INTRODUCTION TO INDUSTRIAL/

ORGANIZATIONAL PSYCHOLOGY

I/O PSYCHOLOGY
> a branch of Psychology that applies the principles of psychology to the workplace

Principles of psychology:
- Principles of learning- used to develop training programs, incentives plans
- Principles of social psychology- are used to form work group and understand employee
conflict
- Principles of motivation and emotion are used to motivate and satisfy employees

Purpose of I/O psych:

- To enhance the dignity and performance of human beings and the organizations they
work in, by advancing the science and knowledge of human behavior
- To increase the productivity and well- being of employees

2 ways in achieving the goal and purposes of I/O psych:

The industrial approach ( the I in psych) focuses:
1. on determining the competencies needed to perform the job,
2. staffing the organization with employees who have those competencies and
3. increasing those competencies through training.

The organizational approach ( the O in psych)

1. creates an organizational structure and culture that will motivate employees to perform
well,,
2. give them the necessary information to do their jobs and
3. provide working conditions that are safe and result in an enjoyable and satisfying
work/life environment
Difference of I/O psych to business fields:
- I/O examines factors that affect the people in an organization as opposed to the broader
aspects of running an organization such as marketing channels, transportation networks and
cost accounting
- I/O psych relies extensively on research, quantitative methods and testing technique. They
are trained to use empirical data and statistics rather than intuition to make decisions
* note I/O psych are not clinical psychologist who happen to be in industry, and they don’t
conduct therapy for workers
-I/O psych conduct researches then make use of the result to improve the quality o life of the
employees
* note that most of our time is spent in doing our work loads… so if the employee is not
happy with his work then the family… the relationship will be affected
 MAJOR FIELDS OF I/O PSYCHOLOGY
1. Personnel psychology – the field of study that concentrates on the selection and
evaluation of employees:
The i/o psychologists and hrm professionals involved in personnel psychology study and
practices in such areas:
1. analyzing jobs
2. recruiting applicants
3. selecting employees
4. determining salary levels
5. training employees
6. evaluating employee performance
7. professionals working in these areas choose existing test or create new ones …. For the
selection and promotion
8. assigning monetary values to each position
9. Complete job description
10. construct performance-appraisal instruments
11. training employees

2. Organizational Psychology – the field of study that investigates the behavior of employees
within the context of an organization
Psychologist involved in this field are concerned with the issues on:
1. leadership
2. job satisfaction
3. organizational change
4. group process
5. conduct surveys of employee attitudes to get ideas about what employees believe are an
organization’s strengths and weaknesses
6. makes recommendations on ways problem areas can be improved
Implement organization- wide programs designed to improved employee performance
such programs( team building, restructuring and employee empowerment)

Human factor/ergonomics- a field of study concentrating on the interaction between human

and machines
Psychologist in this area concentrates on :
1. workplace designs
2. human machine interaction
3. ergonomics
4. physical fatigue and stress
5. usually work with engineers and other technical professionals to make the work safer and
more efficient
Sample activities:
Designing the optimal way to draw a map
Designing the most comfortable chair
Investigating the optimal work schedule

HISTORY AND DEVELOPMENT OF I/O PSYCHOLOGY

EARLY BEGINNINGS
division of roles in an organization
- Can be traced back to ancient Greece

The writing of Plato… The republic

Describes the selection and development for guardians, auxiliaries and workers ( which can
be considered as precursor of the principles of people management today)
China’s multiple hurdle assessment system for selecting bureaucrats that began 3000 yrs ago
- (The applicant will go through several procedures/steps in order to get the best
applicant)
- The current theories and practices in selection today is rooted with the system of China
- in Europe, 1920’s tapestries ( complicated procedures) are used in selecting applicants
for court positions
Biblically , the priest Jethro advises Moses on how to staff and organize ancient Israelites

DEVELOPMENT OF PERSONNEL AND INDUSTRIAL PSYCHOLOGY

- people management and principles and practices can be traced to ancient civilization
- As a scientific discipline, the study of human behavior at work can be traced to
Wilhelm Wundt

