31 Ekim 2017 Salı
16 Ekim 2017 Pazartesi
Difference between Industrial Psychology and
Organizational Psychology
Industrial psychology is concerned with people at work.
Industrial psychology provides theory and research methods to personnel
management. It is also called personnel psychology. A closely related field is
known as organizational psychology.
Traditionally, industrial psychologists have assessed
differences among individual workers and have evaluated individual jobs.
Organizational psychologists generally seek to understand how workers function
in an organization, and how the organization functions in society.The
distinctions between industrial psychology and organizational psychology are
not always clear. Thus, the two areas are often referred to jointly as
industrial/organizational psychology, or I/O psychology. I/O psychologists work
for businesses, consulting firms, government departments, and colleges and
universities.
Both industrial and organizational psychologists help
determine fair pay scales, generally based on the levels of skill and education
a job requires and any hazards it poses. I/O psychologists also research causes
of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the
best person for a job, evaluate job performance, and train employees. In
developing a system for matching an individual to a job, an industrial
psychologist must first determine what special knowledge, skills, and abilities
the job demands.
The psychologist then designs a selection system to judge an
applicant’s qualifications for the job. The objective of such a system is to
predict a person’s performance in the workplace. Commonly used selection tools
include interviews, letters of reference, work samples, and tests of aptitudes,
abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major
function of an industrial psychologist. Psychologists often create a numerical
scale to use in rating an employee’s performance. To have value, a system
should maximize the accuracy with which people rate performance, and minimize
bias.
Industrial psychologists commonly develop training
programmes. This function involves identifying performance or technical needs
of employees that can be met by training. It also deals with evaluating the
effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work
simulators, computer-assisted instruction, and role playing. Organizational
psychologists devote much time to job satisfaction. They investigate factors
that have been found to relate to satisfaction, including employee turnover,
absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because
evidence suggests that both motivation and ability are necessary for employees
to succeed in their jobs. Thus, psychologists develop systems for rewarding
good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is
what makes an effective leader. The psychologists help identify the personality
traits of a good leader and the types of leaders who should be selected for a
particular position.
Organizational psychologists also help maximize efficiency
by redesigning the lines of authority or communication in an organization.
Organizational psychologists may also work to improve an organization’s
efficiency by addressing such physical factors as its work schedules, layout,
design of its tools and equipment, and levels of heat, light, and noise.
Leader v manager: who’s the boss?
Leader v manager: who’s the boss?
ONCE EVERYONE HAS agreed how many angels can dance on the
head of a pin, you can ask the really tough question: what is the difference
between a leader and a manager? Fortunately, my publisher has the answer: books
with ‘leadership’ in the title sell more. This devalues both leadership and
management. The starting point is to define leadership. Henry Kissinger said
that “the task of the leader is to get his people from where they are to where
they have not been”. By this prosaic definition, there are plenty of people
with leadership titles, such as CEOs, who are not leading. They are
administering a legacy they inherited. Equally, there are plenty of people
lower in organisations who are making change and leading people where they have
not been. They may not have the title, but they are leading. This means that
leadership is not about your position; it is about what you do.
Once we start calling everyone a leader, we no longer know
what real leadership is ;
Unfortunately, we are now in a position where everyone is
meant to be leading. In schools, teachers are often called ‘leaders of
learning’. At one level this is aspirational – but it devalues the idea of
leadership. Once we start calling everyone a leader, we no longer know what
real leadership is.
The second problem with the cult of leadership is that it
devalues management. But management is essential. If everyone in the
organisation is leading, there will be chaos; everyone would be trying to take
everyone else where they have not been.
Leaders may lead the revolution, but before and after the
revolution we need managers. We massively underestimate how hard and how
important good management is: the cult of the leader only makes the situation
worse.
Managers live in a world where customers, the taxman and
regulators want more; experienced staff leave and inexperienced staff start;
employees want higher pay and promotion; competitors try to steal your lunch;
suppliers let you down; and budgets and deadlines only get tighter. This is
tough, and we should celebrate those people who show that they can manage well.
