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Chapter 01
What is industrial psychology?
Learning Objectives
After completing this chapter you will be able to:
 Develop a clear knowledge of Industrial Psychology.
 Understand the nature and scope of Industrial
Psychology.
 Know how psychological theories and research can be
applied in organizational context.
 Increase critical thinking by examining methodology
and results of empirical research.
 Identify the role of an Industrial psychologist in the
growth of an individual, team and organizations.
Structure
1. What is Industrial Psychology?
2. The scope of Industrial Psychology.
3. The History of Industrial Psychology
i.
The Roots
ii. The Neoclassical School
iii. Growth and Professionalism
iv. Modern Approaches
Structure
4. The Science of Industrial Psychology
i.
The Scientific Management
ii. Ergonomics
iii. Hawthorne Studies
iv. Human Relations Approach
5. Organizational Psychology
Structure
6. “I” versus “O”
7. The Role of Industrial Psychologists.
8. Psychologist at Work
9. Summary
10. Further reading
11. Self Assessment Questions.
1.
What is Industrial Psychology?
Individuals work in different roles ( Bank Manager,
Actress, Housemaids) , at different locations and at
varying times (9 to 5; night shifts, even on week ends).
Home maker ladies work almost 18 hours a day all
through the year.
We can conclude that i] work is
important to people; ii] people need
to earn money; and
iii] they can do so by working.
1.
What is Industrial Psychology?
Work is easy for some.
Tough for others.
In spite how they feel about their
jobs, people keep working.
Importance of work can be easily understood by
talking to people who lost their jobs.
People, often, measure their value to self,
family or community from the work they perform.
Both quality and experience of work are important.
“It is the quality of work which will please God
and not the quantity” said Mahatma Gandhi.
1.
What is Industrial Psychology?
THE FIELD OF PSYCHOLOGY THAT
IS APPLIED TO THE STUDY OF
INDIVIDUALS AT WORK IN
VARIOUS TYPES OF INDUSTRIES AND
ORGANIZATIONS IS CALLED
INDUSTRIAL PSYCHOLOGY.
1.
What is Industrial Psychology?
The study of work by psychologists is potentially “good
work” –
It enables a person to develop and use skills in the benefit
of the organization.
It is not confined to physical boundaries of the work
place.
Thus it considers
i. personality of an individual.
ii. family responsibility.
iii. commuting time to work, etc.
Employees are no more considered as machines.
1.
What is Industrial Psychology?
Wages (though important) are not the only factor
affecting employees’ performance. Employees also need
Adequate working conditions;
Proper distribution of work;
Effective leader.
Psychologists study the role of leadership, group
dynamics, technology, decision making and work
motivation.
Some of their work includes selecting and training people
for employment, advising on working conditions and
health, environment motivation, grievances etc.
1.
What is Industrial Psychology?
The term ‘Industrial Psychology’ is a combination of two
words, ‘Industrial’ and ‘Psychology’.
Industrial is that part of social life whose function is to
provide civilized man with material goals that his
condition of life demand.
Psychology is the science of behavior in relation to
environment.
1.
What is Industrial Psychology?
Industrial – organizational (I-O) psychology is the scientific
study of the workplace. Rigor and methods of psychology
are applied to issues of critical relevance to business,
including talent management, coaching, assessment,
selection,
training,
organizational
development,
performance and work-life balance.
Its aim is not to obtain greater production or output, but
to provide the worker greater ease at his work.
– states C. S. Myers.
1.
What is Industrial Psychology?
Systematic Study –
Industrial Psychology is the systematic study of human
behavior concerned with collecting the information
regarding human behavior at work. What are the
different factors which affect the work of an individual
either personal or related to working conditions.
Functional / Applied –
It is concerned with the application of information about
human behavior to the various problems of industrial
human life.
1.
What is Industrial Psychology?
Research –
Industrial Psychology is not concerned with
administration. They are the part of the research.
Whatever information gathered from the work should be
implemented and the personnel administration is the
result of such research.
