An Introduction to Industrial and Organizational Psychology

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1 An Introduction to Industrial and Organizational Psychology

2 What is I-O psychology? The application of scientific psychological principles to the workplace (anywhere people work) “Industrial-oriented” areas: Recruitment, selection, training & development, performance appraisal and management “Hardware,” or structural aspects of human resource management “Organizational-oriented” areas: Motivation, leadership, teams, occupational health and well-being, job attitudes and behavior “Software,” or human and social aspects of organizational behavior I-O psychologists use their training and knowledge of psychological principles in a wide variety of settings. For instance, psychometrics and statistics are used in selecting/hiring employees; learning principles are used in training and motivation; and numerous social psychological concepts come into play when I-O psychologists work in the areas of leadership and job satisfaction. Although I-O psychologists are not lawyers, they often provide consultation to employers in legal matters. Hiring, salary, and promotion practices must follow legal guidelines from the Civil Rights Act, the Americans with Disabilities Act, and other legislation. I-O psychologists are now becoming more involved in issues of sexual harassment, providing training to help avoid cases and consulting with management once an incident has occurred. More detail on the major points is provided in the following slides. Prepared by the Society for Industrial and Organizational Psychology - SIOP © 1998

3 What is I-O psychology? Helping people do their jobs
helping employers treat employees fairly helping make jobs more interesting and satisfying helping workers be more productive I-O psychologists use their training and knowledge of psychological principles in a wide variety of settings. For instance, psychometrics and statistics are used in selecting/hiring employees; learning principles are used in training and motivation; and numerous social psychological concepts come into play when I-O psychologists work in the areas of leadership and job satisfaction. Although I-O psychologists are not lawyers, they often provide consultation to employers in legal matters. Hiring, salary, and promotion practices must follow legal guidelines from the Civil Rights Act, the Americans with Disabilities Act, and other legislation. I-O psychologists are now becoming more involved in issues of sexual harassment, providing training to help avoid cases and consulting with management once an incident has occurred. More detail on the major points is provided in the following slides. Prepared by the Society for Industrial and Organizational Psychology - SIOP © 1998

4 Treating employees fairly
Treating people from diverse backgrounds fairly selecting people for jobs providing training rewarding promotions/raises addressing harassment Assessing performance accurately A large proportion of I-O psychologists help to develop selection systems. These systems include: 1) identifying the knowledge, skills, abilities, and other qualities that are necessary to perform well, a process called job analysis, 2) identifying and/or designing tests and measures to assess applicants’ levels on those key job requirements, 3) administering the tests, and 4) determining the applicants most suitable for a given position. Ensuring that this process is accurate and fair and doesn’t discriminate against members of protected groups is a key job task of many I-O psychologists. I-O psychologists also design and provide training to employees to ensure that they can perform well on the key job requirements outlined in a job analysis. This requires identifying training needs, determining the most effective training approach, and often conducting the training. The diversity of education levels, languages, and ages of employees influence each step of the training process. In addition to selection and training, I-O psychologists help in designing systems to determine if employees are performing satisfactorily. Again, the key job requirements are the source for the performance appraisal system. In each case, I-O psychologists design systems to ensure that employees are treated fairly at each step of the process. Prepared by the Society for Industrial and Organizational Psychology - SIOP © 1998

5 Making jobs more interesting/satisfying
Designing jobs people will find satisfying rewarding work safe, efficient work areas (Human Factors) Motivating employees to perform Creating teams that work well together combining diverse talents and perspectives There are a lot of jobs out there that are just not that pleasant. While I-O psychologists can help to select people who don’t mind those jobs, they also assist employers in making jobs more satisfying. Making the work more rewarding can be accomplished by giving employees more decision-making input, by helping them see how their work fits into the mission of the whole company, or by providing them with a variety of tasks. I-O psychologists also assist in designing a workspace that doesn’t have employees going home in pain each night. Through research, the right height for work benches, computer keyboards, or digital readouts have been determined. That’s just one example of how Human Factors/Ergonomics are influenced by I-O psychologists. Using tools from behaviorists, cognitive psychologists, and social psychologists, I-O psychologists design jobs or systems to increase the motivation levels of employees. Some of the same things that make a job more satisfying (input to the work, vision, variety) also increase motivation. Finally, teams have become a fixture in most companies because much of the work done now requires the skills of multiple players. In addition, the workplace of the future (and the present for many people) is one that is connected by , faxes, video-conferences, and other technology. The dispersion of people that was facilitated by this technology also necessitates new teamwork skills. Prepared by the Society for Industrial and Organizational Psychology - SIOP © 1998

