Professional Documents
Culture Documents
Industrial/Organizational Psychology:
Understanding Human Behavior at Work
By
Abhishek Gandhi
Ruth Rojas
Phyllis Jones
Rodrique Lee
Dominique Tolbert
Psychology 105
Professor Eric Farber
Strayer University
Industrial/Organizational Psychology-2
Introduction
behavior of employees at work. The "dual mission" of the psychologist in this field
hire the best person for the job, helping employees acquire relevant skills,
their best, from supervisor to CEOs, and the challenges of working with others.
The role every manager must fill in the workplace is leadership. Managers
often make the mistake of assuming that because they are the managers, they
are also the leaders and that their associates will automatically follow. In reality,
position only denotes title, not leadership. Peter Northouse (2001) defines
influence his associates in a positive way to reach the goals of the organization.
SELECTION
To select the most appropriate person for the job, you should first, refer
back to your job specifications and duty accountability statements, and your
thoughts on the type of person you are looking for. Secondly, consider all the
information that has been gathered about the applicants in light of the job
When hiring the best person for the job, the following are some of the
questions that should be considered: Has the applicant been dependable and
productive, and has there attitude towards work, fellow workers, and supervision
been ok? Has the applicant had similar levels of responsibility in the past or can
they adapt to the position in question? Are they over-qualified? What are the
applicant’s strengths and weaknesses? Is the applicant likely to get along with
other workers?
You should also inquire if the applicant meets the requirements of the job
specifications and can show evidence that they can fulfill the requirements of the
duty and accountability. Other positive outlooks in hiring the right person for the
job require that the person have the right temperament, the experience required,
TRAINING
would rather hire experienced persons to cut the cost of on-the-job-training. Yet,
little ammunition when they face skeptical managers who often weigh the cost of
doing nothing at all against what they view as the high-cost and unpredictable
teaching that works for most companies and their employees. It is used to help
new on-the-job training instructors get started, support your own instructor
about on-the-job training is to gain insight into the process of on-the-job training
and to learn from the experience of others who use training to unleash the power
of people. It is the single most used and misused of all approaches to training. It
PERFORMANCE APPRAISAL
receive feedback form their supervisors (Ashford, 1986). Also managers who do
express some similar dislikes, often bring some form of negative reactions from
those they do supervise (Waung & Highhause 1997). One I/O psychologist
studied performance appraisal most of his life, who is now doing it on a daily
surgery: stating “it can be made relatively painless, but it is never really
considered the “hub” of many human resource practices showing that it plays a
central role in these activities. This information is also used as the bases for
determine raises. These are both evaluated purposes, as they serve to guide
(e.g. raise’s) and promotion decisions. Other uses of the performance appraisal
is very essential that the process be executed well. At this point employees are
Industrial/Organizational Psychology-6
more likely to feel they have been treated fairly and that the organization has
Supervisors are Human, too: errors, biases and memory lapse in simplest
form of a good appraisal system. This is a psychology focus on the human side
of the equation rather than the construction of the appraisal form. Rating errors
have four of the most common errors. Leniency error is the tendency for a
supervisor to give employees ratings that are higher than their performance
merits. Another is severity error, which is the tendency for supervisors to give
employee ratings that are lower than their performance merits. Leniency error is
illustrates how a tendency has an inflate on the rating that can easily occur even
among managers that may be generally motivated to fair. Severity error could
possibly make a supervisor rate employees lower. In this case the supervisor
may have some unrealistic standards. This happens when supervisors tend to
they may remember what it was like to do the job they are now rating other
people for. At that point they may not remember how long it took them to achieve
this level of excellence, which may put the supervisor to give an unrealistic
standard of comparison to rate others who may be less experienced at the job.
