Industrial-Organizational Psychology

12 Key excerpts on "Industrial-Organizational Psychology"

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  eBook - PDF

  Psychology 2e

  • Rose M. Spielman, William J. Jenkins, Marilyn D. Lovett(Authors)
  • 2020(Publication Date)
  • Openstax

    (Publisher)

  Sleeping was the only other activity they spent more time on with an average of about 43–62 hours per week. The workday is a significant portion of workers’ time and energy. It impacts their lives and their family’s lives in positive and negative physical and psychological ways. Industrial and organizational (I-O) psychology is a branch of psychology that studies how human behavior and psychology affect work and how they are affected by work. Industrial and organizational psychologists work in four main contexts: academia, government, consulting firms, and business. Most I-O psychologists have a master’s or doctorate degree. The field of I-O psychology can be divided into three broad areas ( Figure 13.2 and Figure 13.3): industrial, organizational, and human factors. Industrial psychology is concerned with describing job requirements and assessing individuals for their ability to meet those requirements. In addition, once employees are hired, industrial psychology studies and develops ways to train, evaluate, and respond to those evaluations. As a consequence of its concern for candidate characteristics, industrial psychology must also consider issues of legality regarding discrimination in hiring. Organizational psychology is a discipline interested in how the relationships among employees affect those employees and the performance of a business. This includes studying worker satisfaction, motivation, and commitment. This field also studies management, leadership, and organizational culture, as well as how an organization’s structures, management and leadership styles, social norms, and role expectations affect individual behavior. As a result of its interest in worker wellbeing and relationships, organizational psychology also considers the subjects of harassment, including sexual harassment, and workplace violence.

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  Real World Psychology

  • Catherine A. Sanderson, Karen R. Huffman(Authors)
  • 2016(Publication Date)
  • Wiley

    (Publisher)

  Summarize the nature and history of industrial/ organizational (I/O) psychology. • Describe I/O psychology and its two branches. • Identify the three key founding figures in I/O psychology and their contributions. • Describe how I/O psychology changed from World War I to the present. Whether you’re looking for a lifetime of part-time work, seeking full-time employment with great benefits, or hoping to run your own business, the field of industrial/organizational psychology has important information that will help you succeed—at home and at work. What Is I/O Psychology? Contrary to popular opinion, I/O psychologists don’t do therapy in the workplace. As discussed in Chapter 1, psychology is subdivided into many specializations. Some are concerned primar- ily with the science of psychology (basic research). Others emphasize the application of scien- tific principles (applied research). Industrial/organizational (I/O) psychology includes both basic and applied research, but it’s most clearly aligned with the development and application of scientific principles in the workplace (Anderson et al., 2015; Griffin et al., 2016; Wagner & Hollenbeck, 2015). As its two-part name implies, I/O psychology has two major divisions—industrial and organizational psychology. Although the two are closely interrelated, industrial psychology emphasizes a management perspective and focuses on job design, employee recruitment, selection, training, and evaluation. In contrast, organizational psychology focuses on the indi- vidual employee within the social context of the workplace, and is concerned with leadership, power, worker motivation, job satisfaction, and communication. Before going on, see the following Real World Psychology to gauge your current knowl- edge of I/O psychology. Industrial/organizational (I/O) psychology The field of psychology concerned with the development and application of scientific principles to the work- place; includes both basic and applied research.

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  Psychology

  Modules for Active Learning

  • Dennis Coon, John Mitterer, Tanya Martini, , Dennis Coon, John Mitterer, Tanya Martini, (Authors)
  • 2021(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  644 MODULE 75 consumer psychology, sports psychology, health psychol-ogy, and space psychology. Industrial/organizational (I/O) psychology , the study of people at work and in organizations, is one of the most important applied areas (Aamodt, 2016; Bryan & Vinchur, 2013). The efforts of I/O psychologists likely will affect how you are selected for a job and tested, trained, or evaluated for promotion. Most I/O psychologists are employed by the Learning Outcome 75.1 Define applied psychology, I/O psychology, and three leadership styles, and explain some issues underlying job satisfaction and organizational culture Applied psychology refers to the use of psychological principles and research methods to solve practical prob-lems. The largest applied areas are clinical and counseling psychology, but there are many others, such as community psychology, educational psychology, military psychology, Organizational Psychology—Psychology at Work Have you ever had a job that made you feel like a cog in a ma-chine? Charlie Chaplin captured this feeling in his 1936 film Modern Times . Fortunately, the world of work has changed since Chaplin’s day. Consider Armando, a software engineer working long hours developing a novel way to predict hurricanes for a sat-ellite weather system. His work efficiency cannot easily be mea-sured or improved. Instead, Armando’s success depends on his own initiative, creativity, and commitment to his work. Armando quit his last job because it made him feel like he was “punching the clock,” which is something he does not want to do. Do you believe that you should live to work or work to live? Whatever your attitude, the simple fact is that most adults work for a living. Whether you are already employed or plan to begin a career after college, it helps to know something about the psy-chology of work and organizations.

