Chapter 1 - What is Industrial and Organizational Psychology?

collectivist culture

culture in which personal accomplishments are less important in the formation of identity than group membership value group more than individual

Lillian Gilbreth

first Ph.D in I/O Psychology

human engineering/human factors psychology

the study of the capacities and limitations of humans with respect to a particular environment almost opposite of personnel approach Goal/task: develop an environment compatible with characteristics of workers - tools, workspaces, information display, workplace Research used to address concrete problem/issue

good work

work that exhibits a high level of expertise and it entails regular concern with implications and applications of an individual's work for the wider world ex: giving up comfort and money to help restore order to Iraq by recruiting and selecting police

compromised work

work that is not illegal or unethical, but that still undermines the core values of a trade or a profession; pressure to keep costs low/profits high in less time while fulfilling numerous life rules can lead to this

1973

year that industrial psychology became I/O psychology to emphasize when individuals join organization they are exposed to common goals/procedures

Human Relations Management

-Focuses on psychological and social aspects of work -Efficiency alone is not enough to produce organizational success -Success also depends on treating workers well -People are valuable organizational resources whose needs are important interested in more complicated theories of motivation; increased studies on job satisfaction

change in world of work; accumulation of knowledge about work-related behavior

2 reasons for differences between what is important in 1917 vs today

relevant, useful, think bigger, ground in scientific method

4 challenges/ needs for I/O psychology:

Uncertainty avoidance; individualism; masculinity; long-term orientation; power distance

5 basic elements of Hofstede's Theory of Culture

global; national; organizational; work group; individual

5 levels of culture

Elton Mayo

Hawthorne Studies studied emotions and possibility that work caused workers to act in pathological ways

individualism/collectivism

Hofstede's Theory of Culture: degree individuals are expected to look after selves vs integrate into groups

power distance

Hofstede's Theory of Culture: degree to which less powerful members of organization accept and expect unequal distribution of power

long term vs short term orientation

Hofstede's Theory of Culture: extent to which members of culture expect immediate vs delayed gratification of material, social and emotional needs

uncertainty avoidance

Hofstede's Theory of Culture: extent to which members of culture feel uncomfortable in unstructured situations

masculinity/femininity

Hofstede's Theory of Culture: the degree to which a society values assertiveness and materialism distribution of emotional roles between genders with masculine roles as tough and feminine roles as tender masculine emphasizes accomplishment/technical performance feminine emphasizes communication and interpersonal relationships

Walter Dill Scott & Walter Van Dyke Bingham

I/O psychologists who developed methods for selecting and training sales personnel; adapted stanford-binet intelligence test to make suitable for mass group testing (Army Alpha)

main differences

I/O vs HR, general management, labor relations: I/O depends on research to draw conclusions; others use experience or suggest best practices

Countries

Japanese vs American perception of emotions: Japanese interpret emotions in much broader collectivist social network while Westerners see emotions as individual feelings (America focused on central figure, Japan focused on group) Individualist countries: US, UK, Netherlands Collectivist: Colombia, Pakistan, Taiwan Feminine Cultures: Sweden, Norway, Netherlands- focus on environment and people Masculine: US, Japan, Germany - focus on performance success, accumulation of wealth Type Countries

Hawthorne studies

Research done at the Hawthorne, Illinois, plant of the Western Electric Company that began as attempts to increase productivity by manipulating lighting, rest breaks, and work hours. This research showed the important role that workers' attitudes played in productivity. Hawthorne effect: change in behavior resulted from researchers paying attention to workers - resulted in Human relations management

time and motion study

Studies that broke every action down into its constituent parts, timed those movements with a stopwatch, and developed new and more efficient movements that would reduce fatigue and increase productivity.

