Evolution of I/O Psychology

• Industrial and Organizational Psychology (I/O) is an integrative course in psychology.

Evolution of I/O Psychology

• Hugo Munsterberg and Walter Dill Scott pioneered the application of psychological concepts to organizational problem-solving.
• Frederick Winslow Taylor's work on worker productivity influenced many I/O psychologists, including Frank and Lillian Gilbreth, who studied physical movements and task completion times and designed user-friendly mechanisms to protect worker health and increase efficiency.
• I/O psychologists matched soldiers to suitable roles.
• World War I marked the significant application of psychological testing for job placement.
• During World War II, I/O psychologists boosted morale, developed effective team strategies, and placed soldiers in appropriate roles.
• APA created Division 14 of Industrial and Business Psychology in 1944, now known as the Society for Industrial and Organizational Psychology (SIOP).

Proponents

• Raymond Cattell contributed to industrial psychology by founding a psychological consulting company (the Psychological Corporation) and influencing students in industrial psychology at Columbia.
• In 1913, Münsterberg addressed employee selection, training, and advertising in "Psychology and Industrial Efficiency".
• Scott applied psychology to advertising, management, and personnel selection.
• Scott wrote "The Theory of Advertising" in 1903.
• Scott wrote "Psychology of Advertising" in 1903.
• Scott published "Influencing Men in Business" by 1911.
• Scott published "Increasing Human Efficiency in Business" by 1911.

Definition of I/O Psychology

• I/O psychology is the scientific study of behavior in organizational settings, applying psychology to understand work behavior.
• It focuses on understanding employee behavior in work settings.
• "Industrial" refers to employee selection, placement, and training for smooth organizational operations.
• "Organizational" refers to employee safety, well-being, and potential exploration.

Person/Organization Match Model

• Organizations seek productive employees and inquire about recruitment, selection, performance assessment, and factors influencing workplace happiness, effectiveness, and motivation.
• The model incorporates organizational culture, values, norms for behavior, and evolving job duties.
• Flexibility and long-term employment relationships are considered.
• "Attraction-selection-attrition" (ASA) suggests companies and people rarely change, likening the fit to puzzle pieces.
• A basic model suggests similar individuals are hired, and turnover occurs when a misfit is revealed.
• Socialization tactics and the ability to adapt can mold employees.
• A basic model posits strong organizational social power, with those who adapt getting promoted.
• Cultural values are a major dimension.
• These include innovation, experimentation, and stability.

Person-Job Aspects and Implications

• The research indicates that people's differences and matching preferences can improve satisfaction.
• Organizations tend to attract like-minded individuals.
• Jobs are defined by requirements and rewards; individuals are defined using qualifications (KSAOs) and motivation.
• Matching involves KSAOs to requirements and motivation to rewards.
• Job requirements encompass tasks and necessary KSAOs.

Job Analysis

• Job requirements extend beyond task and KSAO requirements.
• Job analysis helps define the staffing process.
• Job analysis helps with training and development.
• Job analysis helps determine compensation.
• Job analysis helps with performance management.

Components of Job Analysis

• Job analysis measures tasks, duties, and responsibilities, as well as KSAOs (knowledge, skills, abilities) and personality traits.
• Tasks, duties and responsibilities should be objectively observable.
• Job statements should detail employee actions, recipients, and equipment used.
• Task statements are grouped to give dimensions, and dimensions should be acceptable.

Dimensions of Job Analysis

• Dimensions entail a process for objectively assessing the importance of elements, deciding which qualities to assess, and determining if measurement is categorical or continuous.
• Data can be gathered via standardized sources, questionnaires, and interviews.
• Local questionnaires are inconsistent in applications and costly.

KSAOs vs. Competencies

• Competencies may improve job performance but are also part of broad organizational success.
• Competency modeling can increase change awareness, improve work force abilities, and improve teamwork.

Competencies

• Competencies include initiating action, showing respect, communicating effectively, applying expertise, handling situations creatively, responding to change, and focusing on results.
• Companies and organizations establish general competencies at top management, and mission goals should be important across any level.

Improving Job Satisfaction

• Jobs can be enriched to make them more satisfying.
• Job enlargement means that workers can switch between tasks.
• Increased skill variety, task identity, task significance, and autonomy improves job satisfaction.

Human Resources Management and Development

• Recruitment from external recruitment can include evaluating the economy of a nation.
• More applicants can mean companies can be more selective.
• Training programs can benefit individuals so businesses can use training needs analysis, training objects, and training evaluations.
• Detailed analysis to determine which skills are needed is called a task analysis.
• Competency analysis involved identifying deficiencies.
• Training effectiveness can be tested by using meaningful material and providing for the transfer of learning.

Determining Training Effectiveness

• One way to do this is to evaluate reactions by having trainees discuss program impressions, facilitator feedback, and accommodation satisfaction.
• Learning can be evaluated too, with those being trained taking skills-based tests.
• The application can be examined with surveys.
• Productivity, quality, and other factors can be examined.

Motivation

• Motivation can be understood by investigating which content theories may energize workers.
• Researchers suggest that cultures in other countries may alter needs and require new hierarchies for motivation.