Everyone can learn to lead, just as everyone can learn to
manage. Many of the skills are very similar. The difference is how far leaders
and managers take their skills. Leaders push for radical Leader v manager:
who’s the boss? A new angle on an age-old question WORDS Jo Owen change, not
always ideal; managers ensure steadier improvement. Leaders and managers need
to be smart (IQ), to deal with people well (EQ) and to know how to make the
organisation work. That requires political skills, or political quotient (PQ).
The skillset is becoming more demanding as we move from a relatively simple
world of command and control to one of influence and commitment. In the old
world, managers had to make things happen through other people; now they have
to make things happen through people they do not control and may not even like.
That changes everything. Management is harder than ever. It’s time to value it properly
Kaynak:
Professional Manager. Spring2016,
p70-70. 1p.
Know the difference between leadership and management to
choose the best candidate for the job
One of the greatest rewards in MSO upper management is the
opportunity to play a role in advancing the career of your staff. Especially in
todays tight hiring market, we often find ourselves moving people from one shop
to another, filling staffing gaps as well as providing advancem ent opportunities.
I've seen m any examples where, over a period of time, detailers become parts
people, then parts managers, then production managers, then estimators and then
shop m anagers. Or at least m any experience some portion of the typical
advancement path. Of course, each role has its own needs in terms of talents
and abilities. People with good work ethic and reasonable intelligence tend to
learn and adapt, and most succeed over a period of time. Yet the step into true
m anagem ent roles that include supervising other people and assuming a higher
level of responsibility is different. Here we are dealing with not simply
becoming a m anager but also becoming a leader. Advancing people into such
roles is the most challenging in terms of helping them understand what it takes
to succeed. It is also the most rewarding for all involved when success occurs.
What's the difference? Wikipedia says, "M anagement includes the
activities of setting the strategy of an organization and coordinating the
efforts of its em ployees or volunteers to accom plish its objectives through
the application of available resources, such as financial, natural,
technological and hum an resources." Wikipedia defines leadership as
"a process of social influence in which a person can enlist the aid and
support cf others in the accomplishment of a common task.” Do you see the
difference: Manage m ent is about strategy, organization and coordinating.
Leadership is about social influence of others in accom plishing tasks. The
difference is in the hearts and minds of people! A manager can probably cause
someone to perform a task simply because they told them to do so. A leader will
cause that person to WANT to accomplish the task. In die second instance, die
person may be motivated by a sense of personal or team accom plishm ent; it
could be that they are inspired to please the leader; it may be that they see
die accomplishment as a positive outcome for themselves or others; or it could
be for a num ber of other reasons. But the difference is that the leader caused
a reaction inside the person that causes them to have a desire to accom plish
the task instead of performing the task simply because they were told to do so.
That is the net effect of good leadership skills. Good managers do diings
right. Good leaders do the right things. Are leaders bom or developed? A little
bit of online research from "experts” revealed a num ber of perceptions,
but most indicated diat the answer is "both.” One source said that best
estim ates offered by research is that leadership is about one-third born and
tw o-thirds made. Hie fact that leadership is mostly m ade is good news for
those of us involved in leadership development. Yet, there are som e inborn
characteristics that predispose people to be and become leaders. Courage is
among the most important traits. Being bold, assertive or risktaking can be
advantageous for leaders. Leaders also need to be smart to analyze situations
and figure out courses of action. Intelligence is associated with leadership; perhaps
not general IQ, but social intelligence — understanding social situations and
processes — is the com ponent of intelligence that is important for leadership.