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  Psychology and Work Today, 10th Edition

  • Duane P. Schultz, Sydney Ellen Schultz(Authors)
  • 2020(Publication Date)
  • Routledge

    (Publisher)

  Finding the kind of work that is compatible with your interests, skills, and temperament is among the most significant endeavors you will ever undertake. For that reason, this course in industrial-organizational (I-O) psychology may be the most personally relevant course of your college career. You will find that I-O psychology will have an impact on your future from the day you apply for your first job until the day you announce your retirement. The findings and practices of I-O psychologists, in conjunction with your own skills and motivation, will determine the positions for which you are hired, the way you are expected to perform your job duties, your rank and compensation, your ultimate level of responsibility, and the personal happiness you derive from your work.

  I-O PSYCHOLOGY ON THE JOB

  I-O psychologists working in the area of human resources, or employee selection, help initially with the difficult task of choosing a job. Your first formal contacts with I-O psychology outside the classroom are likely to be with recruitment Web sites, application forms, interviews, psychological tests, and other employee selection measures. I-O psychologists have devised these selection measures to help employers determine whether you are the right person for their job and whether that job is the most suitable one for you.

  Your work helps to define your identity and contributes to your sense of self-esteem.

  After you have satisfied yourself and the organization that the position is appropriate, your advancement will depend on your performance in training programs and on the job. Your employer will use assessment criteria developed by I-O psychologists.

  Because of your college training, you will likely qualify for management positions within the corporate hierarchy. These jobs require you to be aware of and sensitive to the diverse motivational factors and personal concerns that affect the people who work for you. To learn how to lead and to motivate your subordinates to put forth their best efforts, you will need to understand the findings of I-O psychologists on these factors.

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  Psychology and Work Today

  • Carrie A. Bulger, Duane P. Schultz, Sydney Ellen Schultz(Authors)
  • 2020(Publication Date)
  • Routledge

    (Publisher)

  In addition to the tragic physical and personal consequences of industrial accidents, economic losses cost organizations billions of dollars in lost work hours, employee compensation, and the expense of hiring and training new workers. Because most accidents are caused by human error, the work of I–O psychologists is crucial in reducing the accident toll. Psychologists are also involved in efforts to deal with alcohol and drug use on the job and with violence in the workplace.

  Stress in the Workplace (Chapter 13)

  Job-induced stress has widespread effects on physical and mental health. Stress can interfere with job performance and lead to serious illness. Many organizations attempt to deal with the effects of stress through counseling programs and by redesigning jobs to be less stressful.

  Engineering Psychology (Chapter 14)

  The design of the tools and equipment needed to perform a job is directly related to the physical work environment, to employee motivation and morale, and to job safety. As the machinery of the manufacturing, transportation, and service industries becomes more complex, so do the demands placed on the human operators of the equipment. The job of the engineering psychologist is to ensure the best working relationship between person and machine by taking account of the strengths and weaknesses of both.

  Consumer Psychology (Chapter 15)

  The work of consumer psychologists is important to you if you are employed by a company that manufactures and sells consumer products and services, and if you want to be a smart and informed buyer. Psychologists are involved in defining the markets for consumer goods, determining the effectiveness of advertising campaigns, and analyzing the motivations and needs of the buying public.