Other types of errors are central tendency errors, which represents ratings
that hover around average. At this point supervisors who give ratings with this
error may be the ones who have not been diligent about observing their
Industrial/Organizational Psychology-7
employees. This research indicated that employees with disabilities who are
below average are more likely to have their ratings adjusted in a more positive
direction. Those who are above average are more likely to have their ratings
adjusted downward (Lynch & Finkelstein, 2006). Halo error is to where the rating
rating error is where these employees can see doing no wrong despite evidence
to the contrary. Basically “playing favorites”. Supervisors will play favoritism with
expressed be each subordinate, as far as they are concerned creativity is the key
to success. Managers may also do their rating based not only on creativity but
also on unrelated dimension, like punctuality and team work skills, regardless of
unambiguous appraisal form that would cover all of the relevant dimensions of
important to understand the complex and often compete motives and goals
supervisors may have with regard to the appraisal process (Murphy et al., 2004).
Rating errors can also reduce simply by giving supervisors ample opportunity to
observe each subordinates over a period of time. This is not uncommon in this
day of virtual work environments and telecommuting, for supervisors not to see
Industrial/Organizational Psychology-8
their subordinates much at all during any given week. Appraisal systems should
take into account the limits of human memory. Simply having supervisors keep a
record of relevant employees behaviors can serve as set of crucial retrieval cues
when the time comes to fill out the semiannual appraisal forms.
Industrial/Organizational Psychology-9
The key factor in deciding who should work with whom in a team
most effective team functioning. Having a diverse group can have a very positive
impact on creative problem solving. Unfortunately, high diverse groups also tend
to have trouble retaining members (Williams & O’Reilly, 1998), with the person
who stands out being the one most likely to quit (Sacco & Schmitt, 2005).
Adding a new member to an existing team and bringing new ideas can have a
allows team members to learn from one another and can benefit over the long
term. In contrast, demographic diversity on teams (e.g., age, sex and race) can
often have negative effects on team performance and team member satisfaction.
Consideration of the ideal size of the team is also a factor as teams may get too
big and create difficulties in meeting times and places. It can also create more
Once teams are created, there is the potential for task conflicts,
that result from a lack of dissent in the group. The importance of constructive
work collaboratively and by creating reward systems that give incentives for
Every organization needs leaders at every level. Leaders can be found and
A leader with vision has a clear, vivid picture of where to go, as well as a
firm grasp on what success looks like and how to achieve it. But it’s not enough
to have a vision; leaders must also share it and act upon it. Jack Welch, former
chairman and CEO of General Electric Co., said, "Good business leaders create
a vision, articulate the vision, passionately own the vision and relentlessly drive it
to completion."
cause followers to buy into it. He or she must communicate clearly and
A good leader must have the discipline to work toward his or her vision
single-mindedly, as well as to direct his or her actions and those of the team
toward the goal. Action is the mark of a leader. A leader does not suffer “analysis
paralysis” but is always doing something in pursuit of the vision, inspiring others
to do the same.
of integrity is the same on the outside and on the inside. Such an individual can
be trusted because he or she never veers from inner values, even when it might
be expeditious to do so. A leader must have the trust of followers and therefore
Industrial/Organizational Psychology-12
emotions, and an absence of tantrums and harsh outbursts are all signs of
followers.
whatever it takes to complete the next step toward the vision. By setting an
excellent example, leaders can show followers that there are no nine-to-five jobs
ensures that credit for successes is spread as widely as possible throughout the
This sort of reverse magnanimity helps other people feel good about themselves
and draws the team closer together. To spread the fame and take the blame is a
Leaders with humility recognize that they are no better or worse than
other members of the team. A humble leader is not self-effacing but rather tries
to elevate everyone. Leaders with humility also understand that their status does
not make them a god. Mahatma Gandhi is a role model for Indian leaders, and
Openness means being able to listen to new ideas, even if they do not
conform to the usual way of thinking. Good leaders are able to suspend judgment
while listening to others’ ideas, as well as accept new ways of doing things that
Industrial/Organizational Psychology-13
someone else thought of. Openness builds mutual respect and trust between
leaders and followers, and it also keeps the team well supplied with new ideas
Creativity is the ability to think differently, to get outside of the box that
constrains solutions. Creativity gives leaders the ability to see things that others
have not seen and thus lead followers in new directions. The most important
Fairness means dealing with others consistently and justly. A leader must
check all the facts and hear everyone out before passing judgment. He or she
feel they that are being treated fairly, they reward a leader with loyalty and
dedication.