Finally, some sort of empathy, or ability to know followers, is also
advantageous for leaders, although m uch of this is learned. One study
involving m any Army officers set out to develop a leadership model that
identifies the leadership factors that create top perform ance. The result of
the research was a skills-based m odel of leadership th at connects a leader's
know ledge and skills to his/ her perform ance. The model is a capabilities
model and suggests that people have the potential for leadership as long as
they are capable of learning from their experiences. The study concluded that
leadership capabilities can be developed over time through education and
experience (Mumford, Zaccaro, Harding, et al, 2000) and is not reserved for the
gifted few. In sum m ary, the research asserts that through job experience and
training, individuals can becom e better problem solvers and leaders. Practical
application I've seen m any examples of collision repair businesses promoting
people into a key management role — often shop m anager — before the person was
prepared. In some cases the person will never be prepared simply because of
their own natural traits. Often the person has been an exem plary estimator.
The ability to create estimates, negotiate with insurers, sell work and
interact with customers is helpful. But the responsibility to motivate, critique,
discipline, hire, fire, maintain performance and quality standards, and be
accountable to upper m anagem ent and owners for shop performance is entirely
different. It is, for the most part, die transition from follower to leader.
While people like the idea of gaining the new title and advancing their
careers, some experience a very unsettling surprise. Some see dieir shop's
performance decline and are not sure what die cause is. Some have an idea of
the cause but they may not know how to fix it. Some have an idea of how to fix
it but are uncomfortable confronting the issue. If you have ever been in the
position of having to confront a cranky, belligerent body or paint tech who is
much older than you are to change their behavior, you understand what I am
referring to. It is not for the faint of heart. You may realize that the event
will shape the entire shop's reaction and culture for the near future. I’ve
seen some new m anagers ignore the issue and occupy diemselves in other areas
of perceived importance. I’ve seen som e postpone the event: “It's Friday. I w
on’t ruin their weekend. I'll talk to them next week," or “It’s hard to
get new techs. We need to be flexible.” Then often the new m anager feels dim
inished, weakened and uncertain of their abilities and may start to question if
they are the right person for the job. Instead, it is up to us in upper
management to first select die right people. Remember diat leaders must have
some natural abilities as well as education and training. Become a coach Once
your new manager is in place, it is critical to work closely with them to
establish the right leadership insights and approach to issues. Their new set
cf responsibilities are primarily people issues. There is a seemingly infinite
number of different approaches to people to get the best results. Frequent
discussions, and coaching sessions witii die new manager are invaluable. Flelp
them establish their style. Help them understand what different styles look
like, how they behave, and what the outcomes are. Encourage the new manager to
read and study m anagem ent/leadership approaches. Empower your new manager,
yet stay close enough to them to “keep diem between die guardrails.” Select
great can d id ates and help them to becom e leaders. The rew ards for you and
those around you will be incredible.
Kaynak:
Auto Body Repair Network.
Jul2017 Supplement, p12-14. 2p.
Empathy, The Key To Deal With Jerks At Work
Empathy, The Key To Deal With Jerks At Work
We spend a lot of our lives at work. So it makes sense to acknowledge that a difficult workplace can make life miserable. Often, there is a disruptive person at work that throws the whole place off kilter. Coworkers feel miserable, angry, and frustrated. They feel their creativity, productivity, and commitment drain away. They want something to change but don’t know what steps to take and often just hope the difficult worker changes. Which unfortunately never happens.
We spend a lot of our lives at work. So it makes sense to acknowledge that a difficult workplace can make life miserable. Often, there is a disruptive person at work that throws the whole place off kilter. Coworkers feel miserable, angry, and frustrated. They feel their creativity, productivity, and commitment drain away. They want something to change but don’t know what steps to take and often just hope the difficult worker changes. Which unfortunately never happens.