A. 1876 Wilhelm Wundt- who founded the first psychological laboratory

B. mid 1880’s- Wundt trained Hugo Munsterberg

1913 Munsterberg –
-the father of Industrial Psychology
-people are “replacement parts” that need to fit the organization needs
-an experimental psychologist who became interested in the design of work and personnel
selection for jobs such as street car operator and ship captains
1919 Walter Dill Scott-
- an experimental psychologist
- interested in studying salesperson and the psychology of advertising
-opened the first psychological consulting firm in 1919
- became the president of the American Psychological Association
- worked with Walter Van Dyke in developing methods for selecting and training sales
personnel
Prior to WWI
- it is referred as “economic psychology”, “business psychology and “employment psychology

-the advent of war drove the growth of the science of IO psychology

-The need for large- scale recruitment of soldiers led to the development of intelligence tests

Robert Yerkes and a team of psychologist created instruments such as:

A. Army Alpha ( verbal)- used for recruitment of soldiers who are literate
B. Army Beta ( non-verbal)-used for recruitment of soldiers who are illiterate

during world war II more assessment strategies were used to select soldiers who could
become officers and espionage positions
Human factors/ergonomics was born as a field when the focus was beyond selection
- The increased complexity of machinery led to researcher on the interface of machine
and persons ( birth of ergonomics)
- Focuses on understanding how people behave in relation to machine

BF SKINNER
Operant conditioning – learning through consequences/ behavior is a function of
consequences
Principle of Reinforcement
- Any behavior that is rewarded will be repeated
- Any behavior that is not rewarded will not be repeated

REINFORCEMENT
- anything that strengthens behavior
Kinds of reinforcer:
- consumable - social - Tokens - praises - Manipulative

TYPES OF REINFORCEMENT
- positive reinforcement
- negative reinforcement

TYPES OF REINFORCEMENT
- primary reinforcement - secondary reinforcement

- Intrinsic reinforcement
- Extrinsic reinforcement
SCHEDULES OF REINFORCEMENT
- CONTINUOUS SCHEDULE
- RATIO SCHEDULE
a. fixed ratio
 b. variable ratio
SCHEDULES OF REINFORCEMENT
VARIABLE INTERVAL SCHEDULE
a. Fixed interval
b. Variable interval/ intermittent
Points to consider
- SHAPING( behavior modification)
- AVERSIVE STIMULUS- anything that is unpleasant
PUNISHMENT
Behavior modification with operant conditioning
have a significant effect on:
- the design of training and development,
- employee rewards
- employee disciplinary systems
Impact of World War 1
(WW 1 to the great depression )
- the application of the psychological tools and techniques developed for the military to
private industries
Impact of World War 1
Companies began adopting the use of:
- mental ability test
- Job standards for hiring
- Career progression
- Performance ratings
- Training in the context of hiring apprentices and workers
Labor relations movement
- The advent of the depression and the unemployment in the US highlighted issues of job
security
- The lack of job security gave rise to labor union that were ligitimized when the US
enacted its Magna Carta of Labor in 1935
- The rise in unionism and interest in labor-management relation

Scientific management and Organizational Psychology

The Pioneers of scientific management:
1. Adam Smith-
- an economist;
- whose classic doctrine Wealth of Nations
- that division of labor raised productivity by increasing worker’s skills and saving time lost in
changing tasks
Adam Smith on scientific management
- Advocated for the creation of labor saving inventions and machinery
- His works paved the way of assembly-line production processes
2. Charles Babbage on scientific management
- Expanded on the virtues of division of labor arguing that it reduces time to learn a given task
- Allows a higher level of skills
- Provides for matching people’s skills and abilities with a given task
- Charles Babbage
- That division of labor can be applied to mental work
- This became the foundation for the specialization of profession in today’s world
3.Frederick Winslow Taylor on SCIENTIFIC MANAGEMENT
- was primarily interested in removing all inefficiency from the workplace,
- he targeted his efforts toward the manual worker, aiming to increase their productivity and
reduce their judgment.
- Frederick Taylor
- Time and motion study
- Identify the best way to perform a task and increase productivity
- As a result he invented scientific management, which was based on four principles