Human engineering –
It studies the varied methods of performing manual
operations for the better utilization and the least waste of
human effort through engineering.
2.
The Scope of Industrial Psychology
In today’s competitive world, companies are looking for
ways to boost productivity and profits and one way to do
this is to promote job satisfaction and well being among
their employees, improving workplace efficiency and
understanding employee behavior are key objectives of
industrial psychologists.
The field of Industrial Psychology is a varied one,
encompassing almost any aspect of the workplace and
people within organizations.
The three levels that industrial psychologists work with
are individual, group and organizational.
2.
The Scope of Industrial Psychology
Individual behavior influences group
behavior.
Group behavior consists of the things
two or more people do and say as they
interact.
An organization is a group of people
working to achieve one or more
objectives.
As individual and groups interact, their
collective behavior constitutes the
organization’s behavior.
Organization
systems level
Group level
Individual
level
Thus organizational behavior is the
collective behavior of an organization’s
individuals and groups.
2. The Scope of Industrial Psychology
ORGANIZATION
Individual
Group
Relationship
between Individual and Group
Behavior and Organizational
performance.
Group
Individual
Individual
Ineffective individuals
Ineffective groups
Group
2.
The Scope of Industrial Psychology
Industrial Psychology considers not only people, but also
the context within which those people work. The focus on
individuals is a unique perspective in an environment
where management is primarily concerned with success
of the organization as a whole.
Instead, industrial psychologists try to understand people
within the context of place they work. In the process of
diagnosing an organization’s problems, recommending or
implementing changes, and evaluating the consequences
of those changes, contemporary psychologists employ
one or more non-mutually exclusive emphases in
addressing :-
2.
The Scope of Industrial Psychology
a] Scientific selection of workers
Industrial psychology offers a whole
arrangement of tests such as systematic in
depth interviews and psychological tests of
intelligence, aptitude, skills, abilities and
interest , the personal characteristic etc. By
these tests candidates are measured and
properly selected and placed for the job.
b] Proper division of work
Work should be properly divided according to
abilities, skills and aptitude of the workers so
they may feel comfortable and satisfied. It may
also lead to higher production.
2.
The Scope of Industrial Psychology
c] Minimizing the wastage of human efforts
Industrial psychology tries to minimize the
wastage of human power. It studies
psychological factors causing fatigue or
accident and gives feasible suggestions to
prevent them. The techniques of motivation
and morale are used for this purpose.
d] Promoting labour welfare
It promotes the welfare of labour by
introducing adequate working environment
through which job satisfaction, work efficiency
increases. Higher incentives are also offered.
2.
The Scope of Industrial Psychology
e]Enhancement of human relations
Most of problems arise in the industries are
connected to the relations among individuals in an
organization and the group behavior that emerges
from their relations. If workers feel at ease with the
surroundings then automatically they get motivated
and productivity increases. Industrial psychology
has significantly contributed in framing the
techniques of leadership, worker participation and
communication etc.
2.
The Scope of Industrial Psychology
f] Developing industrial relations
Industrial psychology studies the attitude of the employer and
employees. Individuals differ from each other in their
thoughts, thinking, behavior, and other parameters. Therefore,
different measures may be adopted in solving the problem
relating to each individual like transfers, promotions,
grievances etc. this helps in developing industrial relationship
among workers and management.
g] Increase production
It helps management attain its objective of getting
the best output from existing resources. This in turn
improves individual as well as industrial relations.
2.
The Scope of Industrial Psychology
1.
2.
3.
4.
5.
6.
7.
Selection and testing.
Management development.
Counseling.
Employee motivation.
Human engineering.
Marketing research.
Public relations research.
- Major areas which comprised the
content of industrial psychology.
American Psychologist Assn.
Washington DC
3. The History of Industrial Psychology
i. The Roots
Industrial Psychology has its roots in the late 19th century
movement to study and measure human capabilities and
motives. Some early psychologists, finding the practical
nature of psychological research, sought to apply findings
to business problems.