The Counter-intuitive Solution But there is, in fact, a way
forward. It can seem counterintuitive and downright frustrating, but it’s
simple, and it works. They key is committing to it and entrusting the idea that
each individual has a responsibility to help make the workplace better. The
approach can be summed up in just one word. Empathy. Empathy is the key to
managing difficult workplace relationships. And in this context it means really
trying to understand and appreciate the very person that you likely have the
least desire to think or care about. But when we look at what might be driving
disruptive individuals to act the way they do, we can begin to understand them,
empathize with them, and even begin to work better together with these three
steps:
Ways for empathy at work place
Step 1: What is the Pattern of Behavior? Step one is trying
to nail down the individual’s pattern of behavior. What exactly is disruptive
about how they act? Maybe they are always overestimating their abilities and
blaming others for any shortcomings. Perhaps the person explodes whenever their
authority is threatened. Some difficult workers frustrate us by cutting corners
and always falling short on tasks – and then lying about it! Yet others are a
pain with their need for perfection, orderliness, and control. Whatever it may
be, the task is to figure out just what the pattern of behavior is. What is the
action the bothers you and in what settings does it occur? Only by having a
clear sense of the problem can you find a solution.
Step 2: Empathy and Understanding The key here is thinking
about why the person might be acting so disruptively. Much like a child
throwing a tantrum, the goal is not necessarily to be bad but the difficult
person often doesn’t know another way to handle his own stressful situation. In
understanding their behavior, we can have empathy for their situation, and
figure out ways to engage them rather than merely complaining about how
frustrating they are. Begin by asking what you know about this person? What is
her life like? What is the office like for her? What is she worried about that
she covers up be being difficult? Because that’s what is usually going on: the
bad actor has some internal struggle that is causing the inappropriate
behavior. Even acknowledging that general conclusion can be incredibly
comforting. The person that is making your life a living hell is actually
insecure and taking it out on you. The arrogant, condescending person is often covering up their own
feelings of inadequacy. Once you understand this, you can acknowledge that
little compliments might avoid a blowout. The inflexible micro manager is only
controlling you because she out of control and overwhelmed. Recognizing this
can provide for the technique of avoiding challenges over details and
expressing appreciation for their dedication (while emphasizing yours!). While
each difficult person might be different, there tend to be general types. And
once you figure out what they’re struggling with to cover up, you can approach
them with more empathy and specific techniques that minimize their anxiety. At
the end of the day, even if you’re the one doing the legwork, this will make
your job and your workday more pleasant.
Step 3: What am I contributing? The last step is to figure
out just why the person’s pattern of behavior bothers you so much. As much as
the disruptive coworker is labelled as a “jerk” or “schmuck” it is just as
important to figure out why we are bothered by the behavior. Why do you hate
being blamed? Does the individual remind you of someone else in your life? Is
there a reason that certain demands rub you the wrong way? By assessing your
own contribution to the problem, you are more likely to be able to take a step
back and diffuse some negative feelings for the disruptive person that you are
carrying with you throughout the day. While certain people at work can be
extremely frustrating, we can take solace in knowing that there is a way
forward. Instead of just hoping that the difficult person changes, each of us
has the ability – and responsibility – to improve the office. Committing to the
steps of identifying patterns of behavior, harnessing empathy, and looking at
our own contributions can all help to improve our time at work.
Ways for improving empaty
-Travel to new place
-Learn new skills
-Have deep conservation
-Read more
-Identify personal biases
-Ask for feedback
Why important empaty in work place?
-Customer prefer empathetic companies
-Empathy increase employee retention
-Empathic manager foster creativity
Ways for improving empaty
-Travel to new place
-Learn new skills
-Have deep conservation
-Read more
-Identify personal biases
-Ask for feedback
Why important empaty in work place?
-Customer prefer empathetic companies
-Empathy increase employee retention
-Empathic manager foster creativity
References:
How to Manage Someone Who Thinks Everything Is Urgent
How to Manage Someone Who Thinks Everything Is Urgent
We’ve all been in situations in which we couldn’t wait for a
slow-moving or overly cautious employee to take action. But at the other
extreme, some employees have such a deep need to get things resolved that they
move too quickly, or too intensely, and make a mess. They may make a bad deal
just to say they’ve made it, or issue a directive without thinking through the
ramications just to say they’ve handled a problem decisively.