Principles of scientific management

1. The most efficient way of doing a task should be worked out scientifically;
- THERE IS THE BEST WAY TO DO THE JOB
2. Workers should be carefully selected and trained to do the work in this way;
- THERE IS THE BEST PERSON WHO CAN DO THE JOB
Principles of scientific management
3. Workers should do their work under the close supervision and control of management and
be paid a bonus for doing exactly what they say;
- CLOSE SUPERVISION AND WITH PROPER PAY AND REINFORCEMENT
4. Management should take over the planning and thinking part of the work.
-TEAMWORK BETWEEN WORKERS AND MANAGEMENT

Frank and Lilibeth Gilbraith

- The colleagues of Taylor
- They implemented the scientific management principles by breaking down job
components into steps in order to create the most efficient work procedures that would
reduce fatigue and increase efficiency
Henri Fayol( French industrialist)
- Universal functions of managers and identified principles of good management

5 managerial functions:
Planning
- Is the determination in advance of how the objectives of the organization will be
attained
 - It involves the determination of a course of action to take in performing a particular
function or activity
Managerial functions: planning
- It is a process designed to realize conditions advantageous to an organization
- It involves anticipation and preparation to meet conditions that may affect an
organization and its operations
Managerial functions: planning
- Managers must plan the work that falls within the scope of their duties and
responsibilities
- Clarify objectives and establish goals for each work unit
Managerial functions: Planning
- Establish policies and procedures to guide subordinates who will perform required tasks
- Develop programs, strategies and schedules to accomplish predetermined objectives
Effects of effective planning
- Coordinated actions
- Reduces unforseen problems of results or the
- Enables the use of efficient and economical procedures
- serves as a standard or basis for the evaluation of results or the exercise of managerial
control
Managerial functions:
organizing
- Involves the determination and allocation of the men and women as well as the
resources of an organization to achieve predetermine objectives or goals
Managerial functions: organizing
- It involves determination of activities to be performed by every unit of the organization
and the clarification of the relationships that are to exist among these units
Managerial functions: organizing
- Managers should view an organization as a social arrangement composed of self-
respecting individuals driven to work by various backgrounds, values, motives and
whose behavior and attitudes change as changes in conditions inside and outside the
organization take place.
Managerial functions: directing
- Involves the overseeing and supervising of the human of the human resources and the
various activities in an organization to achieve through cooperative efforts the
predetermined goals or objectives of the organization
Managerial functions: directing
- Organizational plans are translated into action through established organizational
relationship
Managerial functions: coordinating
- To make arrangements so that two or more people/employee or groups of workers can
work together properly well
 - To cause two or more employees to be the same or to go together well and not to
contradict each other

