ORGANIZATIONAL THEORY.pdf

Industrial/Organizational Psychology A. ORGANIZATIONAL THEORY Organizational Theory ▪ Also known as behavioral theory of ▪ Set of propositions that explains or predicts o...

Industrial/Organizational Psychology A. ORGANIZATIONAL THEORY Organizational Theory ▪ Also known as behavioral theory of ▪ Set of propositions that explains or predicts organization, human relations, or new Organization how groups and individuals behave in varying classical theory of management. ▪ Collectivities of parts that cannot accomplish organizational structures and circumstances. ▪ Productivity was achieved as a result of high their goals effectively if they operated morale, which was influenced by the amount separately. ORGANIZATIONAL THEORIES of individual, personnel, and intimate (THEORIES, CONCEPTS, AND MODELS) attention workers received. Two Types of Organization How work processes are ▪ Neoclassical: Group, A. Structural Classical Organizational Theory ▪ Humanistic: Individual arranged. The pattern of interactions ▪ Mainly focus on work. ▪ Introduced the informal organization B. Social ▪ Machine like ideas. among employees. structure and emphasize the: ▪ Formal organizational structure and ✓ Individual ▪ Tool people used that is also made of people concepts. ✓ Work group that agree on, and work towards something ▪ Organization exists for economic reasons and ✓ Participative management they desire or value to achieve goals. to accomplish productivity & goals. ▪ It creates the “value” or else the “die”. ▪ Basic ingredient of any organization and then Motivation Theory ▪ How do organization create value? address how orgs. should be best structured ▪ Employee-centric engagement strategy. to accomplish its objectives: INPUTS PROCESS ✓ System of differentiated activities- Modern Theory Raw materials Machinery activities that are linked to each other. ▪ Organization and work psychology. Money/capital Computers ✓ People- perform tasks and exercise HR KSAO authority. Contingency Theory Information & ✓ Cooperation toward a goal- unity of ▪ Customization over one-size-fits-all knowledge purpose in pursuit of their common goals. structures. Customers of service org. ✓ Authority- ensures cooperation among ENVIRONMENT OUTPUTS people pursuing their goals. Open Systems Theory Customers Products ▪ Working together and sharing resources with Suppliers Services Neoclassical Theory their environment. Distributors Salaries ▪ Mainly focus on worker. Competitors Dividends ▪ Recognize the importance of individual or CLASSICAL ORGANIZATIONAL THEORIES Value for group behavior and emphasized human Stakeholders relations. 1 Industrial/Organizational Psychology Scientific Management (Frederick W. Taylor) professional, almost impersonal interactions to synchronize internal processes. ▪ Based on the concept of planning of work to between employees. ▪ Accomplishment of tasks. And include achieve efficiency, standardization, ▪ Ideal form of organization with well-defined principles of management, the concept of line specialization, and simplification. authority hierarchy, division of labor, and a and staff, committees and functions of ▪ Used empirical and scientific approach in clear set of operating procedures. management. terms of selecting, collecting of data, and ▪ Step by step that can prevent nepotism. ▪ Administrative Management: training to enhance efficiency. ✓ Planning ▪ A mess if without specific system as this Principles of Ideal Bureaucracy ✓ Organizing approach use a specific system to achieve Each supervisor does not ✓ Commanding standardization and to handle employee. supervise a large number of ✓ Coordinating ▪ Control freak in terms of behaviors. employees; thus, narrow ✓ Controlling Span of span of control. Principles of Scientific Management Control The more difficult the task 14 Organizing Principles of Administrative Those who design the work Management the narrow the span of should be separate from Hierarchy control. those who actually perform 1. Division of Work/Specialization In a bureaucratic structure, the work. ▪ Individuals and managers work on the same Unity of each employee should part or task. Work should be broken down Command ideally have one (and only ▪ Employees can become more proficient in the into the smallest and Specialization one) direct supervisor. accomplishment of a limited set of simplest component activities—thus, improving their output. Information within possible. ▪ Employed- working in the person’s chosen bureaucratic organization A scientifically managed field of specialization. flow in one direction, organization will have a great Unity of ▪ Underemployed- employed in a field that is typically from the top of the not under a person’s specialization. Formalization number of rules and Direction organization to lower levels. ▪ Unemployed- no work procedures for employees to Downward communication follow. in bureaucratic. 2. Authority and Responsibility ▪ Managers should have the authority of issue Ideal Bureaucracy (Maximillian K. E. Weber) commands, but it comes with responsibility to Administrative Management (Henri Fayol) ▪ Characterized by many rules, standardize ensure the work gets done/goes with ▪ Principles is for administrative/manager. process, procedures and requirements, responsibility for reward and punishment. ▪ Aims to improve organizational productivity by number of desks, meticulous division of labor, focusing on methods that managers can use and responsibility, clear hierarchies and 2 Industrial/Organizational Psychology 3. Discipline ▪ Organization must run based upon principles Seek security Good direction ▪ Subordinates must fully obey instructions of fairness. widely dispersed. from superiors. ▪ Obedience, application, energy, behavior, and 12. Stability of tenure of personnel agreement between firm and individual ▪ Ability in managerial ranges. Four Systems of Management (Rensis Likert) ▪ Time to adopt to work. ▪ Proposed that organization could be 4. Unity of Command ▪ Low turnover, allows