Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Assumes there is one best configuration to
accomplish goals
Hellow, future RPm!
o Scientific Analysis will identify the one best way to
organize for production
Doubt is definitely going to eat you this review season. I
o Deal with the formal organization and concepts to
just want you to know that it is very VALID to feel that
increase management efficiency
way. But always remember to go back to the reason why
o Both people and organizations act in accordance
you are doing this.
with rational economic principles
o To be successful in this new economy, industrial
May this reviewer help you pass the boards like it did to
and mechanical engineers are needed to organize
me and to many people that I know <3
production systems to keep the machines busy and
work flowing
o
Functional Principle – concept behind division of
We will be remembered
labor, that is, organizations should be divided into
units that perform similar functions into areas of
Organizational Theory (20)
specialization
Organizational Theories, Models, and Concepts
o Scalar Principle – deals with the organization’s
Organizational Theory
vertical growth and refers to the chain of command
o Organization – collectivities of parts that cannot
that grows with levels added to the organization
accomplish their goals effectively if they operated
▪ Each subordinate should be accountable to only
separately
one superior (unity of command)
▪ a tool people use to coordinate their actions to
o Line/Staff Principle
obtain something they desire or value to achieve
Line Functions: have primary responsibilities for
a goal
meeting the major goals of the organization, like the
▪ social entity, made up of people that agree on,
production department
and work towards goals
Staff Function: support the line’s activities but are
▪ org creates value, or else the “die”
regarded as subsidiary in overall importance to line
▪ How do org create value? Environment
functions
(Customers, Suppliers) > Input (Raw Materials,
o Span-Of-Control Principle – refers to the number
IT, HR) > Process (Machines, Computers,
of subordinates a manager is responsible for
KSAOs) > Output (Products, Services)
supervising
o Organizational Theory – set of propositions that
▪ Large Span-of-Control produce flat
explains or predicts how group and individuals
organizations, whilst, smaller Span-of-Control
behave in varying organizational structures and
produce taller organizations
circumstances
A. Scientific Management by Frederick Taylor
Classical Theory/Classical Organizational Theory
▪ The organization is a machine, a pragmatic
o Classical Organizational Theory – organizations
machine whose focus is to simply run more
exists for economic reasons and to accomplish
effectively
productivity goals
▪ Taylor believed that scientific principles could
o The basic ingredient of any organization and then
be applied to the study of work behavior to help
addresses how organizations should best structured
increase worker efficiency and productivity
to accomplish its objectives
▪ Based on the concept of planning of work to
✓ System of differentiated activities – activities
achieve efficiency, standardization,
that are linked to each other
specialization, and simplification
✓ People – perform tasks and exercise authority
▪ The advantages of productivity improvement
✓ Cooperation toward a goal – unity of purpose in
should go to workers
pursuit of their common goals
▪ Physical stress and anxiety should be eliminated
✓ Authority – ensures cooperation among people
▪ Capabilities of workers should be developed
pursuing their goals
through training
o There is a “right” structure for an organization
▪ Traditional boss concept should be eliminated
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Mainly associated with high levels of job
Employment decisions based on merit
specialization and standardization
Emphasis on written records
▪ conducted time and motion studies and analyzed
▪ Division of Labor: each job is a specialized
temperature, illumination, and other conditions
position with its own set of responsibilities and
of work, all while looking at the effects of these
duties; division of tasks performed in an
conditions on productivity and efficiency
organization
▪ Taylorism: has a premise that there is one best
▪ One potential difficulty involves the
way to get the job done
coordination of various tasks handled by various
▪ Management gathers data from the workers, who
employees
are in the best position to understand the job
▪ Tend to be top-down pyramidal organization
duties and tasks
▪ Delegation of Authority: approach whereby
▪ Workers are selected carefully or scientifically
supervisors assign tasks to separate employees
and trained so that they become more efficient
and hold them responsible for completing these
than ever
tasks (Micromanagers); information about which
▪ Scientific selection, data collection, and training
lower-level employees report to higher-level
are combined to enhance efficiency
employees
▪ The work itself is redistributed, with
▪ Structure: formal way an org is designed in
management taking over tasks previously left to
terms of division of labor, delegation of
subordinated
authority, and span of control