MANAGERIAL FUNCTIONS: COORDINATING

- defined as integrating activities to ensure resources of an organization are used most
efficiently to succeed in achieving the set goal.
Managerial functions: controlling
- Involves the checking or evaluation and measurement of work performance and
comparing it with planned goals or objectives and making the necessary corrective
actions so that work is accomplished as planned.
Managerial functions: controlling
- Provides information that managers use when making decisions as well as in evaluating
employee performance
Effects of control/monitoring
1. it helps top management evaluate how well its policies as a whole are working
2. it identifies trouble spots( specific areas that require special attention)
Effects of control/monitoring
3. it keeps subordinate alert to what is expected of them, it stimulates them to pay
particular attention to those areas assigned highest priority by top management
Fayol’s principles of management:
1. division of labor
- the separation of a work process into a number of tasks, with each task performed by a
separate person or group of persons.
- It is most often applied to systems of mass production and is one of the basic
organizing principles of the assembly line.
1. DIVISION OF LABOR
- employees are specialized in different areas and they have different skills.
- Different levels of expertise can be distinguished within the knowledge areas (from
generalist to specialist).
Division of Labor
- specialization promotes efficiency of the workforce and increases productivity.
- In addition, the specialization of the workforce increases their accuracy and speed.
2. Authority and Responsibility
- In order to get things done in an organization, management has the authority to give
orders to the employees.
- (this authority comes responsibility).
- the accompanying power or authority gives the management the right to give orders to
the subordinates.
Authority and Responsibility
- The responsibility can be traced back from performance and it is therefore necessary to
make agreements about this.
 - In other words, authority and responsibility go together and they are two sides of the
same coin.
3. Discipline
- This third principle of the 14 principles of management is about obedience.
- It is often a part of the core values of a mission and vision in the form of good conduct
and respectful interactions.
- This management principle is essential and is seen as the oil to make the engine of an
organization run smoothly
4. Unity of Command
- means that an individual employee should receive orders from one manager and that the
employee is answerable to that manager.
Unity of command
- If tasks and related responsibilities are given to the employee by more than one
manager, this may lead to confusion which may lead to possible conflicts for employees.
Unity of command
- By using this principle, the responsibility for mistakes can be established more easily.
5. Unity of Direction
- This management principle of the 14 principles of management is all about focus and unity.
- All employees deliver the same activities that can be linked to the same objectives.
Unity of direction
- All activities must be carried out by one group that forms a team.
- These activities must be described in a plan of action.
Unity of direction
- The manager is ultimately responsible for this plan and he monitors the progress of the
defined and planned activities.
- Focus areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest
- There are always all kinds of interests in an organization.
- In order to have an organization function well, personal interests are subordinate to the
interests of the organization (ethics).
Subordination of Individual Interest
- The primary focus is on the organizational objectives and not on those of the individual.
- This applies to all levels of the entire organization, including the managers.
7. Remuneration
- Motivation and productivity are close to one another as far as the smooth running of an
organization is concerned.
- Fayol argues that the remuneration should be sufficient to keep employees motivated and
productive.
Remuneration
- There are two types of remuneration namely:
- non-monetary (a compliment, more responsibilities, credits)
- monetary (compensation, bonus or other financial compensation).
 Ultimately, it is about rewarding the efforts that have been made.
8. The Degree of Centralization
- Management and authority for decision-making process must be properly balanced in an
organization.
- This depends on the volume and size of an organization including its hierarchy.
The Degree of Centralization
- Centralization implies the concentration of decision making authority at the top management
(executive board).
- Sharing of authorities for the decision-making process with lower levels (middle and
lower management), is referred to as decentralization
- indicated that an organization should strive for a good balance in this.
9. Scalar Chain
- Hierarchy presents itself in any given organization.
- This varies from senior management (executive board) to the lowest levels in the
organization.
Scalar Chain
Henri Fayol ’s “hierarchy” management principle states that there should be a clear line in the
area of authority (from top to bottom and all managers at all levels).
- This can be seen as a type of management structure.
Scalar Chain
- Each employee can contact a manager or a superior in an emergency situation without
challenging the hierarchy.
- Especially, when it concerns reports about calamities to the immediate
managers/superiors.
10. Order
- employees in an organization must have the right resources at their disposal so that they can
function properly in an organization.
- In addition to social order (responsibility of the managers) the work environment must be
safe, clean and tidy.
11. Equity
- The management principle of equity often occurs in the core values of an organization.
- employees must be treated kindly and equally.
Equity
- Employees must be in the right place in the organization to do things right.
- Managers should supervise and monitor this process and they should treat employees
fairly and impartially.
12. Stability of Tenure of Personnel
- represents deployment and managing of personnel and this should be in balance with the
service that is provided from the organization.
Stability of Tenure of Personnel
- Management strives to minimize employee turnover and to have the right staff in the
right place.
 - Focus areas such as frequent change of position and sufficient development must be
managed well.
13.  Initiative
- this management principle employees should be allowed to express new ideas.
- This encourages interest and involvement and creates added value for the company.
 Initiative
- Employee initiatives are a source of strength for the organization.
- This encourages the employees to be involved and interested.
14. Esprit de Corps
- The management principle ‘esprit de corps’ of the 14 principles of management stands for
striving for the involvement and unity of the employees.
 Esprit de Corps
- Managers are responsible for the development of morale in the workplace; individually
and in the area of communication.
Esprit de Corps
- Esprit de corps contributes to the development of the culture and creates an
atmosphere of mutual trust and understanding.