employee to learn their classified into 4 different types/systems. ▪ Orders received from one supervisor jobs, develop skills, and acquire loyalty. ▪ Level of trust and communication in 5. Unity of Direction 13. Initiative management. ▪ One head and one plan for activities with the ▪ Power of thinking out and executing a plan. same objective System 1: Exploitative Authorization 14. Esprit de corps Similar to theory X. 6. Subordination of Individual Interest to ▪ Harmony and union among personnel is No communication and trust (walang pake General Interest strength. ▪ Organizational objective come before the ▪ Establishing a sense of belonging within the sa opinion ng mga workers). objectives of the individual organization creates a sense of unity and Centralized decision making/top down. moral. Results in largely dissatisfied employees 7. Remuneration of Personnel and low level of organization. ▪ Fairness of pay to the organization and the HUMANISTIC THEORIES System 2: Benevolent Authority individual; discussed various forms. Some level of trust in employees, top-down Theory X/Y Leadership Distinction (Douglas communication. 8. Centralization ▪ Amount of discretion held by the manager McGregor) At times, management uses employees’ compared to that allowed to subordinate. ▪ Emphasizing human agency among ideas. employees. On occasion, employees have an 9. Scalar chain opportunity to communicate their ideas to ▪ Line of authority from lowest to top. Theory X (Negative, Theory Y (Positive, upper manager. Classical) Neoclassical) 10. Order Employees are still treated in a largely ▪ A place for everyone, and everyone in his or Avoid work Work is natural authoritative manner, but organization is her place. Must be Self-direction nicer. controlled Seek Results in moderate level of satisfaction 11. Equity Avoid responsibility toward their work, and organizational ▪ Emphasis on kindness and justice. responsibility performance may be fair to good. 3 Industrial/Organizational Psychology System 3: Consultative great deal of acceptance of them. on the leader situation match. Greater trust in employees, ideas used a Information available to employees is great deal more, downward/upward complete and accurate. Directive Supportive communication. Only one of the four that is truly capable of Focuses on making Represents behaviors More overall communication in the excellent performance. Ideal sure that subordinates that are aimed at organization. System 5: Shared Enterprise know what they are showing concern and Decision making is centralized but manager Proposed by J.G Likert and Araki. supposed to be doing caring for is different from system 1 and 2. Similar to system 4 but differs in a way that and perhaps clarifying subordinates. Those at the top of the organization set leadership is a shared enterprise. task responsibilities broad policies and more specific No bosses Achievement- Participative operational decisions are made by those at Although absence of bosses may Oriented lower organization levels. contribute to an egalitarian atmosphere, it Represents behaviors Represents behaviors Employees work on goals that they adopt may also be problematic at times when that are aimed at that are aimed at after some discussion and at times they someone needs to take charge. helping employees to getting the input of may sist organizational goals. improve their subordinates on work- Some level of control resides at lower-level performance and related matters. THEORIES BASED ON THE SITUATION: ultimately perform organizational levels and the information CONTINGENCY THEORIES better. that flows within the organization is ▪ Based on the assumption that managing an accurate. organization must be based on certain Situational Leadership Theory (Paul Herschey Capable of goal performance, although it contingencies: & Ken Blanchard) may never reach a level of extremely high excellence. ▪ Also known as Behavioral Theory. Fiedler’s Contingency Theory (Fred Fiedler) ▪ Proposes that leadership must be adaptive on System 4: Participative Group ▪ Hinges on the match between situational the members willingness and readiness for a Managers have complete trust. favorability and leadership orientation. task. Always seek subordinates’ input before ▪ Any individual’s leadership style is effective making decisions. only in certain situations. Directing Supporting Communication is free flowing in all Employee is unwilling Employee is unwilling, directions, but it may overflow or distorted. Path-Goal Theory (Robert House) and unable. but able. Great reliance on teamwork. ▪ Level of knowledge when it comes to their Coaching Delegating Employees work on goals that they have a goal. Employee is willing, Employee is willing say in developing and as a result, there is a ▪ Proposes that leader effectiveness depends 4 Industrial/Organizational Psychology but unable. and able. More information, influence, confidence, & typically seen in a war. concern from leader. More dependable, highly Tactical Leader leads through the Vroom-Yetton-Yago Model of Decision (Victor involved & communicative than out group. (Disorganization) use of energy. Vroom, Phlip Yetton, & Arthur Yago) ▪ Out-Group: LQ relationship with the leader. ▪ Provide leaders with guidelines for decision Less compatible with the leader. Usually just FOCUSING ON HUMAN DRIVES: making. come to work, do their job, and go home. MOTIVATIONAL THEORIES ▪ 1-2 no decision making among employees ▪ Focuses on what makes people do what they and problem sharing. Impact Theory (Geier, Downey, & Johnson) do. ▪ 3-4 with roblem sharing. (individual & group) ▪ Leadership style and climate. ▪ 5 groupsharing. ▪ Leadership must be contingent on the Need Base Theories of Motivation: environment. ▪ Explain work motivation in terms of the extent Uses all available to which employees satisfy important needs Autocratic I information, no consultation. Leadership Style Climate in the workplace. Obtain info from Provides info in a climate Autocratic II