The problem is that these employees may have been praised in
the past for this very behavior, even when it results in mistakes that they can
then heroically “save.” And when urgency is a part of the organizational
culture, it may feel like a requirement to move fast, whether you’re a leader
or a frontline employee. At a basic level, because urgency generates so much
activity, it can be hard to recognize it as an organizational problem. But it’s
a signicant one. Executives report that
thousands of dollars are lost every business day when decisions are rote or
arbitrary because of pro forma, nonstrategic decision making.
And yet, despite the damage that unaddressed urgency can do,
urgent employees are usually some of the most committed and are often very
productive. Here are steps you can take to mitigate the negative impact of
their urgency, to help them focus their intensity on the right targets and
ensure they make better long-term decisions before taking action
Help them recognize their impact on others. Show how
collaboration pays o„ for everyone — including them. One assistant VP I worked with was correct
about what needed to be accomplished, but he was driven to “get it over with” and “put it behind” him, and
often operated unilaterally to get things done. Because he was only urgent
about his own goals and tasks, he was perceived as a bad partner and not a team
player. I encouraged his manager to affirm the importance of collaboration, and
to ask him specically to prepare the equivalent
of “impact statements” as a way to force
interaction and cooperation with other parties. His manager also learned to
stop praising him for every accomplishment and to praise him instead for the
process — joint planning, coordination, and interdepartmental success.
Encourage them to identify all the consequences of their
actions. It’s typical for urgent employees to see only the upside of acting
quickly, not the negative e„ects of
acting too quickly. A VP at a nonprot client
had a history of making decisions hastily and without sufficient data. These
decisions led to some unfortunate employee layo„s,
despite her having been asked to consult with others and weigh such decisions
carefully. After we had her rehearse the termination conversations with
employees she had just hired, and we dramatized the impact the termination
would have on them as individuals and on their families, the exposure to the
pain she was causing nally got her attention.
Pair them with long-term thinkers. E„ective
interventions let urgent employees actually experience the success that comes
from a more deliberate, thoughtful approach. A senior sales specialist brought
in many deals because he was both diligent and intense. But he was so eager to
get the deals that, as soon as a prospect indicated even a tentative yes, he
would o„er anything they seemed to want to close
their initial order rather than strengthening his own presentation to get
better value. After he brought in several new accounts that were signicantly smaller than potential or had too many strings
attached, his management paired him with a more cerebral colleague who excelled
in research and planning. The combination of high energy and careful planning
increased the number and size of deals.
Kaynak:
Harvard Business
Review Digital Articles. 8/2/2017, p2-4. 3p.
What makes a workplace great? Happy employees share secrets
Anna Marum
Sept. 29--The most successful employers know that good pay
and traditional benefits aren't enough to make a workplace great. They know the
other qualities are far less tangible and always evolving.
But for people who love their jobs, regardless of industry
or company size, there are common themes: autonomy, transparency, flexibility.
A collaborative culture. A sense of purpose. Room to grow.
And that's true whether they work at a tire center, a real
estate agency, a medical clinic or a coffee house, according to the results of
the 2017 Top Workplaces survey.
The results show that regional workers place a premium on
flexibility and support. That's always been the case, said Charlotte Fritz, an
associate professor of industrial and organizational psychology at
Portland State University. What's changed is the way in which they're
delivered.
Support can come in the form of consistent training and good
benefits, she said. But a lot of that goodwill, or lack thereof, can be traced
back to the boss, she said.
"Lots of people leave their jobs or switch teams
because they don't get along with their supervisor," she said. Employees
don't respond well to micromanagement; they need to be able to do their work in
a way that fits their own needs and skill set, she said.
The survey results back that up. Respondents repeatedly
praised bosses who allowed them to do their jobs. "I have autonomy. My
director encourages decision making and doesn't need to be involved in every
little thing," one Oregon Clinic employee wrote. "All of the
supporting departments do their job so well, it allows me to do mine very well
too."
Workers also value flexibility, Fritz said, and technology
has made it easier for people to work remotely and off-hours. But employers
also have to set clear expectations to guard against fostering a culture in
which staffers are reluctant to unplug. There are "costs of always being
on and always being accessible," she said.