leader must be assertive to get the desired results. Along with assertiveness
comes the responsibility to clearly understand what followers expect from their
leader. Many leaders have difficulty striking the right amount of assertiveness,
according to a study in the February 2007 issue of the Journal of Personality and
It seems that being under assertive or overassertive may be the most common
defuse hostility. Effective leaders know how to use humor to energize followers.
Industrial/Organizational Psychology-14
Humor is a form of power that provides some control over the work environment.
Transformational Leadership
To use this approach in the workforce, one must first understand exactly
motives, satisfying their needs, and valuing them (Northouse, 2001). Therefore, a
transformational leader could make the company more successful by valuing its
associates. One such example is Sam Walton, founder of Wal-Mart, who often
visited Wal-Mart stores across the country to meet with associates to show his
appreciation for what they did for the company. Sam Walton gave “rules for
individual consideration. Each factor will be discussed to help managers use this
encourage team spirit to reach goals of increased revenue and market growth
associates to reach goals that help both the associates and the organization.
encouragers, innovators, and coaches, they are utilizing the “four I's” to help
effective leaders with better work outcomes. This was true for both high- and low-
level leaders in the public and private sectors (Northouse, 2001). Therefore, it
in the workplace.
within leadership, there are no specific steps for a manager to follow. Becoming
of transformational leadership and the "four I" can help a manager applying this
following qualities:
According to Hesselbein and Cohen (1999, p. 263), organizations that take the
Nearly 100 years ago the renowned German political and social theorist
grim prognosis for industrial society. Without such leadership, he forecast, “not
summer’s bloom lies ahead of us, but rather a polar night of icy darkness and
chaos following World War I, many scholars continued to see strong leaders as
saviors. But in the aftermath of fascism, Nazism and World War II, many turned
against the notion that character determines the effectiveness of leaders. Instead
which leaders operate. Work in the 1960s and 1970s by the influential social
suggested that the secret of good leadership lies in discovering the “perfect
match” between the individual and the leadership challenge he or she confronts.
For every would-be leader, there is an optimal leadership context; for every
extraordinaire.
rekindled the view that only a figure with a specific and rare set of attributes is
and society.
In the 1970s Henri Tajfel and John C. Turner, then at the University of
individual psychology. Tajfel coined the term “social identity” to refer to the part of
a person’s sense of self that is defined by a group. As Turner pointed out, social
identity also allows people to identify and act together as group members—for
us, to coordinate our actions with others and to strive for shared goals. Tajfel
and Turner’s original social identity framework does not refer to leadership
shown, for example, that leaders are most effective when they can induce
followers to see themselves as group members and to see the group’s interest as
strategies of rulers associated with the birth of modern nation states in the 19th
autocrats, using power (rather than true leadership) to control people. But once
people identified with nations, effective monarchs needed to rule as patriots who
were able to lead the people because they embodied a shared national identity.
Monarchs such as Louis XVI of France who misunderstood or ignored this shift
Conclusion
Selecting the best person for the job is a systematic assessment of the
information done to identify which employees are most in need of training and
Work Motivation is the term used to describe the internal process that activate,
guide, and maintain behavior directed toward work. Job satisfaction is the term
role for effective managers because leader effectiveness determines the success
approach and combining the "four I", managers can become effective leaders in
group situations. Using this approach, the manager (leader) and the associates
leadership styles come and go in and out of fashion, but effective leaders almost
always display certain characteristics and can transform themselves and their
team.
Industrial/Organizational Psychology-21
References
3) Walton, Sam and John Huey. (1996). Sam Walton: Made in America: My
Publications, Inc.
6) HTTP://www.highbeam.com/doc