Industrial Psychology Overview

Study Notes

Industrial Psychology Study Notes

Industrial Psychology – study of human behavior in the workplace, and how to improve it. Includes topics like motivation, job satisfaction, performance, and communication.
Organizational Theories – models and concepts used to understand how organizations function and how individuals behave within them.
Classical Organizational Theory – examines organizations as structured entities, focusing on factors like productivity, economic reasons, and the necessity for structured systems.
Scientific Management – a theory focused on efficiency by studying worker behaviors to identify the most efficient methods. Key figures are Frederick Taylor and the Gilbreths.
Bureaucracy – developed by Max Weber, this theory focuses on the structure, organization, and function of large-scale organizations, emphasizing formal hierarchies and processes.
Administrative Management – Henri Fayol's work focuses on how managers can best organize, plan, and coordinate to achieve organizational goals.
Neoclassical/Behavioral Theory – acknowledges the human element within organizations, emphasizing social relationships, individual needs, and group dynamics. Figures include Elton Mayo, Chester Barnard, and Herbert Simon.
Hawthorne Studies – a famous experiment studying worker productivity, which led to a focus on social and psychological factors affecting job satisfaction.
Motivation Theories – explain the forces that drive individuals and groups to act, aiming to increase organizational effectiveness. Examples include Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, McClelland's Needs Theory, and Alderfer's ERG Theory.
Four-Drive Theory – a theory suggesting that four fundamental drives motivate behavior: to acquire, to bond, to comprehend, and to defend.
Self-Determination Theory – suggests that people are inherently motivated to grow and learn; autonomy, competence, and relatedness play key roles.
Expectancy Theory (VIE Theory) – a theory proposing that motivation is based on expectancy, instrumentality, and valence – the belief that effort yields performance, that performance is rewarded, and that the reward is desirable.
Job Characteristics Model (Hackman and Oldham) – this model centers on job design and how different job characteristics affect the motivation and responsibility of the employee.
Goal-Setting Theory – emphasizes how goal clarity and difficulty (within a certain boundary) impact task attainment; created by Edwin Locke.
Equity Theory – suggests a person's motivation is affected by perceived fairness; created by J. Stacy Adams.
Organizational Justice Theory – focuses on organizational fairness, and argues that employees are motivated when they perceive fairness in organizational decisions and procedures.
Management Styles (e.g., transformational, transactional, servant, etc.) – different approaches to motivating and impacting a workforce.
Organizational Structure – the formal arrangements of roles, responsibilities, and relationships in a company, which can impact communication, decision-making and performance. Forms include functional, divisional, matrix, and network.
Organizational Change – The process by which organizations adapt and adjust to changing conditions and goals. Different types of change include evolutionary and revolutionary.

Organizational Concepts

Organizational Culture/Climate – a shared set of beliefs, values, assumptions, and norms; culture is hard to change compared to climate.
Organizational Roles – the expectations of behavior for specific positions.
Organizational Norms – shared standards of behavior in a group or organization.
Conflict in Teams/Organizations – disagreements and tension, often arising from competition, perceived injustices, or differences in values.
Group Dynamics – interpersonal interactions between individuals within a team, and how this impacts the overall quality of the work.
Team Roles – specific roles within a team, including leadership, coordinating, supporting.
Team Effectiveness – an evaluation of the productivity and overall quality of a team's effort.

Human Resource Development (HRD) and Human Resource Management (HRM)

Human Resource Development (HRD) – refers to the systematic way organizations develop the abilities and skills of their employees.
Human Resource Management (HRM) – a broader function within an organization, managing the human resources to meet the firm’s objectives.

Performance Appraisal

Different methods for evaluating employee performance (e.g., graphic rating scales, 360-degree feedback).
Potential errors in performance appraisals (e.g., halo effects, recency errors, central tendency).

Employee Well-being

Employee Engagement – employees' commitment and emotional involvement with the work.
Turnover – how often employees leave an organization
Job Satisfaction – the extent of how satisfied employees are with their jobs.