6 Helping people be more productive
Designing work patterns that enhance efficiency Providing skills training and development Helping to meet the challenges of competition Moving past downsizing Henry Ford took one of the great industrial leaps in efficiency with the assembly line and scientists, engineers, and I-O psychologists have been improving on it since. General Motors’ Saturn Corporation has taken the line concept, combined it with teams at each stop (instead of individuals), and created one of the more recent advances in production design. The automation at most manufacturing plants is just one of the reasons that new skills have been required. Training for the workers and the managers who must now supervise a different workforce has been essential. Similarly, with the expansion of the internet and other forces, business has truly gone global. With globalization has come increased competition from countries that can produce more and do it at a fraction of the cost. While globalization has created competition, it has also brought co-workers from different countries and cultures together. The need for diversity training (training that raises awareness of employee differences, etc.) has exploded as a result. Finally, the 1980s and early 90s left companies and employees reeling following downsizing. Typically downsizing is followed by a drop in productivity as employees sort out the implications for themselves. I-O psychologists have helped employers identify the concerns of their employees and designed programs to address those concerns. They also help employers deal with the employees who have lost their jobs. Prepared by the Society for Industrial and Organizational Psychology - SIOP © 1998

7 - 지역, 국가에 따라 부르는 명칭에서 약간의 차이가 있음
1장. 산업 및 조직심리학의 역사 • 산업 및 조직심리학의 현황 - division 14th - 지역, 국가에 따라 부르는 명칭에서 약간의 차이가 있음 영국: occupational P. 유럽의 많은 나라들: work and organizational P. 남아프리카 공화국: industrial P. • 산업 및 조직심리학자들의 활동 분야(그림 1-1, 2001) - government: 7% - industry: 18% - consulting firm: 38% - university: 37%

8 1. 1 산업 및 조직심리학의 분야들(산업 및 조직심리학의 하위 분야)
1장. 산업 및 조직심리학의 역사 1. 1 산업 및 조직심리학의 분야들(산업 및 조직심리학의 하위 분야) • 선발과 배치(selection and placement) - 선발을 위한 도구 개발, 적성에 맞는 배치 등 • 교육과 개발(training and development) - 교육(education), 훈련(training), 개발(development) • 수행관리(performance management, performance appraisal) - 직무 수행의 준거 식별 및 직무 가치에 따른 보상 • 조직개발(organizational development) - 조직의 구조를 분석하여 고객의 만족과 조직의 효과성을 극대화하기 위한 과정 • 작업생활의 질(quality of work life) - 건강하고 생산적인 일터를 위한 종업원 만족에 초점(ex. Job-redesign) • 인간공학(ergonomics) - 인간과 잘 맞는 기계, 장비, 도구 등의 설계에 초점

9 • 제 1차 세계대전기(1917~1918): 군대 선발 검사의 개발-Army alpha, Army beta
1장. 산업 및 조직심리학의 역사 2. 심리학자들의 면허와 자격증 3. 산업 및 조직심리학의 역사 3.1 초창기(1900~1916) • 산업 및 조직심리학의 창시자들 - Walter Dill Scott-광고, Frederick W. Taylor-과학적 관리의 원칙 - Hugo Münsterberg - 운전자안전운행 • 제 1차 세계대전기(1917~1918): 군대 선발 검사의 개발-Army alpha, Army beta • 두 세계대전 간기(1919~1940): 기업조직에의 적용 본격화 –호오손 연구 • 제 2차 세계대전기(1941~1945): AGCT의 개발, 조종사 훈련 참여 • 학문영역의 세분화기(1946~1963): 공학심리학, 인사심리학 등의 발전 • 정부의 개입기(1964~현재): 동등고용기회위원회

10 • 비교문화 심리학(cross-cultural psychology)
1장. 산업 및 조직심리학의 역사 4. 비교문화적 산업 및 조직심리학 • 비교문화 심리학(cross-cultural psychology) - 다양한 문화와 민족에 있어서 개인의 심리적 및 사회적 기능간의 유사성과 차이를 연구하는 심리학 • 작업에 미치는 국제적 환경의 변화들(Erez, 1994) - 노동력의 문화적 다양화 - 작업환경의 영역 - 합병 및 인수 - 신기술과 원격통신체계의 출현 5. 산업 및 조직심리학의 당면과제 • 노동력과 일터의 조화 • 일과 사생활의 관계에 대한 관점

11 한국에서의 산업(및조직) 심리학 40년간의 역사, 비약적 성장, 그리고 미래:
1964년 임상심리학회와 더불어 한국심리학회 산하 최초 분과로 설립, 1988년 최초로 학술지 발행 이진숙(1953). 조종사의 심리학적 적성검사에 관한 연구 장동환, 오원철, 이창우(1968). 한글타자기 건반배열을 위한 인간공학적 연구 1971년 성균관대 최초의 산업심리학과 개설 이후 호서대, 광운대, 선문대, 대전대 산업심리학과 개설 성대, 서울대, 연대, 고대, 중앙대, 광운대 등 박사과정 개설 인사(인사관리, 교육, 조직문화) 분야에서 두각 노동부 직업적성검사, PSAT, SSAT