The Theory of Advertising, 1903, by Walter Dill Scott, is
generally considered to be the first book linking
psychology and the business world.
It was followed by the ‘Psychology of Industrial Efficiency’
by Hugo Munsterberg (1863 – 1916) teaching at the
Harvard in 1913.
3. The History of Industrial Psychology
i.
The Roots
Munsterberg’s book was heavily
influenced by the fascination with
human efficiency so well represented
in the work of Frank and Lillian
Gilbreth and Frederick W Taylor
(1856-1915)
When the USA entered the
World War I applied psychology truly came into its own.
Committees of psychologists investigated soldier morale,
motivation and prevalence of psychological impairment.
3. The History of Industrial Psychology
i.
The Roots
They developed a group-administered intelligence test
called the Army Alpha. While more than 17 lakh soldiers
were tested, the War ended merely three months after
the tests and little use was made of the test results.
However, tests did show that test scores were related to
soldier performance.
After the war the first university-based center, was
established to study the application of psychology to
business, at the Carnegie Institute of Technology
It was called ‘US Bureau of Salesmanship Research.
3. The History of Industrial Psychology
ii The Neoclassical School
In 1924, a change in direction was heralded by the
Hawthorne experiments, named after Western Electric
Company’s Hawthorne plant in Chicago where the studies
were conducted. The researchers sought to find the
optimum level illumination for workers necessary to
produce telephone equipment.
Instead of finding Taylor’s “one-best-way”, the researchers
found that productivity increased each time there was a
change in the lighting no matter how bright or dim they
made it.
3. The History of Industrial Psychology
ii The Neoclassical School
Eventually, they concluded that that workers were
responding to the attention they were getting as a part of
the research study, and this phenomenon came to be
known as Hawthorne Effect.
Up to this point, thinking about work organizations had
been dominated by classical (i.e. bureaucratic or machine)
theory. Workers were viewed as extensions of the job and
the aim was to arrange human activity to achieve
maximum efficiency. It emphasized the authority
structure of the organization.
3. The History of Industrial Psychology
ii The Neoclassical School
The object was to get top management’s wishes
translated into practice on the shop floor.
So, the task was to design the job according to
scientific precepts and then provide incentive
(usually piecework) to get workers to comply
with the will of management and the industrial
engineers.
3. The History of Industrial Psychology
ii The Neoclassical School
The Hawthorne researchers came to embrace a very
different view of the business enterprise.
They concluded that friendship patterns among the
workers were the guts of the organization, and also that
people would work harder for an organization they
believed was interested in their welfare.
The Hawthorn researchers eschewed economic incentives
as the driving force behind work and painted a rich
picture of the informal relationships (not specified in the
organizational chart) that made workers come to work.
among workers themselves
Relationships and
among workers and managers
3. The History of Industrial Psychology
ii The Neoclassical School
1. Management was no longer the controlling
Hawthorne
force.
researchers’ 2. It can govern with the consent of the workers.
findings.
3. Job performance cannot be achieved either by
money or job design.
Also called
4. Aim should be to change employee attitudes
Neo-classical
rather than job design or pay.
Theory.
5. Workers need to be motivated by satisfying
social needs for acceptance, status with one’s
group, and humane supervision.
6. Sub-normal performance was the result of
workers’ indifferent treatment by management.
3. The History of Industrial Psychology
ii The Neoclassical School
Contemporary Industrial Psychologists no longer feel they
have to choose between classical bureaucratic theory or
scientific management on the one hand and neoclassical
human relations on the other. The common view today is
that taken together, they provide a comprehensive picture
of organizational functioning.
Environmental forces such as management directives,
human capabilities, the state of technology and economic
considerations are potent forces on worker performance
and cannot be denied. Likewise, human motivation,
perceptions and job attitudes are influential as well and are
ignored at management’s peril.
3. The History of Industrial Psychology
ii The Neoclassical School
Organization
Seeks regularity.
Attempts to reduce
human behavior to
predictable patterns.
Humans
Dislike their behavior
being reduced to only
those acts that are
required for the job.