  Summary

  Work provides a sense of personal identity, defines social status, contributes to self-esteem, and satisfies the need for belonging to a group. Industrial–organizational (I–O) psychology

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  Handbook of Psychology, Industrial and Organizational Psychology

  • Irving B. Weiner, Neal W. Schmitt, Scott Highhouse(Authors)
  • 2012(Publication Date)
  • Wiley

    (Publisher)

  Part I Conducting and Communicating Research in Industrial–Organizational Psychology Passage contains an image Chapter 1 A Snapshot in Time: Industrial–Organizational Psychology Today Scott Highhouse and Neal W. Schmitt

  Author Note: We are very grateful to the following people who took the time to provide their thoughtful contributions to this chapter: Herman Aguinis, Clay Alderfer, Neal Anderson, Talya Bauer, Terry Beehr, David Chan, Dave Day, Kevin Ford, John Hazer, Chuck Hulin, Steve Kozlowski, Ron Landis, Joel Lefkowitz, Mike McDaniel, Fred Oswald, Rob Ployhart, Bob Pritchard, Chuck Reeve, Bob Sinclair, Paul Spector, Donald Truxillo, Jeff Vancouver, Bob Vandenberg, and Fran Yammarino.

  “I” Versus “O” Tension Psychology Versus Business Tension Science Versus Practice Tension Conclusion References  

  As we write this chapter, the field of industrial–organizational psychology in the United States has survived its third attempt at a name change. To provide a little perspective, the moniker industrial psychology became popular after World War I, and described a field that was characterized by ability testing and vocational assessment (Koppes, 2003). The current label, industrial–organizational (I-O) psychology, was made official in 1973. The addition of organizational reflected the growing influence of social psychologists and organizational development consultants, as well as the intellectual and social milieu of the period (see Highhouse, 2007). The change to I-O psychology was more of a compromise than a solution—which may have succeeded only to the extent that everyone was equally dissatisfied. The first attempt to change this clunky label, therefore, occurred in 1976. Popular alternatives at the time were personnel psychology, business psychology, and psychology of work. The leading contender, however, was organizational psychology

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  Understanding Occupational & Organizational Psychology

  • Lynne J Millward(Author)
  • 2005(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Recently there has been much debate about whether the British Psychological Society’s (BPS) Division of Occupational Psychology (DOP) should change its name (Brotherton, 1996). This debate is underpinned by the argument that the term ‘occupational psychology’ no longer reflects the activities in which practitioners are engaged. However, no clear name preference has yet been agreed by members of the Division. The equivalent role in Europe is known as ‘work and organizational psychology’ and in the USA as ‘industrial and organizational psychology’.

  The BPS recognizes that the remit of the occupational psychologist is broad, overlapping with other fields such as management science, organizational science and human resource management. The work undertaken by occupational psychologists is listed as follows (BPS, 2004):

   

  • Organizational development consultancy

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  The Emerald Review of Industrial and Organizational Psychology

  • Robert L. Dipboye(Author)
  • 2018(Publication Date)
  • Emerald Publishing Limited

    (Publisher)

  Turbulence and rapid change led to the emergence of more complex views of organizations in the 1960s. In contrast to the closed systems assumptions of the Classical/Scientific management and the Human Relations movement, theorists increasingly viewed organizations as open systems. To understand and effectively manage people in organizations one had to take into account the cultural, political, economic, and technological contexts of the organization. Moreover, managers had to approach the organization as an interdependent set of systems consisting of people, groups, organizational structure, and technology. Changes in one part of this system had implications for other parts of the system. Rather than asserting one-best way solutions, the research identified the conditions under which a Classical/Scientific management or a Human Relations approach is effective. Rather than universalistic theories, contingency theories of organizations and management tended to dominate thinking and practice.

  The Rise of Organizational Psychology

  In the decade following WWII, I/O psychologists concentrated on human resource management (the I side). They conducted research on assessment tools and programs management could use in job analysis, compensation, performance evaluation, personnel selection, and training. This work lacked a theoretical foundation and led to accusations of “dustbowl empiricism” in which psychologists accumulated data without any unifying conceptual frameworks to provide coherence to the mass of findings. With the emergence of organizational psychology, the focus shifted to theory and research that examined the interplay among individual, group, organizational, and contextual factors. Organizational psychologists realized that no one discipline had the complete answer either to the question of what organizations are or how management should design and manage them. They drew liberally from disciplines besides psychology, including anthropology, sociology, political science, and even economics. Three organizational perspectives were dominant in the post-WWII years: the Modern Human Relations, Decision, and Open Systems/Contingency theories.