"We've got plenty of data now that you need to move
away from work early in the night because it can affect your life," she
said. "Even if it's good or exciting, it's mental activation, and it can
mess with your sleep."
ONE SIZE DOES NOT FIT ALL
The most successful workplaces tend to personalize perks.
"It's never just about Kegerators," said Lindsay Wolff Logsdon, a
partner with Portland's Liquid Agency consulting firm and former human
resources manager. She was referencing Silicon Valley's embrace of beer on tap
and such perks as free gourmet food, nap pods and on-site yoga classes.
"If you're making a fancy space because you like to
show off, you could have just given that money to employees and they would have
been more motivated. ... Uber had a beautiful, slick fancy office. What if they
had put a tenth of that money into training their managers?" she said of
the ride-sharing company's reputation for a toxic workplace culture.
A company's benefits should complement its values, Wolff
Logsdon said.
For instance, Portland-based Living Room Realty gives its
employees unlimited paid time-off and vacation bonuses. Vernier Software &
Technology, a Beaverton company that provides classrooms with lab equipment,
regularly holds picnics and barbecues for employees and allows them to take
four hours of paid volunteer time per month.
Employers will ultimately see a return on investment for
each benefit they offer their workers, Wolff Logsdon said.
The adage that one great employee is worth three good ones?
Research backs that up. Michael Mankins, a partner with consulting firm Bain
& Co. who co-wrote a book on productivity, found that one
"inspired" employee -- one who brings more energy to the job -- can
produce as much as 2.25 workers who are merely "satisfied."
"Our research suggests that the best companies are more
than 40% more productive than the rest," Mankins wrote in the Harvard
Business Review. "And this difference in productivity results in
significantly higher profits -- operating margins 30%-50% higher than industry
peers -- and faster growth."
QUALITY OF LIFE
Both Wolff Logsdon and Fritz agree that the Portland metro
area has a reputation for valuing a healthy work-life balance.
The pace is slower here than, say, the San Francisco Bay
Area, Wolff Logsdon said. People in the Pacific Northwest expect to leave work
by 6 to spend time with friends and family or pursue outdoor activities. In the
Bay Area, workers tend to work longer hours and spend ungodly amounts of time
in traffic.
"You get the best products when people can be their
best," she said. "There's an appreciation for leading a balanced,
high-quality life in Portland. We're an hour from the mountains, an hour from
the ocean. Whatever your pleasure, it's accessible here."
Fritz agreed: The region is attractive to workers for its
high-quality life at a moderate cost, its laid-back pace and its focus on
sustainability.
"I think a lot of people move here for job
opportunities," she said, "and also for a certain kind of life they
want to live."
-- Anna Marum
Kaynak:
Oregonian, The (Portland, OR).
09/29/2017.
I hate conflict! Now what do I do?
I hate conflict! Now what do I do?
What’s the hardest part about being a manager? Confrontation.
Especially if you’re naturally averse to conflict. It’s that queasy feeling you
get when you have little choice but to corner a well-liked, happy-go-lucky
employee and point out his shortcomings as he bats that “Who? Me?” look at you;
or you need to tell a handful of workers whose lunch breaks are lasting as long
as a Renaissance banquet, “It has to stop now!” Or worse, fire a staffer who
did nothing wrong, but hey, someone’s gotta go, so says upper management
fixated on the bottom line. Now the termination meeting is in your hands, and a
person’s life is about to drastically change. It ain’t easy being hard. Before
we go any further, let’s define conflict in the boss/worker arena. It’s not
about you starting fights, acting tough or testing out some nifty bullying
tactics. It’s about solving problems before they turn into a workplace
meltdown, which is what will happen if you avoid confrontation. Why do folks
shun conflict? It’s all about losing: losing the argument; losing face; losing
a friend. But if you don’t want to lose your job, you’re going to have to
confront confrontation. Here are some tips to help you: Don’t ad-lib. Plan and
practice your speech. Better yet, recruit your spouse or trusted friend
(outside of work) to play the part of the employee you need to confront. Have
the friend or spouse deliver typical but varied responses you may get from the
employee. Then establish and rehearse your comeback lines. Although the
practice won’t make perfect, it’ll shoo most of the butterflies. Address ASAP.
