Download EHU-301: Industrial Psychology

Introduction
to
Industrial
Psychology – Definitions & Scope.
Major influences on industrial
Psychology- Scientific management
and human relations schools,
Hawthorne Experiments
 Individual
in Workplace
 Motivation and Job satisfaction ,
 stress management.
 Organizational culture,
 Leadership
 & group dynamics.
Work
Environment
&
Engineering Psychology-fatigue.
Boredom, accidents and safety.
Job Analysis, Recruitment and
Selection – Reliability &
Validity of recruitment tests.
 Performance
Management :
 Training & Development
 Miner
J.B. (1992) Industrial/Organizational
Psychology. N Y : McGraw Hill.
 Blum & Naylor (1982) Industrial Psychology. Its
Theoretical & Social Foundations CBS
Publication.
 Aamodt, M.G. (2007) Industrial/Organizational
Psychology : An Applied Approach (5th edition)
Wadsworth/Thompson : Belmont, C.A.
 Aswathappa
K. (2008). Human Resource
Management (fifth edition) New Delhi : Tata
McGraw Hill.
 Psychology
is the science of human mind or,
 In other words, it is the study of human behaviour.
 The application of the knowledge of psychology to
the industrial situations is known as industrial
psychology.

 Industrial
psychology is the study of people at
work in industry and in business. It is the study of
their aptitudes and their qualifications for jobs.
 Individual
difference:
Individuals differ in physical characteristics, Intelligence,
aptitudes, attitudes, personality, skills etc.
 Causation of Human Behaviour:
Human behaviour is caused
An individual does not just behave in one way or other.
It is the situation which stimulates him to behave in a
particular manner.
It is necessary to understand cause of behaviour before
making an attempt to improve upon it
 The
aim of industrial psychology is to give the
worker greater physical and mental ease at work.
i.
To investigate in an unbiased manner the ways
in which psychological problems are handled at
present.
ii.
To develop new methods and to modify the
methods which have been tried out and
evaluated.
iii. To formulate certain principles which will help
in the solution of human relation problems.
 Selection
and testing
 Performance evaluation
 Job analysis and evaluation
 Training
 Leadership
 Motivation
 Job
satisfaction
 Confliction management
 Diagnose and develop remedies for
organisation
 Downsizing
 Organizational culture change
 Focus
on people in man machine
environment
 Creation of work environment compatible
 Career counseling
 Industrial relation
i.
Employment Testing:
Modern industrial concerns use many
psychological tests like intelligence test,
aptitude test, interest test, personality test
These tests help in choosing right types of
people for organization.
It the test are properly applied, there will
be lower rate of labor turnover, higher
productivity of employee and higher job
satisfaction.
 Psychologists
help in determining the training
needs of employees,
 And designing the training programmes which can
deliver good results
 The important techniques used in industry include
teaching
machine,
programmed
learning,
sensitivity training, role playing etc.
 Job
factors like education, training, experience,
degree of supervision, degree of risk, etc are
considered to evaluate different jobs and determine
their relative worth
 It
helps to replace the traditional casual approach
to PA by systematic techniques of performance
appraisal.
 The results of PA helps for certain
important
personnel decisions like promotion, training,
counselling, etc.
vi) Motivation of personnel
vii)Vocational Guidance and counselling
viii)Improvement of morale
ix)Human engineering-an applied science that
coordinates the design of devices, systems,
and physical working conditions with the
capacities and requirements of the worker
 Hugo
Munsterberg.
 “Scientific
Management is the substitution of exact
scientific investigations and knowledge for the old
individual judgment or opinion in all matters
relating to the work done in the shop.”
F. W. Taylor
 Scientific
Management is nothing but a
systematic analysis and breakdown of work
into its smallest mechanical elements and
rearranging them into their most efficient
combination.
 To improve efficiency and speed taylor
advocated Scientific Management.
 Science
not rule of thumb
 Harmony, not Discord
 Co-operation, Not Individualism
 Maximum Output, Not Restricted Output
 Development of workers to their greatest
efficiency and prosperity
 Equal division of responsibility
 Scientific
task-setting
 Work study
a) Methods study
b) Motion study
c)Time study
d) Fatigue study
 Separation of Planning from doing
 Standardization
 Selection and training
 Differential piece rate plan
 Between
1927-32
 George Elton Mayo
 Western Electric Company
 1) Illumination Experiments
 2) Relay Assembly Test Room Experiments
 3) Bank Wiring observation room study
 4) Mass Interview Programme
 An
organization is a psycho-social system.
 Human factor is most important element in the
social system.
 The behavior of an individual is dominated by the
informed group of which he is a member.
 Workers are not merely rational economic being
motivated simply by money
 Social
and psychological factors exercise a greater
influence on employee behavior and performance
than physical conditions of work.
 Workers act or react not as individual but as a
member of group.
 Workers respond to the total work situation
 J0b
satisfacti0n :It is fav0urabIe and
unfavurabIeness with which empI0yee view
the w0rk
 ACHIEVEMENT
 REC0GNITI0N
 W0RK
 RESP0NSIBITY
 GENDER
 N0
0F DEPENDENT
 TIME SPEND IN J0B
 INTEIIiGENCE
 EDUCATI0N
 Ge0graphicaI
 SIZE
I0catin
0F PIANT
 SaIary
 J0b security
 Supervis0rs and sub0rdinates
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
Father of Human Relations Approach