▪ The most effective companies have detailed
▪ Characterized by Span of Control (number of
procedures and work practices developed by
subordinates who report to a given supervisor
engineers, enforced by supervisors, and executed
Principles of Scientific Approach
by employees
Structure – hierarchy, top-down, and uses legitimate
▪ Taylor, along with Frank and Lillian Gilbreth
power
implemented the principles of scientific
Specialization – functional basis, separated according
management
to specialization
▪ Worker efficiency would lead to greater
Predictability and Stability – there must be rules and
managerial efficiency
regulations
▪ Scientific Selection of the worker
Rationality – equal treatment, no bias/subjective in
▪ Management and labor cooperation rather than
selection
conflict
Democracy – ability to vote
▪ Scientific training of the worker
C. Administrative Management by Henri Fayol
B. Bureaucracy by Max Weber
▪ Aims to improve organizational productivity by
▪ Described the structure, organization, and
focusing on methods that managers can use to
operation of many efficient organization
synchronize internal processes
▪ ideal form of organization
Elements of Administrative Theory
▪ includes formal hierarchy, division of labor, and
Line & Staff
a clear set of operating procedures
Committee
▪ Well-defined authority hierarchy with strict rules
Function of Management
for governing behavior, with few members with
Principles
highest status on the top
1. Division of Specialization – employees can become
▪ Increase productivity by reducing inefficiencies
more proficient in the accomplishment of a limited set
in organizational operations
of activities – thus, improving their output
Characteristics of a Bureaucratic Organization
- Employed: working in the person’s chosen field of
Specialization of labor
specialization
Well-defined Authority Hierarchy
- Underemployed: employed in a field that is not
Formal Rules and Procedures
under a person’s specialization
Impersonality – behavior is based on logical reasoning
- Unemployed: no work
rather than emotional thinking
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
2. Authority and Responsibility – managers should
Organizing
have the authority of issue commands, but it comes
Staffing
with responsibility to ensure the work gets done
Coordinating
3. Discipline – subordinates must fully obey
Directing
instructions from superiors (discipline through
Reporting
management)
Budgeting
4. Unity of Command – only one executive wherein
Structural Theory
the employees get instructions
o Harry Mintzberg proposed how organizations
5. Unity of Direction – each workgroup or department
evolve to reach a certain form and shape (structure)
is working under a singular plan that coordinates
which permits the organization to function in its
effort (guided by one supervisor)
surroundings
6. Subordination of Individual interest – interests of
o The structure of an organization is an adaptive
individuals are subordinate to the general interests of
mechanism that permits the organization to function
the group or department of company
in its surroundings
7. Remuneration of Personnel – compensation is used
Seven Basic Parts of an Organization
to incentivize worker performance
Operating Core – responsible for conducting basic
8. Centralization – decision-making should be either
work duties that give the organization its defining
centralized or decentralized, depending upon the
purpose; transform raw goods into a sellable products
characteristics of the organization and worker
Strategic Apex – responsible for the overall success
competency
of the entire organization; associated with executive
9. Scalar Chain – there must be a hierarchy of
leadership
authority that places workers below managers in the
Middle Line – ensures that overall goals set by
reporting structure
strategic apex are being carried out by the operating
10. Order – there must be a designed rules and
core
standards for the work environment and work
Technostructure – possess specific technical
responsibilities
expertise that facilitates overall operation of the
11. Equity – org must run based upon principles of
organization; accounting, HR, IT, law departments
fairness
Support Staff – aid the basic mission of the
12. Stability of tenure of Personnel – low turnover;
organization and typically includes the mailroom,
allows employee to learn their jobs, develop skills,
security, and janitorial services
and acquire loyalty
Ideology – belief system that compels commitment to
- Progressive Discipline: method of discipline that
a particular value; organizations should have
uses graduated steps for dealing with problems related
singularly devoted to a particular mission, and all its
to an employee’s conduct or performance that do not
actions are in pursuit if that mission; employees
meet clearly defined standards and policies
behave in accordance with their sincere conviction in
13. Initiative – must promote initiative by allowing
the ideology of the organization, and can perform their
employees to create plans and carry them out
work relatively independent of each other
14. Esprit De Corps – establishing a sense of
Politics – side effect of ideology, causes divisiveness
belonging within the organization creates a sense of
