, teaches you not to do it)

  
  

  Indirect approach: what leads to the behaviour

  Focus on psychological reactions

  influenced by individual differences as well as environmental

  attitude

  antecedents (personal and contextual) of attitudes

  complex (stress is an antecedent to burnt out)

  
  

  -behavioural

  -cognitive

  -Affective
• Attitude


  evaluative statements: statements or beliefs about something or someone directed towards a target represent the degree to which the target is perceived
• cognitive dissonance theory


  Attitude and behaviour are dissonant, or inconsistent, the discomfort associated with that dissonance motivates people to act to reduce it

  
  

  Can either change one or the other, can either change your behaviour to match your attitude or your attitude to match your behaviour
• Organisational commitment


  Extent to which an individual feels he/she has a positive relationship with the organisation
• Continuance commitment


  cost/ benefit analysis

  stays with the organisation because they don't think there is anything better or it is too hard to move, perceived cost of leaving is too great

  personality affects your perception of whether or not you think alternative are viable

  Risk adverse- won't look into alternatives as being viable(high continuance commitment)

  Risk taker- low continuance commitment
• affective commitment


  goals and values consistent with own
• normative commitment


  sense of obligation

  could be dissatisfied but they decide to stay because they feel obliged to the organisation

  perceive that the organisation cares about them= high normative commitment, sense of loyalty
• Emotions


  Emotions( predisposed affective component of Attitude [both positive performance and counterproductive behavior]
• emotional impacts on work


  emotions

  moods

  Dispositional (trait) affect
• moods


  generally a global positive or negative feeling

  usually scattered ,not at specific cause

  may last a few moment or longer
• Dispositional (trait) affect


  represent the overall personality tendency to emotionally respond to situations

  positive affectivity
• work environment


  affect what type of work events we encounter(daily hassle=failing a task, small annoyances which lead to negative emotions, daily Uplifts is the opposite)
• Affect-driven behaviour


  result of an emotional reaction, usually impulsive/spontaneous , shouted at= quickly lash out or shout back(affect driven behaviour), can also be positive
• judgement driven behaviour


  Judgement driven behaviour: develops over-time, daily hassles=negative emotions, result of a change in work attitude
• Perceptions


  The judgements people make about their environments and people

  Influence how they respond

  It is thus the perception of reality that counts

  Information is processed by the perceiver, and thus filtered through their values, personality traits and emotions
• perception short cuts


  -selective attention

  -stereotyping

  -halo effect

  -contrast effect

  -similar to them effect
• mediators


  extraneous variables that come between the independent and dependent variables
• moderators


  extraneous variables that affect the relationship among the independent and dependent variables