In conclusion on the 14 Principles of management

- The 14 principles of management can be used to manage organizations and are useful tools
for forecasting, planning, process management, organization management, decision-making,
coordination and control.

Max Weber: structural theory

- A German sociologist
- View organizational behavior from structural perspective
- Described organizational activity as based on authority relations
MAX WEBER
- He used bureaucracy to describe a system characterized by division of labor, a clear
hierarchy, detailed rules and regulations and impersonal relationship
BUREAUCRACY
- (a system of government in which most of the important decisions are made by state
officials rather than by elected representatives.)e.g. dept head of tourism will make the
decision about tourism
- an administrative policy-making group.
- government characterized by specialization of functions, adherence to fixed rules, and a
hierarchy of authority.
MAX WEBER
- His theory became the foundation for understanding how work can be done in large
groups and the design of organization structures

HUMAN RELATIONS MOVEMENT

 - A school of thought that aimed to humanize work experience
ELTON MAYO
- His work ( together with his friends) pioneered the birth of human relations
- Hawthorne experiment

Hawthorne experiment: is design to investigate such issues as the:

1. effects of lighting levels
2. work schedules
3. wages
4. temperature
5. rest breaks on employee performance
Findings of the experiment
Hawthorne effect:
- When employees change their behavior due solely to the fact that they are receiving
attention or are being observed
- That the relationship of managers and employee played an important role in
employees behavior
-
WHAT IS HUMAN RELATIONS?
DEFINITIONS:
- Layman's language: A human relation is one person's relationship or connection with
another person. It means how an individual man or woman is related or connected to
another man or a woman.
DEFINITION
In general: It implies how people interact and cooperate with each other when they
come together in a group to achieve objectives
DEFINITION
Context of an industry or business: Human relation (HR) is about how people integrate
(i.e. come together) in a work-like situation. Later, forms a workgroup (team) with some
motivation and cooperates to achieve organizational goals effectively. Here, HR is also
referred as Industrial-Relations (IR).
DEFINITION
An academic viewpoint: It first studies the human behavior at a workplace and then
uses systematic knowledge to analyze and suggest necessary efforts required to maintain
and enhance the performance of humans.
DEFINITION
Ethical and moral sense: It means to recognize, respect and also safeguard the dignity of
every individual along with his or her's sincere efforts and valuable contribution made for
the achievement of given objectives.
Various definition from experts
Robert Owen,
- “Human Relations is interaction and cooperation of people in a group.”
 Various definition from experts
Keith Davis,
- “Human relations are motivating people in organizational settings to develop teamwork
that accomplishes the individual, as well as organization's goals efficiently.”