subordinates, make own Informational of ignorance, where Need Hierarchy Theory (Abraham Harold decision. (Ignorance) important information is Maslow) Shares problem on an missing from the group. ▪ Maslow attempted to create a “universal” Consultative I individual basis, makes own Lead through energy and theory that would explain the driving forces decision. Magnetic optimism but behind all purposeful behaviors. Shares problem as a group, (Despair) characterized by low ▪ Need to attain the first need before Consultative II morale. proceeding to the next level of need and so on. make own decision. Shares with the group, let Leads by virtue of the ▪ More like chronological. Group 1 them decide. Position power inherent in that (Instability) position, where people are Self- Personal goals. Leader-Member Exchange (LMX) Model (George not sure what actions to Actualization Graen & Mary Uhl-Bien) take. Constructive feedback and Esteem ▪ Proposes that leaders develop, with each Leads by liking and caring praise. subordinates a unique relationship that is Affiliation about others, when worry Social Team environment largely based on social exchange. (Anxiety) predominates the people. Proper safety procedures and Safety ▪ In-Group: HQ relationship with the leader, Leads by controlling communication. developed trusting and friendly relationship. Coercive (Crisis) reward and punishment, Physiological Appropriate pay, comfortable 5 Industrial/Organizational Psychology conditions, decent facilities. and achievements. you should incease the hygiene factors. Likes to work alone. ▪ Hygiene Factor= Dissatisfaction ERG Theory (Clayton Aldefer) Need for Wants to belong to the ▪ Motivating Factor= Satisfaction. ▪ Unlike Malow’s theory, ERG Theory allows for Affiliation group. the possibility that needs do not have to Wants to be liked and will Hygiene Factors Motivating Factors operate in a strict hierarchical fashion. go along with whatever the Pay Level of ▪ Interchangeably rest of the group wants to Fringe benefits challenges. ▪ Parallel on the theory of Maslow. do. Relations with Level of autonomy ▪ Simplify theory of Maslow. Prefers collaboration over coworkers. or discretion. competition. Physical working Intrinsic interest Growth Relatedness Existence Doesn’t like high risk or conditions. Oppurtunities for Learning and Feeling Feeling like a uncertainty. creativity. developing connected to valued part of Need for Wants to control and new skills. colleagues the team and Power influence others. Job Characteristics Theory (Greg R. Oldham & J. and having organization. Likes to win agreements. Richard Hackman) positive Enjoys competition and ▪ Job Satisfaction relationships. winning. ▪ Job Redesign Process: Enjoys status and ✓ Job Rotation Three Needs Theory (David Clarence recognition. ✓ Job Enlargement McClelland) ✓ Job Enrichment ▪ Rather than focusing on multiple needs, the ▪ Identified five factors that mediates work Job Based Theories of Motivation: emphasis has been primarily on the Need for experience: ▪ Place the source of motivation primarily in the Achievement in explaining differences content of jobs that employees perform. between people in goal-directed behavior. Core Job Characteristics ▪ To motivate the employee to work, we need to ▪ Derived from the TAT theory of Murray. Using a wide range of change the content of the job. Skill Vriety skills and abilities in your Need for Sets and accomplishes work. Two-Factor Theory (Frederick Herzberg) Achievement challenges. Task Identity Completing a whole and ▪ To truly motivate people, according to Takes calculated risks. Herzberg, the content of the jobs that people meaningful piece of work. Likes to receive regular perform was the key. Feeling wor work has an Task Significance feedback in their progress ▪ Everytime you increase the motivating factors, impact on others. 6 Industrial/Organizational Psychology Having control over how Issues Related to Equity: Difficult goals are more Autonomy Difficulty you perform your work. Distributive Perceived fairness of motivating than easier goals. Getting clear information Justice outcome. It hinges on a person’s belief Feedback Acceptance on your performance Perceived degree to which that a goal is attainable. Interactional one is treated with dignity Specifying a particular level of Cognitive Process Theories of Motivation: Justice and respect. Specificity performance is more ▪ Emphasize the decisions and choices that Procedural Perceived fairness of process motivating. employees make when they allocate their Justice used to determine outcome. Feedback on the goas should Feedback efforts. Organizational Overall perception of what is be considered. Justice fair in the workplace. Goals need to be accepted by Commitment Cognitive Adjustment the individual. ▪ You change how you view things. Expectancy Theory of Motivation (Victor Vroom) Behavioral Approach to Motivation: Equity Theory (John Stacy Adams) ▪ According to Vroom, the belief that one’s ▪ Humans tend to view social interactions as efforts will allow one to perform a given Organizational Behavior Modification being much like economic transactions. That behavior is referred to as expectancy and is ▪ Focusing on behavior. is, we tend to view relationships with others, typically denoted as effort-to-performance (E ▪ Emphasize principles of learning. as well as transactions with institutions (e.g., → P). ▪ Reinforcement can be defined as any work, government), in terms of what we give stimulus that increases the probability of a and what we receive. Belief that effort will lead to target behavior. ▪ Based on the premise that our levels of Expectancy good performance. ▪ Punishment can be defined as any stimulus motivation and job satisfaction are related to Belief that good that decrease the probability of undesirable how fairly we believe we are treated in Instrumentality performance will be behavior to occur. comparison with others. rewarded. ▪ Schedules of Reinforcement describe various ▪ Inputs- Those elements that we put into our Importance or value placed strategies that can be used to administer jobs. Valence reinforcement. on the rewards offered. ▪ Outputs- those elements that we put into our jobs. Goal Setting Theory (Edwin Locke and Gary Interval Schedules (Time) ▪ Motivation decreases when our input/output Latham) Fixed-Interval Schedule ratios are lower than others. ▪ The idea that human behavior is motivated An exact amount of time passess betweern and regulated by goals and aspirations. each reinforcement. 