  Modern Human Relations Theorists

  In the post-WWII years, a new human relations movement emerged. Perhaps the most important difference between the Modern Human Relations theories and the earlier movement was that the modern approaches advocated changing the organizational structure to increase employee participation and involvement, in contrast to the earlier approaches that saw human relations as a way of gaining cooperation without changing the organization. The applied field of Organizational Development emerged using the Modern Human Relations theories as the conceptual foundation and the organizational psychologist as change agent. Kurt Lewin, Douglas McGregor, Rensis Likert, Chris Argyris, and Warren Bennis were five of the more important of these theorists.

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  A Handbook of Work and Organizational Psychology

  Volume 1: Introduction to Work and Organizational Psychology

  • Charles De Wolff, PJD Drenth, Thierry Henk, Charles, De, Wolff, P J D Drenth, THIERRY HENK(Authors)
  • 2018(Publication Date)
  • Psychology Press

    (Publisher)

  1

  What is Work and Organizational Psychology?

  Pieter J.D. Drenth, Henk Thierry and Charles J. de Wolff

  In the first half of the 1980s, the Handbook of Work and Organizational Psychology edited by us—and by our deceased colleague Paul Willems—appeared, at first in Dutch and subsequently in an English translation. It was the first comprehensive handbook in this field on European soil, and the Handbook found a widespread market. Our discipline is developing rapidly, and the need for an enlarged and new edition of the Handbook became apparent. An enlargement was deemed necessary, as in many fields many new studies had been published and many interesting applications had presented themselves. A revision was required as some new topics deserved a separate chapter.

  The present result has appeared, not as an updated book, but as a completely rewritten new Handbook. In this first chapter we will begin with a characterization of the domain of work and organizational psychology. Attention will be paid to its relations with other subdisciplines in psychology, and its relation with other disciplines that are also concerned with work and organization. In connection with this topic, a section deals with the relation between pure and applied science. Following an exploration of possible or probable developments in work and organizational psychology in the (near) future, the chapter is concluded with a brief presentation of the organization of this new Handbook.

  THE DOMAIN OF WORK AND ORGANIZATIONAL PSYCHOLOGY

  Work and organizational psychology refers to the subfield within psychology that is specifically concerned with human behaviour at work in, or in connection with, a work organization. Three aspects characterize this description. First, it concerns the behaviour of working people. Behaviour is not only understood to mean directly observable work actions, but also intentions, attitudes, emotions, habits, motives, etc. of a person in work. In fact, behaviour at work comprises all actions and reactions coming from a worker that can be observed or derived from this behaviour. This is why in work and organizational psychology of old, much emphasis is laid on the importance of valid diagnostic instruments—such as tests and scales—and of proper methods of research (see also Chapter 2 , this Volume). Many topics in work and organizational psychology relate to behaviour of the individual

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  Organizational Psychology

  A Scientist-Practitioner Approach

  • Steve M. Jex, Thomas W. Britt(Authors)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  Based on most historical accounts of the development of the field of I/O psychology, the industrial side of the field was much quicker to develop than the organizational side. Chronologically, the beginnings of the field of I/O psychology can be traced to work in the United States, during the early part of the 20th century, by pioneers such as Hugo Munsterberg, Walter Dill Scott, and Walter Bingham (Vinchur & Koppes, 2011). The application of psychology to the workplace at that time was also beginning to occur simultaneously in Europe.

  In the United States most of the work at that time dealt with topics such as skill acquisition and personnel selection, while there was very little attention given to the organizational side of the field. This was not, however, the case in other parts of the world at the beginning of the 20th century. In Great Britain, for example, H. M. Vernon, who is acknowledged as one of that country's first industrial psychologists, investigated such topics as industrial fatigue, accidents, the impact of long work hours, and worker efficiency. Fatigue of employees was also of interest to psychologists in Australia, most notably Bernard Muscion. Most of these topics are today considered part of the organizational side of the field, and in fact part of the recently emerging field of Occupational Health Psychology (see Chapter 7).

  People Behind the Research

  Laura Koppes Bryan

  While teaching my first introductory to industrial and organizational (I-O) psychology course, I would spend the first two classes reviewing the history of the discipline. I believe that knowing our history deepens our understanding and broadens our perspectives when teaching, practicing, or researching I-O psychology. One day, while using a typical textbook, I presented the “fathers” of I-O psychology. There are different opinions about the original founders, but frequently cited individuals include Hugo Munsterberg and Walter Dill Scott. While writing the word “fathers” on the chalkboard, it occurred to me that I had not read any historical accounts of I-O psychology that included women who may have been involved early in the discipline. This observation led to over a decade of research, looking for women psychologists who contributed to I-O psychology during its inception.