and conflict; the basis is the use of power that is
unity and moral
neither formally authorized or widely accepted in the
▪ Managerial practices are the key to driving
organization
efficiency in organizations
Neoclassical Theory
▪ Seeks to heighten managerial performance
o Neoclassical Theory – recognizes the importance
instead on individual worker efficiency
of individual or group behavior and emphasized
▪ Proposed the creation of work groups and
human relations
functional departments wherein distinct
o also known as Behavioral Theory of Organization,
activities are performed which contribute to the
Human Relations, or New Classical Theory of
accomplishment of greater tasks
Management
Functions of Management
Planning
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Based on Elton Mayo, Chester Barnard, and Herbert
o Passive to active organisms
Simon’s Theories
Humanistic Theory
o Adds a personal or human element to the study of
o Humanistic Theory – organizational success in
organization, considering the interrelationship
terms of employee motivation and the interpersonal
between an organization’s requirements and the
relationships that emerge within the organization
characteristics of its members
▪ Theory X and Theory Y (McGregor) –
o Productivity was achieved as a result of high
managers’ beliefs and assumptions about their
morale, which was influenced by the amount of
employees determine how they behave towards
individual, personal, and intimate attention workers
those employees
received
▪ Self-Fulfilling Prophecy – employees, over
o Introduced informal organization and emphasized
time, learn to act and believe in ways consistent
the: individual, work group, and participative
with how managers think they act and believe
management
Theory X
o Neoclassical: Group, Humanistic: Individual
- employees are viewed to be lazy, selfish,
1. Elton Mayo’s Hawthorne Experiment
uninterested in work, lack in ambition, and not very
▪ Conducted in Western Electric Company
intelligent
Hawthorne, Chicago
- managers control and direct employees in order to
▪ Study if the workers would be more productive
make outputs
depending on the levels of illumination in the
- employees is passive and unresponsive to
factory
organization needs
▪ Increased productivity when lighting conditions
- most prevalent set of beliefs about employees from
improved
the birth of industry
▪ Workers motivation increased due to interest
- lack of focus would lead to apathy and resistance
shown by the company in them and their wellTheory Y
being
- much more humanistic and developmental
2. Chester Barnard’s Comprehensive Theory of
orientation, emphasizing not only the inherent
Behavior in Formal Organizations
goodness, capacity, and potential of employees but
▪ People in executive roles must foster a sense of
also their readiness to develop those inherent
purpose, moral codes, ethical visions, and create
characteristics
formal and informal communication systems
- emphasizes management’s responsibility for
▪ People should cooperate, thus making no place
nurturing those qualities and providing employees
for conflicts among workers
with opportunities to develop their inherently positive
3. Herbert Simon’s Application of Classical Theories
characteristics in the workplace
to current situations of his time
- without unduly constraining organizational or
▪ Contradicted Henri Fayol’s Administrative
managerial controls
Management
o Motivation – the internal force that drives a worker
o Human Relations Movement – social and
to action as well as the external factors that
psychological factors are important in determining
encourage that action
worker productivity and satisfaction
▪ Ability and skill determines whether the worker
▪ Efficient leaders are employee-centric,
can do the job, but motivation determines
democratic, and follow a participative style
whether a worker can do it properly
o Behavioral Movement – proposes ideas how
Three Individual differences traits that are most
managers should behave to motivate the employees
related to work motivation
4. McGregor’s Theory X and Theory Y
1. Self-Esteem – the extent to which a person views
5. Argyris’ Growth Perspective
himself as valuable and worthy
o Growth was a natural and healthy experience for an
- Employees high in self-esteem are more motivated
individual
and will perform better than employees low in selfo Organizations that acknowledged and aided this
esteem
growth would be more likely to prosper than those
that are ignored or actively inhibited this growth
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
- Consistency Theory: employees who feel good about
- Employees who have a strong need for affiliation are
themselves are motivated to perform better at work
motivated by jobs in which they can work with and
than employees who do not feel that they are valuable
help other people
and worthy people
- Employees who have strong need for power are
- Employees try to perform at levels consistent with
motivated by a desire to influence others rather than
self-esteem is compounded by the fact that employees
simply to be successful
with low self-esteem tend to underestimate their
o Other Humanistic/Motivational Theories:
actual ability and performance
1. Job Expectations Theory – a discrepancy between
