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Samenvatting Industrial and Organizational Psychology
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Samenvatting B&E2: Behaviour In Organisations
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Samenvatting Industrial and Organizational PsychologyAlleen tentamenstof
Thema 1
hoofdstuk 1 Introduction (pp. 3-10 tot History of the field of I/O psychology)
hoofdstuk 3 Job analysis (pp. 49-59 tot Methods of job analysis)
hoofdstuk 4 Performance appraisal (pp. 74-75 tot Why do we appraise
employees? / pp. 81-95 Gehele pagina)
hoofdstuk 10 Productive and counterproductive employee behavior (pp. 238-
239 tot Productive behavior: Task performance / 251-259 tot Box International
Research)
hoofdstuk 11 Occupational Health Psychology (pp. 263-290 Gehele pagina).
Thema 2
hoofdstuk 5 Assessment Methods for Selection and Placement (pp. 101-124
tot Electronic assessment)
hoofdstuk 6 Selecting Employees (pp. 131-145 tot Getting applicants to accept
and keep jobs offered)
hoofdstuk 7 Training (pp. 161-183 Gehele pagina)
Thema 3
hoofdstuk 8 Theories of employee motivation (pp. 187-206 Gehele pagina)
hoofdstuk 9 Feelings about work: Job attitudes and emotions (pp. 209-213 tot
The assessment of job satisfaction en 216-228 tot Organizational
commitment)
hoofdstuk 13 Leadership and power in organizations (pp. 319-343 tot Chapter
summary).
Thema 4
hoofdstuk 12 Work group en work teams (Gehele hoofdstuk)
hoofdstuk 14 Organizational development and theory (Gehele hoofdstuk)
,Thema 1 Werkplek
Hoofdstuk 1: Introduction (pp. 3-10)
What is I/O Psychology?
Two important aspects of the field:
Scientific study of the human side of organizations.
Application of the principles and findings of research.
Experimental psychology provided the historical basis for the field. Started in United States,
psychological testing of soldiers in WO I.
Psychology = science of behavior, cognition, emotion and motivation.
I/O Psychology contains two major divisions: industrial (personnel) and organizational. Both overlap.
Industrial is the older branch and takes a management perspective of organizational efficiency
through the use of human resources.
Organizational psychology developed from human relations movement in organizations and is
concerned with understanding behavior and enhancing the well-being of employees in the
workplace.
Major topics of the field cannot easily be strictly Industrial or Organizational. Example = motivation,
relevant to both.
I/O Psychologists do not deal directly with employees’ emotional or personal problems; this falls in
the domain of clinical psychology.
In UK the field is called Occupational Psychology. In Europe Work and Organizational psychology.
Activities and settings of I/O psychologists
Divide into practice and research.
Practice = use of psychological principles to solve real world problems.
Research provides those principles.
Activities overlap.
39% works for universities. 25% for consulting firms and 17% for private companies.
10% other, 9% government.
Effort is directed toward enhancing effectiveness and functioning of organizations as well as attempt
to change organizations to be healthier and safer for people to work.
I/O Psychology as a profession
In the US there is: Society for Industrial and Organizational Psychology (SIOP), which is a division of
the American Psychological Association (APA). SIOP is international; 12% from outside the US.
Most countries have their own professional associations. They have formed the European
Association of Work and Organizational Psychology (EAWOP).
,I/O Psychology as a science
Research for a specific organization to solve their particular problem (high quitting rate) or general
research to understand organizational phenomena.
Scientific journals include Journal of Applied Psychology (by APA) and Journal of Occupational and
Organizational Psychology, (by British Psychological Society).
Only 10-20% of submitted articles that survive peer reviewing will be published.
For professors there is a ‘publish or perish’ system > high pressure to publish papers in the biggest
journals. This is the same in all scientific disciplines and universities.
Hoofdstuk 3: Job analysis (pp. 44-59)
Two different categories of job analyses:
Job oriented: focus on the tasks that are done on the job
Person (employee) oriented: personal characteristics needed for the job.
Job Analysis is a method for describing jobs and/or the human attributes necessary to perform them.
Three elements in a formal job analysis:
1. Must be systematic: specify procedure in advance and follow it.
2. Job is broken into smaller units; describe components of jobs.
3. Result is a written product.
Job-oriented approach
Job-oriented describe tasks themselves or characteristics of tasks.
Example task self = completes reports after arresting.
Example characteristics of task = uses pencils and pens.
Brannick discussed hierarchy of five levels of specificity:
1. Position: collection of duties that can be performed by a single individual. Example = patrol
officer.
2. Duty: major component of a job. Example = enforce the law.
3. Task: complete piece of work that accomplishes an objective. Example = Arrest suspects who
violate the law.
4. Activities: individual parts that make up a task. Example = driving to suspects house to
perform arrest.
5. Element: very specific actions to accomplish activity. Example = turning on the engine.
Person-oriented approach
Person-oriented describes characteristics or KSAO’s. KSAO’s are:
- Knowledge; what a person needs to know
- Skills; what a person is able to do
- Ability; aptitude or capability to do or learn tasks, potential to develop skills.
- Other personal characteristics; anything relevant that is not covered by the aforementioned
three.
, Purpose of job analysis
Seven uses of job analysis discussed.
Career development Define KSAO’s necessary for advancement
Legal issues Show job relevance of KSAO’s
Performance appraisal Set criteria to evaluate performance
Selection Define applicant characteristics to be used as
basis for hiring
Training Suggest areas of training
Vocational counseling
Research
1. Career development. Career ladder = progression of positions for individuals who acquire the
necessary skills and job performance.
Competency systems have become popular to reward employees for acquiring knowledge and skills
that improve performance.
2. Legal issues; hiring of employees should not discriminate for age, color etc. Relevance of KSAO’s as
the basis for hiring rather than irrelevant characteristics (age, color, gender).
Essential functions = actions that must be done on a job.
Nonessential functions might be done occasionally but not important.
3. Performance appraisal. Critical incidents = instances of behavior that represent different levels of
job performance (poor incident versus good incident).
4. Selection.
5. Training.
6. Vocational counseling. Help people in making vocational choices; match person’s KSAO’s to
KSAO’s required in the job.
7. Research. Researches interested in the role of job requirements/tasks in many phenomena
(motivation, stress etc.).
How job analysis information is collected
Information comes from one of four sources:
Job analysts Job incumbents (betrokken partijen)
Supervisors Trained observers
Job incumbents and supervisors are subject matter experts (SME’s) ; people with detailed
knowledge about the content and requirements of the job.
People can collect information in four ways:
Perform the job Observe employees on the job
Interview SME’s Administer questionnaire to SME’s.
Each approach has advantages and disadvantages. In practice multiple approaches are used in
combination.
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