7 Industrial/Organizational Psychology Ex. Getting the paycheck every two weeks. APPLYING THEORIES OF MOTIVATION: Yung result ng productivity will Gain Variable-Interval Schedule PUTTING INTO ACTION be converted and divided Sharing A varying amount of time passess between among the meployee. each reinforcement. Rewarding Excellent Performance Pwede maka-acqire iilang Stock Ex. Check-ins of Management. stocks sa company yung Options Ratio Schedules (Responses) Timing of the Incentives employee. Fixed-Ratio Schedule ▪ Premack Principle (Grandma’s Rule) - Rewarding an individual after doing Flexible Arrangement Reinforcement occurs after a fixed number something unfavorable/undesirable of responses. behavior. Flextime Ex. Commision-based sales - Ex. You give a child an ice cream after she You can go to the company Variable-Ratio Schedule Gliding ate vegetables. anytime, hindi kailangang Reinforcement occurs after a varying Time magpaalam. number of responses. Types of Incentives Kailangang magpaalam Ex. Employees of the month program with ▪ Financial Rewards- using financial reward as Flexitour everytime you tour around the varying criteria. a bonus for accomplishing certain goals. company. ▪ Recognition Reward- reward through Reduce Hours Reinforcement (Increase Target Behavior) recognition program. Part-time 4 hours of work and paid for 4 Positive Negative ▪ Travel Reward- offer travel rewards rather Work hours of work. Reinforcement Reinforcement than financial. Peak 4 hours of work but pay is Increases the target Increases the target Time equivakent for 8 hours of behavior by adding behavior by taking Individual Vs. Group Based Incentives Pay work/paid for fulltime. something desirable. away something Casual Contract of service kind of work. adverse Individual Incentive Plan Work Punishment (Decrease Udesirable Behavior) Merit Pay Performance Appraisal Job 2 person occufying one job title. Positive Negative Piecework Ilan nagawa Sharing Punishment Punishment Commision Ilan nabenta Compressed Work Hours It involves the Involves the removal Group Incentive Plan 4 days of work, 10 hours work per day. addition of an adverse of a desirable Profit Yung sobra sa target profit Work From Home stimulus to decrease stimulus to decrease Sharing hahatiin para sa employee. Remote work behavior. behavior. 8 Industrial/Organizational Psychology Open System Theory (Daniel Katz & Robert L. Little subordinate under one supervisor. Low Specialization Kahn) Necessary when employees perform novel Decentralized ▪ We are looking at how we can transform or complex task, highly interdependent As organizations grow, however, they organization based on environment. work with others. diversify and their environments become ▪ Organization develop and change overtime as More supervisory decisions and coaching is more complex. Senior executives aren’t a result of both external and internal forces. required because employees tend to able to process all the decisions that ▪ Inputs- raw materials, human resources, experience more conflict with each other, significantly influence the business. energy, machinery. which requires more of a manager’s time to Consequently, larger organizations typically ▪ Throughputs- production processes, service, resolve. decentralize; that is, they disperse decision and training. Minimal reports per manager. authority and power throughout the ▪ Ouputs/Feedback- product, services, and Wide Span of Control organization knowledge. Many subordinates under one supervisor. Fast changes of trends. Possible when employees perform routine High Specialization Change Masters (Rosabeth Moss Kanter) Formalization jobs, because there is less frequent need for direction or advice from supervisors. Formalization is the degree to which More direct reports per organizations standardize behavior through manager. rules, procedures, formal training, and related Tall Many levels, Vertical mechanisms. Flat Little levels, Horizontal High Centralization vs. Decentralization Many rules and regulations. Centralized Low Means that formal decision-making Informal, little to no definite rules and authority is held by a small group of people, regulation. B. ORGANIZATIONAL STRUCTURES AND typically those at the top of the Departamentalization SYSTEMS organizational hierarchy. Specifies how employees and their actovities Most organizations begin with centralized are grouped together. 6 Elemens of Organizational Structure structures, as the founder makes most of Simple Structure (Start-up Business) Span of Control the decisions and tries to direct the There is minimal hierarchy—usually just Refers to the number of people directly business toward his or her vision. employees reporting to the owners. reporting to the next level in the hierarchy. Gradual Change Employees perform broadly defined roles Narrow Span of Control because there are insufficient economies 9 Industrial/Organizational Psychology of scale toassign them to specialized jobs. The divisional structure (sometimes called Mechanistic vs. Organic Structure The simple structure is highly flexible and the multidivisional or M-form structure) ▪ A mechanistic structure is characterized by minimizes the walls that form between groups employees around geographic a narrow span of control and high degree of employees in other structures. areas, outputs (products or services), or formalization and centralization. Mechanistic However, the simple structure usually clients. structures have many rules and procedures, depends