History of I/O Psychology

History and Development of I/O Psychology

• Engineer Frederick Taylor developed time and motion studies to improve task performance and productivity, leading to scientific management
• Taylor's book, Shop Management, focused on management's role in motivating employees
• Lilian and Frank Gilbreth were pioneers in engineering and I/O Psychology
• They applied Taylor's scientific management to reduce fatigue and increase worker efficiency
• Walter Dill Scott, a former student of Wilhelm Wundt, spoke about the psychology of advertising to business leaders
• Scott authored The Theory of Advertising and Increasing Human Efficiency in Business, considered the first book using psychology to solve business issues
• Scott contributed to sales personnel selection/training, motivation, and workplace productivity, and became APA president in 1919
• Hugo Munsterberg, another Wundt student, moved to the U.S. to teach psychology at Harvard in 1913
• Munsterberg, regarded as the Father of Industrial Psychology, wrote Psychology and Industrial Efficiency
• Thomas Edison used psychological tests to match prospective employees' skills to job requirements as an early employment test

World War I Through the 1920s

• IQ tests were developed due to large-scale recruitment of soldiers
• Robert Yerkes and his team created the Army Alpha (verbal) and Army Beta (non-verbal) tests for screening and selecting recruits
• Scott and Bingham established a psychological program under the Army's personnel officer focusing on performance rating forms, along with other psychologist-led government studies
• Bruce V. Moore earned the first Ph.D. in industrial psychology from Carnegie Tech in Pennsylvania
• Moore was the first president of Division 14 of the APA (I/O division)

1930s to Pre-World War II

• The Great Depression led to an emphasis on labor relations and the human condition
• The Hawthorne Studies researched the impact of illumination on productivity, highlighting the importance of social relations and employee attitudes
• Motivation, leadership, and human resources became valuable assets in I/O psychology

Post World War II Through the Mid-1960s

• World War II led to refinements in selection, placement, evaluation, and appraisal in work organizations
• Organizational dynamics, work groups, and employee morale were better defined and applied
• Kurt Lewin focused on the theory and methodology in the area of work groups and leadership
• Lewin's work highlighted the importance of group dynamics, change, and the nature of organization is used in goal setting and expectancy theory
• Mary Parker Follet recognized organizations could be viewed from both individual and group perspectives

Mid-1960s to Mid-1980s

• In 1970, Division 14 of the APA was renamed the "Division of Industrial and Organizational Psychology"
• Research focused on selection and performance appraisal
• Goal setting and expectancy theory gained prominence

Mid-1980s to Present

• I/O psychology has expanded into new domains
• Examples include the legal climate, fairness of employment tests, conflict management,motivation, leadership, selection, performance appraisal
• Cognitive processes and understanding the working mind are areas of current research
• In 2023, SIOP has about 3500 professional members and 2500 student members, with over 65 doctoral programs

I/O Psychology as a Distinct Field of Study and Practice

• The Carnegie Institute of Technology in the U.S. had the first doctoral degree in I/O Psychology

Local Organizations

• Early graduate programs emerged from Ohio State University, University of Minnesota, Pennsylvania State University, Stanford University
• American Psychological Association (APA) created a Division of Business and Industrial Psychology (1946) followed by a Division of Industrial and Organizational Psychology (1970)

Development of I/O Psychology in the Philippines

• Mariano Obias was the 1st psychologist to practice I/O psychology, heading the Personnel Department of Caltex Philippines
• Fr. Jaime Bulatao, founding father of Philippine Psychology, taught Group Process at Ateneo de Manila University (AdMU) in the 1960s
• AdMU created the Human Resource Center (now Center for Organization Research and Development) focusing on research, training, and interventions in I/O psych, HRM, and OD

The Role and Value of Human Resources

• An organization has three important resources: Physical, Financial, and Human Resources
• Human Resources are the people working in an organization to achieve its goals
• Human resources is the Heart of the Organization

Identified Roles of Human Resources

• Execute the core functions of the organization
• Deliver services/products to customers
• Contribute competencies (skills/expertise) to achieve organizational goals
• Drive organizational success through innovations, productivity, and commitment to a high-performance culture (highly engaged)

David Ulrich's HR role Model

• The principal responsibility of HRM is to ensure that organizations have the right number, the right types, and the right skill mixes of employees to meet present and future requirements

Organization

• Organization is a group of people that interact together to perform essential functions toward achieving a common goal
• Organizational Psychology aims to bring knowledge about human behavior at work.
• These findings benefit both individual as part of the organization, and the organization itself

Open System Theory

• Open System Theory (OST) by David Hanna (1988) looks at the relationship between the organizations and the environment in which they are involved.