Dragging your feet is the purest form of avoidance. And conflict avoidance is
something you’re trying to overcome. The longer you put it off, the more you’ll
conjure up seemingly rational reasons why it’s best to dodge. Stewing in
silence will begin to make sense. Don’t fall for it. Set a sharp deadline, say
a day or two—after you thought about and practiced some lines. Think business.
All business. This is the zone you need to be in. Everything you do as a boss
in the workplace is essentially a business move. You’re a business person now:
an entrepreneur of a productive workplace, striving to be efficient, fair and
profitable. You need to separate personal feelings and fears from the work at
hand: Getting the most out of your employees with as much harmony as possible.
When you’ve grown comfortable with what was once uncomfortable, your job will
get a whole lot easier.
Kaynak:
Managing People at Work.
10/15/2017, Vol. 4 Issue 20, p4-4. 1/2p.
4 Ekim 2017 Çarşamba
Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psychologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality tra Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psych Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psychologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality traits of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
ologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality traits of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
its of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psychologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality tra Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psych Difference between Industrial Psychology and Organizational Psychology
Industrial psychology is concerned with people at work. Industrial psychology provides theory and research methods to personnel management. It is also called personnel psychology. A closely related field is known as organizational psychology.
Traditionally, industrial psychologists have assessed differences among individual workers and have evaluated individual jobs. Organizational psychologists generally seek to understand how workers function in an organization, and how the organization functions in society.The distinctions between industrial psychology and organizational psychology are not always clear. Thus, the two areas are often referred to jointly as industrial/organizational psychology, or I/O psychology. I/O psychologists work for businesses, consulting firms, government departments, and colleges and universities.
Both industrial and organizational psychologists help determine fair pay scales, generally based on the levels of skill and education a job requires and any hazards it poses. I/O psychologists also research causes of industrial accidents and ways of reducing them.
Industrial psychologists typically help employers find the best person for a job, evaluate job performance, and train employees. In developing a system for matching an individual to a job, an industrial psychologist must first determine what special knowledge, skills, and abilities the job demands.
The psychologist then designs a selection system to judge an applicant’s qualifications for the job. The objective of such a system is to predict a person’s performance in the workplace. Commonly used selection tools include interviews, letters of reference, work samples, and tests of aptitudes, abilities, knowledge, interests, and personality.
Developing methods of evaluating job performance is a major function of an industrial psychologist. Psychologists often create a numerical scale to use in rating an employee’s performance. To have value, a system should maximize the accuracy with which people rate performance, and minimize bias.
Industrial psychologists commonly develop training programmes. This function involves identifying performance or technical needs of employees that can be met by training. It also deals with evaluating the effectiveness of the training programme.
Training needs may include ways to:
(1) help new employees get used to the organization,
(2) update technical skills of current employees, and
(3) prepare employees for new responsibilities.
Techniques used in training include classroom lectures, work simulators, computer-assisted instruction, and role playing. Organizational psychologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality traits of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
ologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions.
Organizational psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.
Another important concern of organizational psychologists is what makes an effective leader. The psychologists help identify the personality traits of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
its of a good leader and the types of leaders who should be selected for a particular position.
Organizational psychologists also help maximize efficiency by redesigning the lines of authority or communication in an organization. Organizational psychologists may also work to improve an organization’s efficiency by addressing such physical factors as its work schedules, layout, design of its tools and equipment, and levels of heat, light, and noise.
http://www.yourarticlelibrary.com/industrial-psychology/difference-between-industrial-psychology-and-organizational-psychology/29497/ , 4 Ekim 2017 tarihinde erişildi
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