Instead prefer spontaneity
and
want
to
add
expression to the work
equation.
This conflict will never be eliminated , only alleviated. It
requires constant, ongoing effort and vigilance to contain
the unnatural arrangement we call social organization.
3. The History of Industrial Psychology
iii Growth and Professionalism
During the World War II, psychologists contributed heavily
to the military by developing the Army General
Classification Test for the assessment and placement of
draftees, as well as specific skills and ability tests, and
leadership potential tests.
Psychologists also conducted studies of accidents and
plane crashes (which led to the field of engineering
psychology), morale and soldier attitudes.
3. The History of Industrial Psychology
iii Growth and Professionalism
Following the World War II, Industrial Psychology
emerged as a specifically recognized specialty area within
the broader discipline of psychology.
personnel psychology.
Industrial Psychology
Engineering psychology.
organizational psychology.
specialty
subspecialties
3. The History of Industrial Psychology
iii Growth and Professionalism
In the late 1950s and into 1960s, a renewed thrust toward
studying organizations with psychological precepts
emerged as social
psychologists and industrial
psychologists gained the conceptual tolls needed to
model and understand large, task oriented groups
including work organizations.
From this line of inquiry came the work of Industrial
Psychologists in assessing the effects of organizational
structure and functioning on employees.
3. The History of Industrial Psychology
iii Growth and Professionalism
Participative management.
Related
applications
under the
rubric of
organization
development
Socio-technical systems.
Self-managing work groups
Team building.
Survey feedback.
& related approaches
3. The History of Industrial Psychology
iv Modern Approaches
The most recent major thrust in Industrial Psychology began
in 1970s following court decisions interpreting the 1964 Civil
Rights Act. The courts placed a heavy burden on employers
to defend the validity (i.e. job relevance) of their recruiting,
selection and promotional procedures.
Many employers concluded that complying with this and
subsequent anti-discrimination legislation required the skills
of Industrial Psychologists as their best defense against
lawsuits brought by employees who claimed they were
victims of illegal employment discrimination.
4. The Science of Industrial Psychology
Industrial Psychology is grounded in SCIENCE, focusing on
testing and evaluation with quantitative methods. This is
not the same as using simple intuition or trying new
things until something works.
The methods are studied with scientific precision and
backed by theory and statistics. Industrial Psychologists
employ scientific principles and research-based designs to
generate knowledge.
Some of the significant theories used in industrial
engineering and management today are explained next.
4. The Science of Industrial Psychology
i.
The Scientific Management
The term “Scientific Management” is the combination of
two words i.e. scientific and management.
The word ‘scientific’ means systematic analytical and
objective approach , while ‘management’ means getting
things done through others.
In simple words Scientific Management means application
of principles and methods of science in the field of
management.
4. The Science of Industrial Psychology
i.
The Scientific Management
“Scientific Management” is thus an art of knowing exactly
what is to be done by whom it is to be done and knowing
what is the best and cheapest way of doing it.
Scientific methods and techniques are now applied in the
field of management to
2 methods of
1 recruitment
selection
of workers
doing work
training
in the best &
placement
cheapest way.
4. The Science of Industrial Psychology
i.
The Scientific Management
“Scientific Management”
A movement based on principles
developed by Frederick W Taylor
who suggested that there was
one best and most efficient way to
perform various jobs.
4. The Science of Industrial Psychology
i.
The Scientific Management
The terms ‘Scientific Management’ and ‘Taylorism’ are
near synonyms. FW Taylor is considered the father of
Scientific Management.
Core ideas of Scientific Management were developed by
Taylor in 1880s and 1890s and were first published in his
monographs ‘A Piece Rate System’ (1895)
‘Shop Management’ (1903)
‘The Principles of Scientific Management’ (1911)
4. The Science of Industrial Psychology
i.
The Scientific Management
Taylor was first to notice natural difference's in outputs of
workers working with him caused by their talent,
intelligence or motivation, and apply science to
understand how these differences existed and how best
practices could be analyzed and synthesized, and then
propagated to others via standardization of process steps.