The experiments were conducted in four phase:
1.
Illumination experiments
2.
Relay assembly test room
experiments
3.
Interview phase
4.
Bank wiring observation room
experiments
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 he
first, a sequence of illumination tests
from 1924 to 1927, set out to determine the
effects of lighting on worker efficiency in
three separate manufacturing departments.
 Accounts of the study revealed no significant
correlation between productivity and light
levels.
 The results prompted researchers to
investigate other factors affecting worker
output.
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 In
the first series two groups were made.
 One group was exposed to varying intensities
of illumination.
 Since
this group was subjected to
experimental changes, it was termed as
experimental group.
 Another group was called
control group,
continued to work under constant intensities
of illumination.
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 The
researchers found that as they increased
the illumination in the experimental group,
both groups increased production.
 When
the intensity is decreased, the
production continued to increase in both the
groups.
 The
production decreased when the
illumination was below the level of moon
light.
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 This
phase aimed at knowing not only the
impact of illumination on production but also
other factors like length of the working day,
rest hours, and other physical conditions
 In
this experiment, a small homogeneous
work-group of six girls was constituted.
These girls were friendly to each other and
were asked to work in a very informal
atmosphere under the supervision of a
researcher.
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 The
incentive scheme was changed so that
each girls extra pay was based on the other
five rather than output of larger group, say
100 workers or so. The productivity increased
as compared to before.
 Two
five minutes rests- one in morning
session and other in evening session-were
introduced which were increased to 10
minutes. The productivity increased
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 The
rest period was reduced to 5 minutes but
frequency was increased. The productivity
decreased slightly and the girls complained
that frequent rest intervals affected the
rhythm of the work.
 The
number of rest was reduced to two of 10
minutes each, but in the morning, coffee or
soup was served along with sandwich and in
the evening, snacks was provided. The
productivity increased.
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 Changes
in the working hours and workdays
were introduced such as cutting an hour off
the end of the day and eliminating Saturday
work.

the girls were allowed to leave at 4.30 pm
instead of usual 5.00 pm and later at
4.00pm. Productivity increased.
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 As
each change was introduced, absenteeism
decreased, morale increased and less
supervision was required.
 Sense
of belongingness ,self- discipline,
sincerity increases.
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 21000
people were interviewed between
1928-1930
 To
determine employee attitude towards the
company and their jobs.
 21,000
employees were interviewed over a
period of three years to find out reasons for
increased productivity. It was concluded that
productivity can be increased if workers are
allowed to talk freely about matters that are
important to them
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



Initially, a direct approach was used whereby
interviews asked questions considered important
by managers and researchers.
The researchers observed that the replies of the
workmen were guarded.
Therefore, this approach was replaced by an
indirect technique, where the interviewer simply
listened to what the workmen had to say.
The findings confirmed the importance of social
factors at work in the total work environment.
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




Conducted during 1931- 1932
It was undertaken by researchers to test some of
the ideas they had gathered during the
interviews.
A group of 14 male workers in the bank wiring
room were placed under observation for six
months.
A worker's pay depended on the performance of
the group as a whole. The researchers thought
that the efficient workers would put pressure on
the less efficient workers to complete the work.
However, it was found that the group established
its own standards of output, and social pressure
was used to achieve the standards of output.
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
The hypothesis was that in order to earn more
workers would produce more and in order to
take advantages of group bonus, they would
help each other to produce more.

But this reason failed as workers decided the
target for themselves which was lower than the
companies target.