Why Do We work?

• Work is a task or activity that involves physical and/or mental effort to achieve a result
• Is is important for many reasons
• Such as financial security, personal and professional growth, social connection, self-satisfaction, and even pride

Functions of Work for the Filipinos

• Earning money to fund lifestyle
• Meeting human needs
• Applying abilities
• Having a respectful job
• To server others

Mechanisms of Meaning of Work: How Does Work Become Meaningful

• Authenticity: Ability to live out authentic self
• Self-Esteem: Achieving at work, receiving affirmation of their value, increasing one's worth
• Belongingness: Can be source of one's identity
• Cultural and interpersonal sensemaking

5C's of Meaning of Work (Franco, 2008)

• Calling: Driven by Intrinsic outcomes
• Cause: Work is seen as obligation or duty
• Career: Work due to extrinsic outcomes
• Coast: Work is viewed either enjoyable or monotonous but is more on the Extrinsic Outcome

People Behind Studies on Improving Work of Individual Workers and Organizational Process

• Frederick Taylor
• Elton Mayo
• Lilian & Frank Gilbreth
• Kurt lewin
• Abraham Maslow
• Frederick Herzberg
• David McClelland

Factors and Processes Affecting Organizational Effectiveness

• erson's predisposition to think, feel, or behave
• Organizational Behavior

Organizational Behavior's Five Levels of Analysis

• Whole Systems that have interorganizational Relationships
• Behavior of individuals within an Organization
• Complexes involved in interpersonal Relations

Motivation Theories

• Motivation refers to the psychological processes that energize and cause the arousal, direction and persistence of voluntary actions
• It is primarily goal-directed.

Work Motivation

• Internal force that drives a worker to action as well as the external factors that encourage that action
• It is the willingness to exert a high level of effort to reach organization goals

Personality

• Enduring characteristics and behaviors that compromise a person's unique adjustment to life, including major traits, interests, drives values, self concept, abilities, and emotional patterns

Personality: 5 Main Personality Dimensions

• Openness to Experience
• Conscientiousness
• Extraversion
• Agreeableness
• Emotional Stability

Self-Esteem

• Self-Esteem is the extent to which a person views himself as valuable and worthy

Interventions to Develop/Enhance Self-Esteem

• Self-Esteem Workshops
• Experience with Success
• Supervisor Behavior

Intrinsic Motivation vs. Extrinsic Motivation

• Work motivation in the absence of external factors like pay, promotion, and co-workers vs Work motivation arises from such nonpersonal factos as pay, coworkers, and opportunities for advancement

Measuring Intrinsic Motivation

• Individual Orientation toward intrinsic and extrinsic motivation can be measured by the Work Prefernce Inventory (WPI)

Self Regulation

• Theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting behavior to reach these goals

Job Characteristics Theory

• States the employee will be less motivated, if there is a discrepancy between the extent to which a job provides these three outcomes
  • And an employees need between them

McClelland's (1960's) Acquired Needs Theory

• Achievers Seek to excel and appreciate frequent recognition of how well they are doing

ACQUIRED NEED THEORY IMPLICATIONS TO MANAGEMENT

• High Achievers should be given challenging project's with reachable goals

David Mcclelland's Acquired Needs Theory

 - Employee has a strong need for achievement   and are motivated by jobs

That are challenging and over which they have some control

Frederic Herzberg (1987) Two Factor Theory

 - Has Source of Jobs Satisfaction & Source of Jobs Disatisfaction which associates both, factors

John Stacy Adams' (1965) Equity Theory

 - States the Employees will be satisfied if their ratio of effort to reward is similar to tat of other Employees (Fairness or Justice)

Organizational Justice Theory

• There for if the employees perceive that are being treated fairly and will most likely be satisfied with their jobs and motivated to do well

Good Attitude at Work

• Reduce Stress
• Improve decision making - More Energy

Positive Work Attitude

• Keep a positive attitude at work inspires other to drop negative habits and respond to positivity
• More Willing to take one challenging but rewarding tasks projects

Value and Ethics

• Perceiving it in The context of culture values are morals, social, or aesthetic principles accepted by an individual or society is guide what is good, desirable importan