He believed that decisions based on rule of thumb be
replaced precise procedures developed after careful study
of an individual at work, including via time and motion
studies.
4. The Science of Industrial Psychology
i.
The Scientific Management
Time and motion studies would tend to discover or
synthesize the “one best way” to do any given task. The
goal and promise was both an increase in productivity
and reduction in effort.
Taylor rested his philosophy on four principles.
One
The development of a true Science of Management
instead of rule of thumb so that the best method for
performing each task could be determined.
4. The Science of Industrial Psychology
i.
The Scientific Management
Two
The scientific selection of workers so that each
worker would be given responsibility for the task for
which he or she was best suited.
4. The Science of Industrial Psychology
i.
The Scientific Management
Although Scientific Management as a distinct theory or
school of thought was obsolete by the 1930s, most of its
themes are still important parts of industrial engineering
and management today.
These include analysis, synthesis, logic, rationality,
empiricism, work ethic, efficiency and elimination of
waste, standardization of best practices. Disdain for
tradition preserved merely for its own sake,
transformation of craft production into mass production,
and knowledge transfer between workers and from
workers into tools, processes and documentation.
4. The Science of Industrial Psychology
ii] Ergonomics
Ergonomics (or human factors) is the scientific discipline
concerned with the understanding of interactions
amongst humans and other elements of a system, and
the profession that applies theory, principles, data,
methods to design in order to optimize human well-being
and overall system performance.
It is concerned with the ‘fit’ between the user, equipment
and their environments. It takes account of the user’s
capabilities and limitations in seeking to ensure that
tasks, functions, information and the environment suit
each user.
4. The Science of Industrial Psychology
ii] Ergonomics
Taylor tripled the amount of coal workers were shoveling
by determining optimum size and weight of shovel they
were using.
Frank and Lillian Gilbreth expanded Taylor’s methods in
the early 1900s to develop “Time and Motion” studies.
They aimed to improve efficiency by eliminating
unnecessary steps and actions.
Number of motions in bricklaying
4. The Science of Industrial Psychology
ii] Ergonomics
Number of motions in bricklaying
Before Gilbreth study
After implementing the study
18
4.5
Bricklaying speed per hour
Before Gilbreth study
After implementing the study
120 bricks
350 bricks
4. The Science of Industrial Psychology
ii] Ergonomics
Time and Motion Studies
4. The Science of Industrial Psychology
ii] Ergonomics
Time and Motion Studies
More than twenty technical subgroups within the Human
factors and Ergonomics Society (HFES) indicate the range
of applications for ergonomics.
Human factors engineering continues to be successfully
applied in the fields of aerospace, aging and health care,
IT, product design, transportation, training, nuclear and
virtual environments etc.
4. The Science of Industrial Psychology
iii] Hawthorne Studies
The Hawthorne experiments were ground breaking
studies in human relations that were conducted between
1924 and 32 at Western Electric Company’s Hawthorne
Works in Chicago.
The research began as simple experiments to increase
productivity by manipulating lighting, rest intervals, and
work hours but the results of the experiments were
puzzling. Sometimes when conditions were made worse,
production improved and vice versa.
4. The Science of Industrial Psychology
iii] Hawthorne Studies
Therefore, workers were interviewed to see what was
going on. This led to a dramatic discovery that workers’
attitudes actually played a role in productivity.
In the context of these experiments the fact that someone
was finally paying attention to them seemed to have
affected their behavior.
Until then it had been accepted that the only significant
motivator was money.
4. The Science of Industrial Psychology
iii] Hawthorne Studies
WHAT IS INDUSTRIAL PSYCHOLOGY?
4. The Science of Industrial Psychology
iv] Human Relations Approach
Human relations movement refers to the researchers of
organizational development who study the behavior of
the people in groups, especially workplace groups. It
originated in the 1930s Hawthorne studies.
Researchers in this approach were interested in more
complicated theories of motivation as well as in the newly
discovered emotional world of the worker. Employers
realized that interests, attitudes, and personality may be
contributors to productivity.