on the owner’s direct supervision Decentralized limited decision making at lower levels, tall to coordinate work activities, so it is very Low formalization hierarchies of people in specialized roles, and difficult to operate as the company grows Wide span of control vertical rather than horizontal communication and becomes more complex. Geographic divisional structure- flows. Tasks are rigidly defined and are altered Centralized organizes employees around distinct only when sanctioned by higher authorities. Low specialization regions of the country or world. ▪ Companies with an organic structure have Low formalization Product/service divisional structure- the opposite characteristics. They operate Wide span of control organizes employees around distinct with a wide span of control, decentralized decision making, and little formalization. Overlapping of task as no specialization. outputs. Tasks are fluid, adjusting to new situations Functional Structure (Specifity) Client divisional structure- organizes employees around specific customer and organizational needs. Growing organizations usually introduce a functional structure at some level of the groups. hierarchy or at some time in their history. High specialization A functional structure organizes employees Team-based structure around specific knowledge or other Ad-hoc-created for a reason. resources Decentralized Division of organization base on Narrow span of control specialization. Low formalization Decentralized High specialization High specialization Matrix High formalization Combination of at least 2 structures. Narrow span of control Whatever the cons will stay. Oganizational Design Stagnancy in terms of work/learning. Network Structure Divisional structure/multi-divisions/m-fom Outsourcing External Environment (Distinc Regions/Areas) Dynamic vs. Stable Environement 10 Industrial/Organizational Psychology Rate of change IVDA= There are many ▪ HRM- They are interchangeable. Dynamic= Organic Sturcture, Stable= ways to do the output Analyzability Mechanistic Structure LF. Organization (Process) Complex vs. Simple Environment High task complexity= ▪ Relationship among workers. Functions Organic Structure Complex= Decentralized, Simple= Ergonomics Centralized Organizational Strategy ▪ Environmental factors affecting the work. Diverse vs. Integrated Environment ▪ You should know first what are the four business element to analyze the strategy. DIFFERENTIATING FIELDS IN I/O PSYCHOLOGY Specialization/Structure Diverse= Functional Structure. Integrate= Four Business Elements Development and Management Simple Structure Hostile vs. Munificent Environment Leadership Organization The individual The structure, HRM (Abundance of Resources) responsible for processes and ▪ Focused on a broaden set of functions related Resources developing and operations by which to managing the employee lifestyle within Hostile= Organic Structure, Munificent= deploying the strategy the strategy is organization. Mechanistic Structure and monitoring deployed. ▪ Manpower Planning results. Staffing Organization Size Job People Developing ▪ Big= Monitoring Small= The necessary roles The experience, skills, and responsibilities. and competencies Maintaining Relationshp ▪ The more the size increase, the more it should needed to execute the Managing Relationships be decentralized. ▪ C/D= IS-ID, specialization= IS-IS strategy. HRD C. HUMAN RESOURCE DEVELOPMENT AMD ▪ Primarily concerned with the growth and Technology HUMAN RESOURCE MANAGEMENT development of an organizational human resources. Variability DVIA= Theres a way to ▪ Future Focus (Output) What is i/o psychology?: Defining the field and do it HF. Learning its branches Madali yung task= Career Development Mechanistic Structure Employee Engagement Personnel 11 Industrial/Organizational Psychology Empowerment Development and Training Job Title Brief Summary Similarities of HRM & HRD Employee Training Work Activities ▪ Performance appraisal ▪ Patch-up current problem. Tools and Equipement Used Talent Management ▪ Subset of HRD that focus on improving job- Job Context Training related skills and knowledge. Work Performance Compensation Information Resource and Organizational Development HRD Job Competencies ▪ Anticipated problem OD ▪ Performance Management Job Evaluation ▪ Focuses on improving the organization’s Career Development overall health and effectiveness. Talent Management ▪ Organizationl Culture Change Succession Planning Process Re-Engineering Empoyee Training Strategic Planning Job Analysis HRD ▪ Cornerstone of human resource ▪ Primarily concerned with the growth and management. development of an organization’s human ▪ Writing Job Description resources. Employee Selection ▪ Career Development Training Recruitment Talent Management Personpower Appraisal ▪ Finding the right person for the job. Succession Planning Job Classification Performance Management Job Evaluation Internal Recruitment Employee Training Job Design ▪ Recruitment inside the company. Compliance with Legal Guidelines Similarities of HRD & OD Organizational Analysis Types of Internal Recruitment ▪ Leadership Isa lang i-promote among Development Job Description Competitive sa mga nakapasa sa Change Management ▪ Output of Job Analysis certain exam. Team Building ▪ Elements of a good job description: 12 Industrial/Organizational Psychology Lahat ng nakapasa sa Public Employment Most company used this. Non-competitive exam ay ipo-promote. Agencies- designed to This should be used to Unstructured help the unemployed establsh rapport. External Recruitment find work, but they ▪ Recruitment outside the company. often offer services such as career Interview Style Types of External Recruitment advisement and One-on-one One interviewer, on applicant. Newspaper Ads: resume preparation. Serial Series of single interviews. Respond by calling An employer obtains a Similar to serial interviews Media Apply-in-person mailing list and send help- with difference being a pssing Advertisements Send-resume ads