  It was unusual for a tenure-track faculty member early in her career to study history. In fact, one tenured professor told me to quit the research because it would jeopardize my tenure decision. He wanted me to conduct traditional empirical research. He said that only senior level professionals later in their careers are interested in history. Because I highly valued knowing our historical roots and desired to provide a more complete historical account, I ignored the advice and continued my research. I immediately contacted Frank Landy, who was known for his historiography of I-O psychology during the early years of the discipline. I asked him if he came across women psychologists in his research. These women were not his focus so he was not sure, but encouraged me to continue the research. He then mentored me on how to study archival material. We visited the Northwestern University archives while researching Walter Dill Scott and the Scott Company. During this trip, I found Mary Holmes Stevens Hayes, who was the only consulting psychologist working for the Scott Company. I traced her to the National Archives because she had a very successful career of applying psychology to solve problems while working for the federal government.

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  Psychology

  • Douglas Bernstein, , , (Authors)
  • 2015(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Even the improved financial performance could have been the result of expectation-driven efforts by managers and employees to do better, efforts that had nothing to do with the training itself. Interpreting the results of this experiment would have been easier if members of the untrained group had participated in some sort of placebo program that, like the charisma training, would have raised their expectations and those of their employees. Even if the training program actually was responsible for the improvements seen, it would be important to know whether its effects would last beyond the five-month follow-up period. If it does have long-term effects, it would then be important to evalu-ate charisma training with leaders in other kinds of organizations and at other levels of leadership. It will take time and a lot of research to explore these matters, but if charisma can indeed be taught, we may someday see candidates for political office lining up to learn it. Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 660 Industrial and Organizational Psychology SUMMARY An Overview of Industrial and Organiza-tional Psychology What do industrial and organizational psychologists do? Industrial and organizational (I/O) psychology is the science of behavior and mental processes in the workplace. I/O psycholo-gists study the psychology of the workplace and apply psycho-logical research to enhance the performance of employees and organizations and improve the health, safety, and well-being of employees.

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  The SAGE Handbook of Industrial, Work & Organizational Psychology

  V3: Managerial Psychology and Organizational Approaches

  • Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Author(Authors)
  • 2017(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Throughout the history we describe, IWO psychologists have worked with multiple constituencies in the workplace – employers, but also employees, labor unions, government agencies, the unemployed, and the retired. Throughout its history, topics of interest to management, namely productivity and efficiency, have been primary. Research topics of primary interest to employees, such as safety and satisfaction, have had less interest paid by IWO psychologists and the interest seems focused on relationships to productivity-efficiency. Is there a possibility of a rapprochement?

  A broad example of preference for a management perspective has to do with personnel selection. Researchers have been interested in helping companies choose the best employees for a particular opening. Pre-employment tests are one of the most lucrative aspects of our field. Conversely, early applied psychologists were interested in vocational testing, helping people choose optimal occupations based on their skill set and interests. This is personnel selection from the employee perspective. Over time, however, this research was ceded to counseling psychologists and now such research on vocational interests is rarely conducted by IWO psychologists. Workforce development, another ripe topic, is an acknowledgment of the importance of human capital for individuals. Recall that Cronbach and Gleser (1965) identified two perspectives for decision theory, namely the individual and the institution-organization.

  Recently, there has been a resurgence in employee-focused topics within IWO psychology. Topics such as stress, work–family balance, workplace harassment, and abusive supervision are all popular. There is a danger, though, that these topics will be ceded to occupational health psychologists who will develop their own conferences, journals, and societies that become isolated from traditional IWO psychology topics. In addition, it should be noted that Canadian IWO psychology has developed a higher percentage of scholars who have focused on topics not dictated by a management agenda. Leading scholars in OHP as well as the psychological aspects of unionization have thrived in Canada. Using the lessons from history's past, we need to be aggressive in making sure that OHP-focused researchers remain within the core of IWO psychology (as well as connecting with their own specialty areas). A specialization of human factors, consumer, and military psychology into separate APA divisions might repeat itself, based on institutional factors. In addition, training encounters parallel disciplines in Human Resource Development and Instructional Systems Design.

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