4. The Science of Industrial Psychology
iv] Human Relations Approach
The influx of new tests for selection continued till the
passage of Civil Rights Act of 1964. this legislation
transformed selection testing and led to the development
of broad base of technical knowledge about
characteristics of employment tests.
It was also realized that there were other influences on
individuals and more so on group behavior in the
workplace. Thus in 1973, “organizational” was added to
the individual. Individual was now a part of larger social system.
4. The Science of Industrial Psychology
Performance
Behavior
Human
Relations
The relationship
between Behavior,
Human Relations &
Performance
Behavior
Human
Relations
Behavior
Ineffective
behavior
Ineffective human
relations
Human
Relations
5. Organizational Psychology
Organizational psychology considers not only people, but
also the context within which those people work. The
focus on individuals is a unique perspective in an
environment where management is primarily concerned
with the success of the organization as a whole.
Always within the context of organizations, interventions
may focus on individuals, pairs of individuals, groups,
combination of groups or whole organizations. Methods
of intervention derive from explicit psychological concepts
and theories appropriate to the objectives and entities
engaged in change processes.
5. Organizational Psychology
When fully utilized, the practice of organizational
psychology begins with assessment or diagnosis, proceeds
to design and implementation, and concludes with
evaluation of the efforts to bring about change.
Organizational psychology is practiced with service
delivering and product generating organizations from the
public, private and not for profit sectors of society.
compel companies to be interested in social and
psychological processes.
6. “I” versus “O”
The above core processes and competencies can be
roughly categorized as either industrial psychology or
organizational psychology. In the next slide I have tried to
show where some of the categories would be placed.
In general, industrial psychology focuses on the
measurement of job requirements and individual’s
knowledge, skills, abilities, performance so as to match
individuals with suitable jobs.
Organizational
psychology is more theoretical and
considers psychological processes such as motivation and
work attitudes.
6. “I” versus “O”
Social
Psychology
Industrial Psychology
Organizational
Psychology
Job Analysis
Selection & Placement
Training
Performance Appraisal
Human Resource
Management (SHRM)
Motivation & Work
Attitudes
v
Leadership
Culture & Climate
Organizational Development
Business
Management (AQM)
6. “I” versus “O”
Organizational psychologists also study phenomenon that
occur at a level than the individual, such as group and
organizational climate as well as organizational change
and development.
Studying phenomena at these higher levels of analysis or
focus is called macro research while studying
phenomenon that occurs at an individual level is called
micro research.
This brings us to study of the role of industrial and
organizational psychologists.
7. The Role of Industrial Psychologists
Industrial psychologists primarily help increase
satisfaction, productivity, and well being in a workplace
environment. Traditionally industrial psychologists
evaluate the behavior of workers and their experience
within the organization and then they research methods
to enhance this experience.
Their research ranges from studying the work habits of
individual to analyzing the organization as a whole.
Let us have a look at their responsibilities within an
organization.
7. The Role of Industrial Psychologists
Industrial psychologists’ responsibilities
2
1
Working to ensure that
employees
are treated fairly.
4
Addressing harassment issues.
3
Creating systems that
reward performance.
Making jobs more
satisfying / interesting.
5
6
Motivating employees
and teams to work
effectively.
7
Helping the workforce meet
competitive challenges
7. The Role of Industrial Psychologists
This graph shows the areas of practice for industrial psychologists starting from an
individual to the environment.
Who is It? *
What is the role of I/O psychology?
Environment
Organization
Department
Team
Individual
In your Welingkar Institute, who do you think is that individual *, the team, the department,
the organization and the environment & what is the role of I / O psychology in each of these
areas.
8. Psychologist at Work
Psychology at Work
What Do I-O Psychologists Really Do?