Direct Mail wanted letters or brochures Return of time between the first and Blind box to people through the mail. subsequent interviews. Electronic Employer-based Websites Panel Multiple interviewers, one Internet Media Job Boards applicant. Point-of Internet Recruiters Group Multiple applicants, one Purchase Social Media interviewer. Methods Designed to provide Serial-Panel- Series of panel and group Campus Recruiters Job Fairs information in a personal Group interview. Outside Recruiters: fashion to as many Employment applicants as possible. Interview Medium Recruiter Agencies- outsourced Both the applicant and agencies that helps the Emplyment Interviews Face-to-Face interviewer are at the company for ▪ Selecting the best method to hire and same room. recruitment. applicant. Often used to screen ✓ Contingency Telephone applicants but do not ✓ Retainer Interview Structure allow the use of visual Executive Search Base on the job cues. Fims- the jobs they description. The applicant and the represent tend to be Structured The same questions must interviewer can hear and be asked among the Videoconference higher-paying-non- see each other, but the entry level positions. Applicants. interview is remote. 13 Industrial/Organizational Psychology Involve the applicant Approaches to Scoring Interviews Chronological Written answering a series of Right/Wrong Scored on the basis of ▪ List of previous jobs in order from the most to written questions. Approach correctness of answer. least recent. Typical Answers are compared to a Reason for Avoiding Unstructured Answer benchmarks. Functional Employment Interviews Approach ▪ Organizes jobs based on skills required to Poor Intuitive Points are provided for each perform them rather than the order they were Key-Issues Ability part that matches the scoring worked. Approach Non Verbal key. Cues Psychological Primacy Effect First impression affected the Getting Away with Problems in Interviews ▪ Contains the strengts of both chronological evaluation. You joined the annual and functional styles. Clarifier the interview performance of summer. What is that? Contrast one applicant may effect the Can you work onsite 80% OTHER SELECTION METHODS Disqualifier ▪ Selecting the best method to hire an Effect interview score given to the of the time? next applicant. You listed that you are applicant. Skill-Level Interviewee will recive a proficent in excel. Can Determiner Interviewer- higher score if she is similar you create a pivot table? Interviewee to the interviewer in terms of What did you do when a Past-Focused Similarity personality, attitude, gender, customer went berek? or race. How would you handle an Future-Focused Interview irate customer? Appearance What type of workplace Organization Fit Lack of Job best fit for you? Relatedness Negative Negative information Resume Information apparaently weighs more ▪ Summaries of applicant’s professional and MAKING THE HIRING DECISIONS: WHICH Bias heavily than poitive educational background. APPlICANT TO HIRE? information. ▪ History of your life or advertisement of your Hiring Decisions skills. Unadjusted Applicants are rank-ordered on Top-Down the basis of their test scores. 14 Industrial/Organizational Psychology The names of top three scorers WHY IS THERE A NEED TO APPRAISE? ✓ Subordinates Rule of are given to the person making ✓ Customer Three the hiring decision. Feedback and Training ✓ Self-appraisal Determines the lowest score on ▪ The most important use o performance a test that is associated with evaluation is toimprove employee Focus of the Appraisal acceptable performance on the performance byproviding feedback about ▪ Rating what matters. job. what employes are doing right and wrong. Cocentrates on such Trait Focus Passing Multiple-CutOff- The employee attributes. Score applicants would be Determining Salary Increase Competency Concentrates on employees administered all of the test at ▪ One important reason for evaluating Focus KSAO’s. one time. Simultaneous employee is to provide a fair basis on which to Organized by the similrity of determine an amployee’s salary increase. Task Focus Multiple-Hurdle- Applicant is tasks that are performed. administered one test at a time. On the basis of goals to be One at a time. Making Promotion Decisions Goal Focus accomplished by the Attempts to hire the tp scorers ▪ Care should be taken to ensure that employee employee. Banding while allowing some flexibility for is evaluated well on the job dimensions that Contextual Focuses on prosocial affirmative actio. are similar to those of the new position. Focus organizational behaviors. Rejecting an Applicant Making Termination Decisions Employee Comparisons ▪ When things go awry. ▪ The results of a performance review might ▪ Methods for comparing employee Personally addressed and signed. suggest that best course of action is to performance. terminate the employee. Rank Order Appreciation for applying for the position. Paired- For every trait, you compare Compliment the applicant’s qualifications. Conducting Organizational Research Comparisons every employee ith every A comment about the high qualifications of ▪ A final research for evaluating employees is other employee. other applicants and the individual who was for personnel research. Forced Managers places pre- actually hired. Distribution determined percentages of A wish of goodluck and a promise to keep the A 360-Degree Feedback ratees into performance applicant’s resume on file. ▪ Conducted by: categories. ✓ Supervisor ✓ Peer EVALUATING EMPLOYEE PERFORMANCE: 15 Industrial/Organizational Psychology Tools for Rating Employee Performance scale. Habitual Neglect Operation. ▪ Identifying Employee Performance. Strictness- rater is very strict of Duties Comparison Comparing the employee’s and gave employees lower ▪ Fraud with Others level of performance with scores, rates at the lower end ▪ Willful Breach of that of other employees. of the scale. Trust Graphic Rating A method of performance Central Tendency- rating all Scales