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Work & Organisational Psychology - Shorted Summary
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BookChapter 1: Industrial-Organizational Psychology
Chapter 4: Job analysis & performance
Chapter 3: Individual differences and assessment
Chapter 6: Staffing decisions
Chapter 8: Motivation to Work
Chapter 10: Stress & Worker Wellbeing
Chapter 7: Training & Development
Chapter 11: Justice & diversity
Chapter 12: Leadership
Chapter 13: Teams in Organizations
Articles
Schmidt & J.E Hunter (meta analysis)
Beus & Whitman (2012): the relationship between typical anWhat d maximum performance
S. Kerr: On the Folly of Rewarding A, While Hoping for B
Ordonez: Goals Gone Wild
Saks & Burkes: Training evaluation & transfer of training
Dunlosky: Improving students learning with effective learning techniques
Caresoli: Intrinsic motivation & Extrinsic Incentives
Latham & Brown: Learning vs Outcome goals
Seijts & latham: Goals & performance goals
Dermoteli: Work related Flow energy & work from home
Kahneman & Deaton: High income improves evaluation of life not emotional well being
Greip: Effects of Unemployment & Job insecurity
Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011): Key questions regarding work engagement.
Derous, Royal & Nguyen (2012): Multiple categorisation in resume screening
Greenburg: Organizational Justice
, Book
Chapter 1: Industrial-Organizational Psychology
- I-O Psychology divided into personnel, psychology, organizational & human engineering
- Personnel: Human resources management such as recruitment, selection training,
promotion, transfer termination, etc.
- Organizational: combines social & organizational behavior to address emotions &
motivation. Characteristics of people & demands of work.
- Contextual
- Human Engineering: the capacities & limitations of humans in the environment.
Finding the best person for the job. Developing a good environment, etc.
- Scientist-Practitioner Model: the use of scientific tools in I-O
- Employee green behaviors: contribute to the sustainable environment of the workplace
1) Conserving
2) Avoiding harm
3) Transforming
4) Influencing others
5) Taking initiative
- Culture: individuals share meanings and common ways of viewing things
- Global → national → organizational → group → individual
- Hofstede
1) Collectivist/Individualist: who is valued more, the group or individual
autonomy?
2) Power distance: distance between different power groups in culture
3) Uncertainty avoidance: avoidance of uncertain or unorganized situation
4) Masculinity/Femininity: the roles in society
5) Long-term/short term orientation: striving for goals with instant gratification
or long term
- Horizontal Cultures: small distance between individuals
- Vertical Cultures: big distance between individuals
- Effectiveness: evaluation of the results of performance, controlled by factors beyond
the actions of an individual
- Performance: actions behavior relevant to organizations goals measured in
proficiency
- Productivity: ratio of effectiveness to the cost of achieving level of effectiveness
- Munsterberg: individual and environmental interaction
- Cattell: individual differences in predicting behavior
Chapter 4: Job analysis & performance
- Campbell’s Hierarchical model of job performance
- Declarative knowledge: understanding on what is required to perform a task
- Motivation
- Procedural Knowledge: understanding
how to perform a task through practice
- Declarative & procedural impact
ability, personality, etc
, - If one of 3 is absent it is all 0
- Eight basic performance components
1) Job-specific task proficiency
2) Maintaining personal discipline
3) Demonstrating effort
4) Facilitating peer and team performance
5) Non job-specific task proficiency
6) Communication task
7) Supervision/leadership
8) Management/administration
- Criterion deficiency: actual criterion is missing information from what it is trying to measure
- Criterion contamination: a different criterion unrelated to behavior is included\
Performance
- Organizational citizenship behavior (OCB): behavior that goes beyond what is expected of
an employee
- Altruism: helpful behavior
- Compliance
- Collaboration
- Personality measurement predicts: conscientiousness
- Long term orientation
- Task performance: performance of what is expected of you
- Associated with cognitive ability
- Counterproductive work behavior (CWB): behavior that violates organizational norms and
threatens wellbeing
- S: selfish gain (theft)
- O: organizational gain (misstating profit)
- D: destructive (sabotage/assault)
- Lordstown syndrome: acts of sabotage, general motors
- Personality & lack of self control, injustice
- Reduce through: prompt punishment, genuine apologies to injustice,
Training, Humor & empathy
- Adaptive performance: flexibility & adaptability to changing circumstances
- Emotional stability & ambition positively related
- Expert Performance: been practicing for at least 10 years for 4 hours per day
- General intelligence, starting age & talent
Measures
- Objective performance measures: quantitative count of results (ex. Sales volume, complaint
letters)
- Judgmental measures: evaluation made by someone (ex. Supervisor yearly performance)
- Best form cause it accounts for influences outside of individual workers control
- Personnel measures: kept in a file (ex. Absences, actions, advancements)
- Performance appraisal: once a year by supervisor, frequent intervals of feedback, discuss
performance & future expectations
- Paired comparison: comparing a group of employees with another group
- Simple ranking: ranking from top to bottom on proficiency
- Employee comparison method: direct comparisons with individuals
- Behaviorally anchored rating scale (BARS):
- Behavioral observation scale (BOS):
Analysis
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