Name: Erica Hartman
Job Title/Company: Associate Director, APT Metrics
Job responsibilities: Project Management, People
Management, Client/Account Management, Business
Development
My specific I-O interests (research and/or practice): Job
analysis, competency modeling, selection and development
8. Psychologist at Work
My career path/job history: 3 years as a consultant at
Stanard & Associates, 2 years as a Leadership Development
Consultant at Advocate Healthcare, 5+ years at APT
Metrics.
How I became interested in I-O psychology: While taking
an Organizational Psychology course in undergrad.
A typical day at my job includes: This all depends on the
projects I am working on, how crazy things are at the
moment, and whether I am at a client site.
8. Psychologist at Work
What I like best about my job: The variety of clients and
projects.
Some of the challenges of my job: The variety of clients
and projects, as well as the amount of travel.
Something others may find interesting about me: I have
done the Escape from Alcatraz swim race 5 times in the last
7 years.
My other I-O and SIOP-related activities: Past Vice
President of CIOP (Chicago Industrial Organizational
Psychologists).
8. Psychologist at Work
My advice to future I-O psychologists: Try to gain a wide
range of experiences at the beginning of your career and
take advantage of each opportunity
that comes your way.
Why I-O psychology matters: By impacting people’s
satisfaction with their jobs we are able to have an impact
on their overall “life” satisfaction, which is a pretty
powerful thing!
9. Summary
 Work is important as it occupies much of our time,
provides livelihood and define how we feel about
ourselves.
 Industrial Psychology is applied psychology. It applies
the principles, theory, and research to the workplace.
 Industrial Psychology began with the studies of
industrial efficiency. The Hawthorne studies prompted
the study of workers’ emotion. Human engineering
came into prominence during Second World War. Title
VII of the civil Rights Act of 1964 required employers to
justify testing and other policies in terms of equal
opportunity.
9. Summary
 The worker is one level of analysis but the work group
and the organization and even the culture represent
additional and valuable levels of analysis.
 Industrial Psychology has evolved from what it was in
1964 to today and will continue to evolve. There are
and will be many more opportunities for Industrial
Psychology to contribute to employers, workers and
the society in which we live.
10. Further reading
http://www.siop.org/default _more.aspx
To “think outside the box”
Just think outside the box.
New research shows acting out metaphors may increase
creativity.
11. Self Assessment Questions.
1. During the World War II, I/O psychologists worked with
the department of the army to refine the:
A.
Accuracy of their missiles.
B.
Selection and placement of their recruits.*
C.
Deny the importance of group dynamics.
D.
Eliminate the need for continued research.
2. Organizational research topics of the 1960s to the
1980s included :
A.
Work motivation.
B.
Job attitudes.
C.
Job characteristics
D.
All of these.*
11. Self Assessment Questions.
3. One of the earliest applications of human factors
research to the workplace was found in
A.
Time and motion studies.*
B.
Equipment enhancement.
C.
Product design.
D.
Environmental control studies.
4. Scientific Management was developed by:
A.
Frank Gilbreth.
B.
Bruce V Moore.
C.
Charles Westinghouse.
D.
Frederick Taylor.*
11. Self Assessment Questions.
5. The 1930s ________ conducted at the Western Electric
Plant emphasized the importance of social relations and
employee attitudes while at work:
A.
Elton Tarkision Studies.
B.
Hawthorne Studies*.
C.
Beta Benchmarking Test.
D.
Leader Logic Assessments.
6. ________ is the scientific discipline concerned with the
understanding of interactions among humans & other
elements of a system:
A.
Ergonomics*.
B.
Mental ability
C.
Organizational Psychology.
D.
Human Behavior
11. Self Assessment Questions.
7. ________ refers to the researchers of organizational development
wherein employers realized that interests, attitudes and personality
may be contributors to productivity.:
A.
Hawthorne Studies.
B.
Human Relations Movement*
C.
Motivation and Work Attitudes.
D.
Job studies and analysis.
8. All of the following are duties of an industrial psychologist in a
work setting EXCEPT:
A.
Organizational analysis and planning.
B.
Test development and planning.
C.
Psychotherapy and self-clarification*.
D.
Job studies and analysis.
Thank You !