Various definition from experts

Saul Gellerman,
- “Human relations is describing the way in which people who comprise an organization
think about each other and deal with each other.”
Various definition from experts
Aubrey Sanford,
- “Human relations is the development of an environment which motivates individuals to
achieve organization objectives because of the need satisfaction such an achievement
provides
Various definition from experts
Andrew DuBrin,
- “Human relations is the art and practice of using systematic knowledge about human
behavior to achieve an organizational as well as personal objectives.”
Various definition from experts
Some writers also attribute human relations as,
- “Something concerned with the study of human behavior at work and added efforts for
performance.”
In the ethical sense, human relations encompass
- “Individual's dignity and individual's efforts and valued contribution to the achievement of
the assigned goals are well recognized and given due respect.”
Note: The statement or the definition of human relations by given by Davis, Gellerman,
Sansford and Dubrin respectively, are best suited to understand HR in the context of business
and industry
- Other experts on human relations
- Focused on explaining motivation:
1. MASLOW
- Hierarchy of needs
2. Douglas MCGregor’s theory of Human nature
- The theory X, theoryY
- Theory Z
Douglas McGregor
He proposes the idea that a manager’s attitude has an impact on employee motivation
Douglas McGregor
- proposed two theories by which managers perceive and address employee motivation.
- He referred to these opposing motivational methods as Theory X and Theory Y
management.
Douglas McGregor
 - Each assumes that the manager’s role is to organize resources, including people, to best
benefit the company.
- However, beyond this commonality, the attitudes and assumptions they embody are
quite different.
THEORY X
According to McGregor, Theory X management assumes the following:
1. Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible.
THEORY X
2. Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
3. Most people have little aptitude for creativity in solving organizational problems.
THEORY X
4. Motivation occurs only at the physiological and security levels of Maslow’s hierarchy of
needs.
5. Most people resist change.
THEORY X
6. Most people are self-centered. As a result, they must be closely controlled and often
coerced to achieve organizational objectives
7. Most people are gullible and unintelligent.
THEORY X
- assumes that the primary source of employee motivation is monetary, with security as
a strong second.
Under Theory X, one can take a hard or soft approach to getting results.
2 APPROACHES: THEORY X
1. The hard approach to motivation:
relies on coercion, implicit threats, micromanagement, and tight controls— essentially
an environment of command and control.
2 APPROACHES: THEORY X
2. The soft approach,
is to be permissive and seek harmony in the hopes that, in return, employees will
cooperate when asked.
outcome:
- The hard approach results in hostility, purposely low output, and extreme union
demands.
Outcome
- The soft approach results in a growing desire for greater reward in exchange for
diminished work output.
THEORY Y
BASIC ASSUMPTIONS OF THEORY Y :
- Work can be as natural as play if the conditions are favorable.
 - People will be self-directed and creative to meet their work and organizational
objectives if they are committed to them.
THEORY Y
- People will be committed to their quality and productivity objectives if rewards are in
place that address higher needs such as self-fulfillment.
- The capacity for creativity spreads throughout organizations.
THEORY Y
- Most people can handle responsibility because creativity and ingenuity are common in
the population.
- Under these conditions, people will seek responsibility.
CONCLUSION
- there is an opportunity to align personal goals with organizational goals by using the
employee’s own need for fulfillment as the motivator.
CONCLUSION
- McGregor recognized that some people may not have reached the level of maturity
assumed by Theory Y and may initially need tighter controls that can be relaxed as the
employee develops.
CONCLUSION
- If Theory Y holds true, an organization can apply the following principles of scientific
management to improve employee motivation:

PRINCIPLES OF SCIENTIFIC MANAGEMENT

Decentralization and delegation:
-  If firms decentralize control and reduce the number of levels of management, managers
will have more subordinates and consequently need to delegate some responsibility and
decision making to them.
PRINCIPLES OF SCIENTIFIC MANAGEMENT
Job enlargement:
- Broadening the scope of an employee’s job adds variety and opportunities to satisfy ego
needs
PRINCIPLES OF SCIENTIFIC MANAGEMENT
Participative management:
- Consulting employees in the decision-making process taps their creative capacity and
provides them with some control over their work environment.
PRINCIPLES OF SCIENTIFIC MANAGEMENT
Performance appraisals:
- Having the employee set objectives and participate in the process of self-evaluation
increases engagement and dedication.
Finale note:
- If properly implemented, such an environment can increase and continually
fuel motivation as employees work to satisfy their higher-level personal needs through
their jobs.
Herzberg’s Motivation Theory
- Is also known as Two Factor Theory,
Herzberg’s Motivation-Hygiene Theory, and Duel Structure Theory.
- argues that there are two factors that an organization can adjust to influence motivation
in the workplace.
Herzberg theory
- Frederick Herzberg developed the model in 1959.
- He did this by interviewing over 200 professionals.
- The interviews delved into when the interviewees were at their most and least happiest
with their jobs.
2 factors:
These factors are:
1. Motivators:
- The presence of motivators causes employees to work harder.
- They are found within the actual job itself.
2.Hygiene factors:
- The absence of hygiene factors will cause employees to work less hard.
- Hygiene factors are not present in the actual job itself but surround the job.