- Chronic Self-Esteem: person’s overall feeling about
what an employee expected a job to be like and the
himself
reality of the job can affect motivation and satisfaction
- Situational Self-Esteem: person’s feeling about
▪ When expectations from the job was not met,
himself in a particular situation
▪ the employee might feel unmotivated
- Socially Influenced Self-Esteem: how a person feels
▪ Realistic Job Preview is really important
about himself on the basis of the expectations of
2. Hackman and Oldham's Job Characteristics
others
Theory/Model - employees desire jobs that are
- To increase self-esteem, employees can attend
meaningful, provide them opportunity to be personally
workshops in which they are given insights into their
responsible for the outcome of their work, and provide
strengths
them with feedback of the results of their efforts
- Experience-with-Success: employee is given a task
▪ Jobs will have motivation potential if they allow
so easy that he will almost certainly succeed
employees to use a variety of skills and to
- Galatea Effect: the relationship between selfconnect their efforts to an outcome which has
expectations and performance
meaning, is useful, or is appreciated by
- Train supervisors to communicate a feeling of
coworkers as well as by others in society
confidence in an employee
▪ Job Diagnostic Survey
- Pygmalion Effect/Rosenthal Effect: if an employee
▪ Job Enrichment: redesigning jobs to give
feels that the manager has confidence in him, his selfworkers greater responsibility in the planning,
esteem will increase
execution, and evaluation of their work, raises
- Golem Effect: occurs when negative expectations of
the level of responsibility
an individual cause a decrease in that individual’s
Core Job Characteristics
actual performance
Skill Variety: use of different skills and talents to
2. Intrinsic Motivation – they will seek to perform
complete a variety of work activities
well because they either enjoy performing the actual
Task Identity: the degree to which a job requires
tasks or enjoy the challenge of successfully
completion of a whole or identifiable piece of work
completing the task
Task Significance: the degree to which the job affects
- Extrinsic Motivation – they don’t particularly enjoy
the organization and/or larger society
the tasks but are motivated to perform well to receive
Autonomy: provide freedom, independence, and
some type of reward or to avoid negative
discretion in scheduling the work and determining the
consequences
procedures to be used to complete the work
- Work Preference Inventory – measures the
Feedback: employees can tell how well they are
intrinsic and extrinsic motivation
doing from direct sensory information from the job
3. Needs for Achievement and Power – employees
itself
differ in the extent to which they are motivated by the
3. Abraham Maslow’s Need Hierarchy - employees
need for achievement, affiliation, and power
would be motivated by and satisfied with their jobs at
- Employees who have strong need for achievement
any given point in time if certain needs were met
are motivated by jobs that are challenging and over
▪ This model condenses a long list of previously
which they have some control, whereas employees
studied drives into five basic categories (primary
who have minimal achievement needs are more
needs)
satisfied when jobs involve little challenge and have a
▪ Proposed that human beings are motivated by
high probability of success
several primary needs (drives) at the same time,
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
but the strongest source of motivation is the
5. Frederick Herzberg’s Two-Factor Theory – some
lowest unsatisfied need
factors seemed to cause job satisfaction and
▪ As the person satisfies a lower-level need, the
dissatisfaction
next higher need in the hierarchy becomes the
a. Motivators – related to the work itself, the type
next strongest motivator and remains so even if
of work, level of responsibility, and the chances
never satisfied
for recognition, advancement, and personal
▪ Motivation can be shaped by human thoughts
achievement
a. Physiological Needs – food, air, water, shelter
b. Hygiene – related to the context in which people
b. Safety Needs – physical, psychological, and
perform the job, e.g., benefits, working
financial needs
conditions, type of supervision, salary, company
c. Belongingness/Social needs – interaction with
policies
others
▪ Eliminate job dissatisfaction by providing basic
d. Ego Needs – recognition and success
hygiene factors (compensated properly, treated
e. Self-Actualization – highest potential
well, and provided with job security)
6. David McClelland’s Achievement Motivation
Theory – three needs are central to work motivation:
needs for achievement, power, and affiliation
Need for Achievement – drive to success and get the
job done; love the challenges of work, task-oriented,
preferring situations offering moderate levels of risk
or difficulty
Need for Power – need to direct and control the
activity of others and to be influential
- Personal Power: used toward personal ends
- Institutional Power: power that is oriented toward
organizational objectives
Need for Affiliation – desire to be liked and accepted
by others
4. Clayton Alderfer’s ERG Theory – states that
7.
