心理学在管理中的应用

1、Chapter 13Industrial and Organizational PsychologyChapter PreviewOrigins of I/O PsychologyIndustrial PsychologyOrganizational PsychologyOrganizational CultureApplication: Health and WellnessOrigins of I/O PsychologyScientific Management Frank TaylorDetermine the most efficient methods for performing

2、 any work-related taskTime and motion studiesAssembly linesSelection and recruitment of military recruitsOrigins of I/O PsychologyErgonomics / Human FactorsIntersection of engineering and psychologyFocuses on safety and efficiency of human-machine interactionsPerception, attention, cognition, learni

3、ng, social, and environmental psychologyApplied psychologyBuilding a Better MouseOrigins of I/O PsychologyHawthorne Studies (1927-1932)How work conditions influence productivityThe Hawthorne EffectIndividual productivity increases when workers are singled out and made to feel importantPerformance is

4、 subject to social pressures and group normsHuman Relations ApproachIndustrial PsychologyEmphasis on how to use human resources to increase efficiency and productivityJob analysis and evaluationEmployee selectionTrainingPerformance appraisalJob Analysis and EvaluationJob AnalysisGenerating a detaile

5、d job descriptionFollow a systematic procedureBreak the job into small unitsCreate an employee manualJob-oriented descriptionPerson-oriented descriptionKSAOsJob Analysis and EvaluationJob AnalysisEssential and nonessential job functionsAmericans with Disabilities Act of 1990U.S. Department of LaborD

6、ictionary of Occupational TitlesOccupational Outlook HandbookJob EvaluationCompensable factorsOccupational Outlook: 2004-2012Personnel SelectionRecruitmentTestingIntegrity tests and biographical inventoriesInterviewsInterviewer illusionStructured interviewsWork Samples and ExercisesTrainingOrientati

7、onAcquaint employees with the organization and with other employeesFormal TrainingOverlearning making the task “automatic”Employee developmentMentoring“Natural” mentoring relationshipsPerformance AppraisalEvaluating a persons success at their jobSources of BiasHalo effectDistributional errorLeniency

8、 errorsSeverity errorsCentral tendency errorsPerformance Appraisal360-Degree FeedbackCollect evaluations of employee from numerous sourcesVariability suggests that ratings reflect performance, not general impressions (liking)Other Performance MeasuresThinking outside the boxOrganizational citizenshi

9、p behavior (OCB)360-Degree FeedbackOrganizational PsychologyEmphasis on research and practice involving human relationsManagement ApproachesJob SatisfactionEmployee CommitmentMeaning of WorkLeadership StylesManagement ApproachesThe “Japanese” Management StyleTheory X and Theory YTheory X managers mo

10、tivate by exerting control and threatening punishmentTheory Y managers motivate by allowing workers to participate in problem solvingStrengths-Based ManagementManagement StylesJob SatisfactionMeasuring Work AttitudesImportant FactorsFairness of compensationPersonality characteristics of individualsC

11、ultural influencesCritical Controversy: Happy WorkersLong-term happiness is related toFinancial independenceOccupational attainmentFavorable evaluationsJob WithdrawalOrganizational SpontaneityApproach MotivationEmployee CommitmentAffective CommitmentEmotional attachment to the organizationContinuanc

12、e CommitmentPerception of economic and social costs of leaving the organizationNormative CommitmentSense of obligation to the organizationMeaning of WorkJobs, Careers, and CallingsJob No training, personal control, freedomCareer Work as opportunity for advancementCalling Work has value beyond econom

13、icsRelationship to Psychological Well-BeingJob CraftingPhysical and cognitive changes that individuals make within existing task constraintsLeadership StylesTransactional LeadershipEmphasizes exchange relationship between workers and leaderBelieves people are motivated by rewards and punishmentsProv

14、ides clarity and structure to employeesLeadership StylesTransformational LeadershipEmphasizes vision for an organizationFour key elementsProviding idealized influenceInspiring others to achieveIntellectually stimulating employeesShowing concern for employees well-beingPromotes organizational identit

15、yIntersection: Whos in Charge? Genetic Contributions to LeadershipPersonality traits and twin studiesExtraversion and achievement motivationTransactional and transformational leadershipBig 5 Personality Traits and LeadershipHigh extraversionHigh conscientiousnessLow neuroticismOrganizational Culture

16、Shared values, beliefs, norms, and customsPower cultureRole cultureTask culturePerson cultureOrganizational CulturePositive Organizational CulturePositive ReinforcementReward good work and acknowledge contributionsIncorporate fairness and safetyCompassionEmpathize with and alleviate sufferingVirtuou

17、snessDo the right thingOrganizational CultureToxic Workplace FactorsWorkplace IncivilitySexual HarassmentQuid pro quo sexual harassmentHostile work environment sexual harassmentWorkplace ViolenceApplication: Health and WellnessStress at WorkJob StressRole ConflictMeeting demands of multiple life rol

18、esBurnoutPhysical, behavioral, and emotional symptomsManaging Job StressLeisureFlowChapter SummaryDiscuss the roots and evolution of industrial and organizational psychology.Describe the perspective and emphases of industrial psychology.Identify the main focus of organizational psychology and describe some important business factors that organizational researchers have studied.Define organizational culture and describe factors relating to positive and negative