appraisal that involves rating employee average. Following the Due Process employee performance on Behavioral Proximity ▪ Legal Process of Termination an interval or ratio scale. Checklist Contrast Served on the employee Behavioral Consist of a list of behaviors, Low specifying the ground or Checklist expectations, or results for Interrater grounds for termination and each dimension. Reliability Written Notice giving said employee Extent to The extent to which Sampling Recency Effects- rating the reasonable oppurtunity Which employee behavior meets Problems employee based on their within which to explain his Expectations the expectations of the recent performance rather side. Were Met organization. than their overall During which the employee Frequency of Behaviors can be rated performance of the year. concerned, with the Desired based on the frequency with Infrequent Observation assistance of counsel, if he Behavior which they occur. Cognitive Emotional State so desires, is given Processing of Bias Hearing oppurtunity to respond to the Observed Notice change, present his Rating Errors Behavior evidence, or rebut the ▪ Problems in Rating Performances. evidence presented against Implicit Bias Halo Error- influence of him. rater’s general impression on Making Termination Decisions Of termination served on the ratings of specific ratee ▪ Legal causes for termination. employee, indicating that qualities. Just Cause Authorized Cause Behavioral upon due consideration of all Horn Error- ▪ Serious ▪ Redundancy Checklist the circumstances, grounds Range Leniency- rater is very Misconduct ▪ Retrenchment to have been established to Restriction lenient and gave the ▪ Willful Prevent Losses. justify his termination. employees higher scores, Disobedience ▪ Closure or rates at the higher end of the ▪ Gross and Cessation of 16 Industrial/Organizational Psychology Twin Notice Rule: Jurisdprudence has Classroom Training ▪ expounded on the guarantee its implementation ▪ Instructors may convey a great deal of by reiterating that the employer must furnish the information in a relatively short time. Video/Audio worker to be dismissed with two written notices ▪ Common training method. ▪ before termination of employment can be effected. Lecture Interactive Video ▪ Instructor physically stands in fron of the ▪ Podcast Needs Analysis student and then discuss the theme or certain ▪ Webinar ▪ Determining training needs. topic. ▪ Webcast Established goalss and objectives. Case Study On-The-Job Training Economic analysis ▪ Trainees study the information provided in the ▪ Infromal training and development that Organizational Personpower analysis case and make decisions based on it. permits an employee to learn job task by Analysis and planning ▪ Provides trainees with the opportunity to actually performing them. Climate and attitude sharpen critical thinking skills. ▪ Transfer knowledge from highly skilss surveys experienced worker to a new employee, while Resource analysis Simulation maintaining the productivity of both workers. ▪ Allow the trainee to practice newly learned Task inventories skills and work with the equipment under Modeling Interviews Task Analysis actual working conditions. ▪ Performance appraisal ▪ Role Play- participants are rquired to respind Observation to specific problems they may encounter in Job Rotation Job descriptions their jobs by acting out real world situations. ▪ Performance appraisals Learning by doing the task, perform necessary Surveys interpersonal skills by acting out simulated Apprenticeship Person Interviews roles. ▪ Combines classroom method with OJT. Analysis Skill and knowledge ▪ Behavioral Modeling ▪ Coaching - takes in two forms: experienced testing employes and professional coaches. Critical incidents Distance Learning ▪ Mentoring - a veteran in the organization takes special interest in a new employee and CHOOSING THE BEST METHOD: TRAINING Printed Materials helps him ot only o adjust to the job but also in METHODS 17 Industrial/Organizational Psychology the organization. Methods for Enriching Jobs Listening Styles Job Rotation Workers are rotated among ▪ How employees process communication. Criteria for Evaluating Training Results variety of jobs, spending Listens only for words that ▪ Quantifying Results certain length of time each. indicate pleasure. Training can be evaluated by Job Horizontal job loading. Leisure Content Ex. Natandaan niya lang joke comparing training content to Enlargemnet More tasks ng lecturer. Validity the KSAO’s needed. Job Enrichment Vertical job loading. Listen only for the main Employee Employee are asked their More responsibility ideas. Reactions opinions of a training program. Maganda pagawin minutes Employee Measuring how much Inclusive of the meeting kasi alam Learning employees learned from it. niya paano kunin important Determining the extent to which details. Training employees apply the material Listen to the way Application taught in a training program. Stylistic communication is Business Determining whether the goals presented. Impact of the training were met. Focuses on the facts. the amount of money an Mabilis ma-bored. orgnization makes after ROI As long as they understand subtracting the cost of training Technical the topic easily, they tend to or other interventions. wanting to proceed on the next topic. Organizational Commitment Reaction to information overload Tunes in to the feelings of ▪ What makes people stay? ▪ When lines are overworked the speaker and non-verbal Strong emotional attachment Emphatic Affective ques. with work. Omission Ex. Natandaan niya lang Normative Sense of obligation to stay. Error emotion nung speaker. Continuance Fear of loss. Queuing Non- Attends only to information Escape Conforming that is consistent with her ADDING MORE VALUE AND WORTH: Use of a Gatekeeper way of thinking. ENRICHING JOBS Use of Multiple Channels 18 Industrial/Organizational Psychology Leadership Motives D. TEAM DYNAMICS Investigation Stage Recruitment/reconnais ▪ What inspires a