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Introduction to Industrial and Organizational (I/O) Psychology

• I/O Psychology applies psychological methods to understand and improve workplace individual and group behavior.
• Data comes from various sources like surveys, interviews, observations, and organizational records.
• Organizations are social entities with shared goals and structured frameworks.
• Effective organizations show higher productivity and greater financial success than less effective ones.
• Employees in effective organizations experience higher job satisfaction and fulfillment.
• I/O Psychology uses data-based methods to study and solve organizational problems.
• Organizational structures impact daily life, affecting aspects such as food, housing, and transportation.
• Formal organizations have explicit purposes, continuity over time, and include businesses, nonprofits, government agencies, and universities.
• Informal organizations lack explicit purposes and continuity, like friendship groups.
• I/O psychology focuses on formal organizations but also studies informal processes, like friendships.
• I/O psychology aims to understand the efficiency and productivity of organizations.

Nature and Importance

• I/O psychology uses scientific methods to study workplace issues.
• I/O psychology affects employee daily life through managing vital resources like food, housing, and transportation.

Types of Organizations

• Formal organizations: Have definite purposes and continuous operation. Examples include businesses, non-profits, and government agencies.
• Informal organizations: Have less specific purposes and no constant continuity. A group of friends are an example.

Breakdown of I/O Psychology

• Industrial side of I/O Psychology handles human resource management.
  • Recruitment processes for attracting qualified candidates
  • Employee selection procedures
  • Classification systems for personnel
  • Compensation planning and benefits strategies
  • Performance appraisal methodologies
  • Employee training strategies
• Organizational side of I/O Psychology aims tp predict and understand behaviors in organizational settings.
  • Socialization processes for integrating new employees into the company culture or processes
  • Motivation strategies
  • Methods for managing job-related stress.
  • Leadership strategies for guiding employees
  • Team dynamics methods for improving outcomes
  • Organizational developments for increasing overall effectiveness

Key Themes in I/O Psychology

• Scientific-Practitioner Model integrates scientific knowledge with practical applications.
  • Students gain practical experience through internships and projects, emphasizing real-world applications and interpersonal skills in organizations.

Historical Context

• Frederick Taylor's Scientific Management enhanced worker productivity.
• WWI introduced industrial/organizational psychology for military settings, creating tests of mental abilities.
• The National Institutes of Industrial Psychology (NIIP) developed between world wars.
• The Hawthorne studies demonstrated the importance of social factors in productivity.
• WWII led to further development of employee selection, training, performance appraisal, and team development. I/O psychology was recognized by the APA and saw the formation of SIOP (Society of Industrial and Organizational Psychology).

Contemporary Themes and Challenges

• Ethics and social responsibility are vital to organizational behavior studies.

Globalization and Cross-Cultural Issues

• Adapting practices to diverse workforces and international environments
• Sustainability and social responsibility are critical for the workforce

Technological Change

• Communication technology leads to faster operations and more flexible work arrangements, but these pose challenges in work-life balance.

Counterproductive behavior in organizations

• Behavior that opposes or is contrary to organizational goals.
• Intentional or unintentional , it's important to differentiate the behaviors

Employee Health and Well-Being

• Ensuring a supportive environment that enables employee well-being, and is vital for organizations.

Causes of ineffective job performance

• Employee's inability to perform effectively
• Lack of ability, lack of skills, poor training
• Lack of willingness to perform
• Aspects of the environment that prevent the employee from performing well - ineffective coworkers.
• Work-life balance issues

Theories of motivation

• Campbell's theory combines declarative knowledge, procedural skill, and motivation.
• Mitchell's theory focuses on motivation, ability, and environment
• Maslow's hierarchy of needs outlines a pyramid of needs: physiological, safety, belonging, esteem, and self-actualization.
• ERG theory categorizes needs into existence, relatedness, and growth.
• McClelland's acquired needs theory identifies needs for achievement, affiliation, and power.

Equity Theory

• Fairness judgments arise from social comparisons of inputs and outputs.
• When two ratios are equal, it equals equity.

Expectancy Theory

• Effort and performance lead to rewards depending on valence, instrumental, and expectancy.
• Expectancy—will effort lead to high performance?
• Instrumentality—will performance lead to outcomes?
• Valence—are outcomes desirable ?

Goal Setting Theory

• Goal setting directs attention, facilitates persistence, and stimulates the development of task strategies.

Behavioral Approach to Motivation

• Avoid punishment, create a positive work environment that promotes learning.
• Employ positive reinforcement techniques to improve long-term outcomes in motivation.

Job-Based Theories of Motivation

• The content of a job is a primary motivator.
• Hygiene factors address basic needs (like pay, benefits) to prevent dissatisfaction.
• Motivator factors influence satisfaction and motivation. Examples include challenge, responsibility, recognition, and growth opportunities.

Motivation Hygiene Theory

• Hygiene needs are associated with the context of work, including physical conditions, pay, and security.
• Motivator factors are connected to the work itself and include factors like challenge, responsibility, and personal growth.

Productive Behaviour in Organizations

• Employee behaviour positively impacting organizational goals. This often measures job performance,organizational citizenship behaviour and innovation. Key aspects in include: job specific proficiency, effort and diligence

Models of Job Performance

• In-role performance relates to core operational tasks.
• Extra-role (contextual) performance relates to behaviours outside of core tasks, including communication and teamwork.

Key insights from the models of Job Performance

• Campbell's and Murphy's models highlight the relationship between core and essential aspects of job-related performance and productivity
• The impact of effort, diligence, and core skills on both in-role and extra-role performance.
• Models of job performance are dynamically influenced by various factors, including personal and environmental factors.

Instability of job performance

• Job performance can vary over time, often due to factors like new technologies or changes in policies.
• Individual differences can predict patterns of performance variability.
• Performance can have a consistent or inconsistent pattern.

Measuring job performance

• Various measures such as paper/pencil tests, job skills assessments, simulations, and task ratings are used.

Personality traits/Characteristics:

• Conscientiousness predicts dependability and achievement.
• Core self-evaluation encompasses elements like self-esteem, locus of control, generalized self-efficacy, and neuroticism.
• Self-esteem reflects personal worth perception.
• Locus of control indicates whether individuals attribute causes to internal or external factors.
• Generalized Self-Efficacy relates to the belief in one's ability to complete tasks and manage challenges.
• Neuroticism describes emotional instability and the tendency to experience negative emotions.

Organizational Citizenship Behavior (OCB)

• OCB refers to voluntary behaviors not formally required in job descriptions and can include altruism, courtesy, sportsmanship, and civic virtue.

Antecedents of OCB

• Positive affect, perceived fairness, and personality traits, such as conscientiousness, contribute to OCB engagement.

Innovation in Organizations

• Innovation results from employees developing fresh ideas for organizational benefits.
• Employee characteristics, like task-relevant skills, creativity, and task motivation, are vital.
• Organizational-level factors, like technological knowledge, specialisation, and communication, also influence innovation.