Motivators:
Motivating factors include:
Achievement:
- A job must give an employee a sense of achievement.
- This will provide a proud feeling of having done something difficult but worthwhile.
motivators
Recognition:
- A job must provide an employee with praise and recognition of their successes.
- This recognition should come from both their superiors and their peers.
motivators
The work itself:
- The job itself must be interesting, varied, and provide enough of a challenge to keep
employees motivated.
motivators
Responsibility:
- Employees should “own” their work.
- They should hold themselves responsible for this completion and not feel as though they
are being micromanaged.
motivators
Advancement:
- Promotion opportunities should exist for the employee.
Growth:
- The job should give employees the opportunity to learn new skills.
 - This can happen either on the job or through more formal training.
Hygiene factors include:
Company policies:
- These should be fair and clear to every employee.
- They must also be equivalent to those of competitors.
Hygiene factors
Supervision:
- Supervision must be fair and appropriate.
- The employee should be given as much autonomy as is reasonable.
Hygiene factors
Relationships:
- There should be no tolerance for bullying or cliques.
- A healthy, amiable, and appropriate relationship should exist between peers, superiors,
and subordinates.
Hygiene factors
Work conditions:
- Equipment and the working environment should be safe, fit for purpose, and hygienic.
Hygiene factors
Salary:
- The pay structure should be fair and reasonable. It should also be competitive with other
organizations in the same industry.
Hygiene factors
Status:
- The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
Hygiene factors
Security:
- It is important that employees feel that their job is secure and they are not under the
constant threat of being laid-off.
Human relations movement
Robert Owen
- Recognition of the dignity and rights of workers ( 1829)
- Decried the harsh practices of factories and the employment of child laborers.
He asserted on the following:
- Regulation of the work hours
- Child labor laws
- Worker meals
- Business involvement in community projects.

Robert owen
- 1964 – the Civil Rights Act banned discrimination in employment practices such as:
hiring, promotion, compensation, firing
 - Subsequent legislation protected other groups such as the older people and PWD.
Organization as social entities
MARY PARKER FOLLET
- social philosopher
- Recognized that organizations can be individual or group
Kurt Lewin
- Highlighted the importance of:
- Group dynamics
- Change
- Nature of the organization as embedded in an open, socio-technical system
Topics included in the present time:
- Communication in organization
- Conflict management
- Socialization in organization
- Organization culture and climate
Emergent technologies in O D:
- Sensitivity training
- Survey feedback
- Team development
I/O as field of study and practice:
- 1921- doctoral degree in industrial psych at the Carnegie Institute of technology in the
US
- Graduate programs in I O psyc in Ohio state University, University of Minnesota,
Pennsylvania state university, Standford University

EMPLOYMENT OF I/O PSYCHOLOGIST

4 settings where they usually work:
1. Colleges and universities
( teach, conduct research, deans, vice presidents)
2. Consulting firms
(helping the organization select a high quality and diverse workforce,
designing systems that will motivate employees while treating them fairly
- Training employees
- Ensuing that organization treat employees and applicants in a legal
- The private sector
- Public sector

ETHICS IN INDUSTRIAL/
ORGANIZATIONAL PSYCHOLOGY
ETHICS-
- rules of behavior based on ideas about what is morally good and bad
- An area of study that deals with ideas about what is good and bad behavior
- Dealing with what is morally right or wrong

Ethical dilemma- are ambiguous situations that require a personal judgment of what is right or
wrong because there are no rules, policies or laws guiding such decisions
- Individuals will just rely on their personal values
2 types of ethical dilemmas:
1. TYPE A DILEMMA
- there is a high level of uncertainty as to what is right or wrong
- it appears that there is no best solution
- there are both positive and negative consequences to a decision
2. TYPE B
-called rationalizing dilemmas
- they rationalize they are right because everyone else does it
- there is a clear distinctions between right and wrong
- individuals knows what is right or wrong yet they choose the solution that is most
advantageous to themselves