west vs rest mentality

Tendency for researchers to develop theories relevant to U.S. situations, with less concern given to their applicability in other countries. while striving for fairness, have downplayed cultural differences - one size fits all challenge: how to acknowledge and value multiple cultures while upholding standards of fairness and equality

horizontal cultures

a culture that minimizes distances between individuals

culture

a system of knowledge, beliefs, patterns of behavior, artifacts, and institutions that are created, learned, and shared by a group of people a system in which individuals share meaning and common ways of viewing events and objects distinguishes people from (and more than) nationality (geographic reality)

vertical cultures

accept and depend on distances between individuals

telecommute

accomplishing work tasks from distant locations using electronic communication media change in tech and performance monitoring, increasingly diverse workforce ,changing definition of work (more global and fluid)

personnel psychology

addresses issues such as recruitment, selection, training, performance appraisals, promotion, transfer and termination Goal: to find the best fit/person for job assumes people are consistently different in attributes and work behaviors and that info about these differences can be used to predict, maintain and increase work performance/satisfaction

authenticity

an emotionally appropriate, significant purposive and responsible mode of human life ____ (real and genuine) is what people really want

Scientific-Practitioner Model

application of scientific knowledge to I/O applications - science and practice are important

organizational psychology

combines research from social psychology and organizational behavior and addresses the emotional and motivational side of work topics: attitude, fairness, motivation, stress, leadership, teams and broader aspect of organization and work design concentrates on reactions of people to work and action plans they develop as result of actions

individualist culture

culture in which personal accomplishments are a more important component of one's self-concept than group membership value individual more than group

cultural mosaic phenomenon

each individual is really a composite of several interacting cultural influences existence of global economy - all countries now tied; economic blocs help but corporations can hurt today people constantly interact with different cultures and countries - sense of global connectedness makes jobs less secure I/O challenge: develop systems compatible with so many different perspectives; develop uniform HR system for diverse workforce

Wilhelm Wundt

established the first psychology laboratory at the University of Leipzig, Germany 1880s- trained Hugo Munsterberg and James McKeen Cattell (big influences in I/O)

examples of I/O

ex: different types of planes in WW1- switching led to crashes, led to standardized placement of displays and controls which decreased accidents morale of industry workers and effects on fatigue, increase interest in worker attitude surveys type examples of I/O

Hugo Munsterberg

father of industrial psychology 1. study jobs and determine which people are best suited to specific jobs 2. identify the psychological conditions under which employees do their best work 3. devise management strategies to influence employees to follow management's interests measure abilities in workers adn tie abilities to performance; applied rudimentary statistics; contribution to first I/O textbook

James McKeen Cattell

founded the psychological corporation in 1921, the first to apply psychology to business and industry, coined term "mental tests" first to realize importance of differences among individuals as way of predicting behavior, observed differences were reliable properties of participants and could understand behaviors more fullly

individual

level of culture: how i see myself as combo of all influences (global, national, organizational, work group_)

national

level of culture: influence manner by which work gets done in individual in domestic location (can have both global and _____ culture influences)

global

level of culture: most western societies dominate global economy so many global/multinational corporations grew in personality

expatriate

manager or professional assigned to work in a location outside of his or her home country if not successful, wasted considerable financial investment and decreased productivity

revery obsession

mental state that resulted from mind-numbing, repetitive and difficult work; since did not use intellect but only physical effort, minds wandered - increased unhappiness, resisted management attempts to increase productivity, sympathetic to labor unions

scientific management

movement based on principles developed by Frederick W. Taylor - suggested one best and most efficient way to perform in various jobs; based on principles of time and motion study

human resource management

recruit, select, retention, train and development of people (human resources) to achieve individual/organizational goals

meaning of work

the fact that 70% of people indicated they would continue working even if they had the opportunity to stop shows the centrality of work as noneconomic experience - it is a testimony to the ____ ___ _____

industrial-organizational psychology

the scientific study of human behavior in the workplace and applies psychological theories, research, and principles to organizations in a work setting stretches beyond physical boundary of workplace (family responsibilities, culture, employment legislation, non work events, personality) facilitate responses to issues and problems involving people at work; scientists who derive principles of individuals, groups and organizational behavior through research; consultants/staff psychologists who develop and apply scientific knowledge and apply it to solutions at work