leader. sance. Affective You really want to Definition of a Group: What makes a group? Socialization Accomodation/assimila Motivation lead. Stage tion Noncalculative You want to lead for Group Maintenance Stage Role negotiation- Motivation personal gain. Perception You are identified as a Clashes between You lead/ought to lead as a Unit member of the group. groups, how will you Socia-normative because other people Group handle it? Motivation wants you to lead. Rewards Rescocialization Accommodation/Assim Ex. Cory Aquino Corresponding May bilang ka sa Stage ilation Effects group. Remembrance Tradition/reminisence- UNDERSTANDING POWER: WHAT MAKES A Your absence has an Stage nabuwag LEADER POWERFUL? impact sa group. Common You share the same Factors Affecting Group Performance Bases of Power Goals goals. ▪ Processing the group. ▪ John R.P. French and Bertram Raven. The pattern through which Communication Expert When you have the Models of Group Development information flows within a Structure Power knowledge and skills about ▪ Bruce Tuckman and Mary Ann Jensen group. something, you can lead. Forming Getting to know each other. The extent to which its Legitimate When you have the position Stage members assume different Group Roles Power to lead. Storming Disagreement and resistance. roles (Task, social, and Reward When you have the power to Stage individual oriented). Power give something as a reward, Norming Establishment and Individual dominance is you can lead. Stage acknowledgement of roles. Individual when one person Coercive Performing Working towards Dominance disproportionately When you have the power to Power Stage accomplishment of team goals. influence a group. punish, you can lead. Adjourning Group members reflect on their When a desire for harmony Referent When you have the Stage experiences in the group. in a group leads to poor Power characteristic that can Groupthink decision-making by stifling attract or when you have the Models of Group Specialization dissenting. charisma; people loves you, you can lead. ▪ Richard Moreland and John Levine 19 Industrial/Organizational Psychology Presence of Involves the positive and Merong point person other group members are not Others negative impact of others. Centralized where communication is Sucker Effect working hard and does are Defined by members’ relay. “playing him for a sucker”, the mutual liking and trust, May leader or mediator. decide that they will no longer Cohesiveness commitment to team goals, Open Can communication with be playd for a sucker and thus and shared sense of pride. anyone. reduce their effort. Circles Everyone is given the Factors Affecting Group Cohesiveness chance to start the Cauaes of Interpersonal Conflict ▪ Processing the group. communication. ▪ When things don’t work. The homogeneity of group is Conflict is most likely to Homogeneity the exent to which its Impact of Presence of Others occur when individuals or Belief members are similar. ▪ Facilitating and Inhibiting Behaviors grouos believe that they Refers to the consistency and Social Involves positive effect of are superior to others. Stability longevity of individuals within Facilitation presence of others on When the completion of a Task a group or organization. individual’s behavior. task of one person affects Interdependence Groups that are pressured by Social Involvesthe negative effects of the completion of another. Outside outside forces also tend to Inhibition other’s presence. Physical, cultural, and Pressure Communication become highly cohesive. Audience Takes place when a group of psychological barriers that Barriers The higher the group’s status, Effect people passively watch an interferes communicatio. Group Status the greater its cohesiveness. individual. Personality Conflict is often the result Groups are most cohesive and Co-Action the effect on behavior when of people with Group Size perform best when group size two or more people are incompatible is small. peforming the same task in the personalities who must Groups that are isolated or presence of one another. work together. Isolation located away from other When things are going well, a Disagreement about Jurisdictional groups tend to be mpre Free Loader group member realizes that his geographical territory or Ambiguity cohesive. Effect effort is not necessary and this lines of authority. does not work hard as he When the demand for Competitions Communicating Structure would if he were alone. resources is a greater that for Resources ▪ Processing the group. Social loafing occurs when a what is available. Chain group member notices that 20 Industrial/Organizational Psychology Cauaes of Organizational Conflict Avoiding Ignore conflict and asked to help the two ▪ When things don’t work. hope it will resolve parties reach an Employee’s role and itself. agreement. Role Conflict expectation are not the Triangling- occurs It depends whether we same. when an employee follow or not the Role Ambiguity Roles and expectations discusses the conflict mediators decision. are unclear. with a third party. High process control, Role Overload Psychologically unable to Low asertiveness, low low decision control. fulfill tasks. cooperativeness. Ex. File a case in Dole. Person- Mismatched KSAOs to the Compromising We try to meet Binding organizational Fit organizations. halfway. Arbitration A method of resolving Adopts give-and-take conflicts in which a Interpersonal Conflict-Handling Styles tactics that enable neutral third party is ▪ Mary Parker Follet each side to get some asked o shoose which ▪ Assertiveness- motivation to satisfy one’s of what it wants. side is correct. own interest. Kagustuhang manalo. Low process control, ▪ Cooperativeness- motivation to satisfy Third Party Intervention Strategies high decision control. other party’s interest. Kagustuhang ma- ▪ When things don’t work. Ex. File a case in Dole. solusyonan yung problem. Inquisition A method of resolving Non-binding Forcing High assertiveness conflicts in which a low cooperativeness.