Ex- group target for a day was connecting 6600
terminals against 7300 terminals set by the
company. The worker gave following reasons for
the restricted output.
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




Fear of unemployment: the basic reasoning of workers was that if there
would be more production per head, some if the workers would be put out
of employment .
Fear of raising the standards: most workers were convinced that once
they had reached the standard rate of production, management would raise
the standard of production reasoning that it must be easy to attain.
Protection of slower workers: The workers were friendly on the job as
well as off the job. They appreciated the fact that they had family
responsibility that required them to remain in the job.
Since slower workers were likely to be retrenched, the faster workers
protected them by not overproducing.
Satisfaction on the part of management: According to workers,
management seemed to accept the lower production rate as no one was
being fired.
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Definition of motivation:
* The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
Motivation is…
 Complex
 Psychological
 Physical
 Unique
to each and every person
 Context sensitive
 Not fully understood
Qualities of Motivation:
Energizes
behavior
Directs behavior
Enable persistence towards a goal
Exists in varying details
ENERGY
DIRECTION
PERSISTENCE
It is a process by which a person’s efforts are
energized, directed and sustained towards attaining
the goal.
*Energy- A measure of intensity or drive.
*Direction- Towards organizational goal.
*Persistence- Exerting effort to achieve goal
Needs or
expectations
Result in
Drive force
(Behavior or
Action)
To Achieve
Desired Goals
Feedback
fulfillments
Which Provides
Unsatisfied
need
Tension
Drivers
Search
behaviour
An unsatisfied need creates tension that stimulates
the drive within an individual to generate a search
behaviour to fins particular goals, if attained, will
satisfy the need and reduce the tension (Robbins
and Decenzo, 2004 p.280).
Satisfied
need
Reduction
of the
tension
A need is and
internal state
that makes
certain
outcomes
attractive.
Motivation
•Maslow’s hierarchy of needs
•Herzberg’s Two-factor theory
•McClelland’s Acquire needs theory
 THE0RY
X AND THE0RY Y BY MCGREG0R
Selfactualization
Esteem
• Achieving one’s potential, selffulfilment, becoming what one is
capable of becoming.
• The desire for a positive selfimage, to achieve attention,
recognition, and appreciation from
others.
Social
• A need to be accepted by
peers, friendship, being part
of a group.
Safety
• A need for safe and
secure fro physical and
emotional environment,
free from threat.
Physiological
• Food, drink, shelter,
 Lower-end
needs are the priority needs,
which must be satisfied before higher-order
need are activated.
 Needs are satisfied in sequence.
 When a need is satisfied, it declines in
importance and the next need becomes
dominant.
 To motivate an individual one must know
where that person is in the hierarchy and
focus on satisfying at or above that level.
 Not
everyone is motivated in the same way.
 Motivation and need satisfaction are
anticipatory in nature.
 Managers must seek to guide and direct
employee behaviour to meet the
organizational needs and individual needs
simultaneously.
Hygiene Factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Satisfaction
No satisfaction
Motivation factors
Hygiene factors
No
dissatisfaction
dissatisfaction
 Hygiene
factors involve the presence or
absence of job dissatisfiers. When the
hygiene factors are present, the individual is
not dissatisfied; however when they are
absent the individual is dissatisfied. In any
case hygiene factors do not motivate.
 Motivators
are factors that influence
satisfaction and consequently motivate the
person from within as he or she achieve the
higher-level
needs
of
achievement,
recognition, and personal growth.
 Providing
the hygiene factors will eliminate
employee dissatisfaction but will not
motivate workers to high levels of
achievement.
 Recognition,
responsibility,
and
the
opportunity to achieve personal growth will
promote
satisfaction
and
employee
performance.
 The benefit of this theory has implications
for the effect of company systems and job
design (how work is arranged and how much
employees control their work) on employee
 The
basis of the model is that needs are
acquired or learned from the life experiences
in the culture in which we live (Lewis et at,
2007 p 381).
 The acquire needs model focuses on three
important needs in the work environment:
1.
2.
3.
Need foe achievement (n-ach)
Need for power (n-pow)
Need for affiliation (n-affil
 n-ach
– the drive to excel, to accomplish,
and to achieve a standard of excellence.
 n-pow – the need to influence and control
one’s environment; may involve either
personal power or institutional power.
 n-affil – the need for friendly and close
interpersonal relationships
 Acquired-need
model provides managers with
the understanding of the underlying needs
that motivate people to behave in certain
ways. This model does not explain why
people choose a particular way of behaviour.