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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 !