Four-Drive Theory – emotions are the source of
individuals can be motivated by multiple levels of need
human
motivation and that these emotions are generated
at the same time, and that the level which is most
through four innate and universal drives
important to them can change over time
1) Drive to acquire – seek out, take, control, and
▪ Individual’s priorities and motivations may be
retain objects and personal experiences
fluid and can move between existence,
2)
Drive to bond – variation of the need for
relatedness, and growth
belonging and affiliation, motivates the people
to cooperate and, essentially, for organizations
and societies
3) Drive to Comprehend – need to know, discover
answers to unknown
4) Drive to defend – protect ourselves physically,
psychologically, and socially
8. Self-Regulation Theory - employee monitor their
own progress toward attaining goals and then make
the necessary adjustments: that is to self-regulate
9. Reinforcement Theory – draws principles of operant
conditioning and states simply that behavior is motivated
by consequences
▪ Operant Conditioning – employees will engage
in behaviors for which they are rewarded and
avoid behaviors for which they are punished
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Factors the must be considered in determining the
- Gainsharing: ties groupwide financial incentives to
effectiveness of incentive programs
improvements in organizational performance
- Stock Options: employees are given the opportunity
Timing of incentive – reinforcer or punisher is most
to purchase stock in the future
effective if it occurs soon after the performance of the
behavior
Use of positive incentives versus negative incentives
– instead of rewarding employees, punish
Contingency of the consequences – if it is not
those who did wrong
possible to immediately reward or punish a behavior,
- For punishment to be effective, the employee must
it should at least be clear that the employee
understand why he is being punished and be shown
understands the behaviors that brought reward or
alternative ways of behaving that will result in some
punishment
type of desired reinforcement
- Reward and punishment must be made contingent
upon performance, and this contingency of
Fairness of the reward system
consequence must be clear to employees if we want
▪ Reinforcement – increases behavior
them to be motivated
a. Positive – addition of something to increase
Type of incentive used – supervisors should have
behavior
access to and be trained to administer different types
b. Negative – removing something to increase
of reinforcers
behavior
- Premack Principle: reinforcement is relative and that
▪ Punishment – decreases behavior
a supervisor can reinforce an employee with
4 types of Schedules
something that on the surface does not appear to be a
Fixed Interval
reinforcer
Fixed Ratio
- Financial Rewards: can be used to motivate better
Variable Interval
worker performance either by making variable pay an
Variable Ratio
integral part of an employee’s compensation package
* ratio – responses
or by using financial rewards as a bonus for
* interval – time
accomplishing certain goals
▪ Organizational Behavior Modification –
- Recognition: reward through recognition program
certain target behaviors are specified, measured,
- Social Recognition: consists or personal attention,
and rewarded
signs of approval, and expressions of appreciations;
10. Edwin Locke’s Goal Setting Theory – emphasized
informal recognitions
the role of specific, challenging performance goals and
- Travel: offer travel rewards rather than financial
worker’s commitment to those goals as key determinants
rewards
of motivation
Use of individual-based versus group-based
▪ Difficult or challenging goals will also result in
Incentive
greater levels of motivation, if the goals have
1. Individual Incentive Plans – designed to make high
been accepted by the workers
levels of individual performance financially
▪ Specific, Measurable, Attainable, Relevant,
worthwhile and the research is clear monetary
Time-Bound
incentive increase performance over the use of a
11. J. Stacey Adam’s Equity Theory – based on the
guaranteed hourly salary
premise that our levels of motivation and job
- Pay For Performance: also called as earnings-at-risk
satisfaction are related to how fairly we believe we are
(EAR) plans, pay employees according to how much
treated in comparison with others
they individually produced
▪ Inputs – those elements that we put into our
- Merit Pay: base their incentives on performance
jobs
appraisal scores rather than on such objective
▪ Outputs – elements we receive from our jobs
performance measures as sales and productivity
▪ Employees subconsciously list all their outputs
2. Group Incentive Plans – get employees participate
and inputs and then compute an input/output
in the success or failure of the organization
ratio by dividing the output value by input value
- Profit Sharing: provide employee with percentage of
▪ When an employee’s ratio is lower than those of
profits above a certain amount
others, he will become dissatisfied and be
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
motivated to make the ratios equal in one or
Motivation – represents the forces within a person
more ways
that affect his or her direction, intensity, and
▪ Our motivation decreases when our input/output
persistence of voluntary behavior
ratios are lower than others
- Direction: path along which people steer their effort
11. Vroom’s Expectancy Theory – also known as VIE
- Motivation is goal-oriented
Theory
- Intensity: amount of effort allocated to the goal
Valence – desirability of a particular outcome to an
- Persistence: refers to the length of time that the
individual
individual continues to exert effort toward an
- extent to which an employee value a particular
objective
consequence
Ability – includes both the natural aptitudes and the
- “gusto ko yumaman”
learned capabilities
- gaano mo ka-gusto yung outcome
Role Perceptions – how clearly people understand
Instrumentality – relationship between the
their job duties
performance of a particular behavior and the
Situational Factors – any context beyond the
likelihood that a certain outcome will result
employee’s immediate control
- link between one outcome and another outcome
15. Costa & McCrae’s Five Factor Model of
- outcome of a worker’s performance, if noticed,
Personality – the most researched and respected
results in a particular consequence
clustering of personality traits
- the extent to which the performance will result to the
Conscientiousness – organized, dependable, goaldesired outcome
focused, thorough, disciplined, methodical, and
- “kapag bae to yung ginawa ko, yayaman ako?”
industrious
Expectancy
Agreeableness – trusting, helpful, good-natured,
- perceived relationship between the amount of effort
considerate, tolerate, selfless, generous, and flexible
an employee puts in and the resulting outcome
Neuroticism – people who tend to be anxious,
- the extent to which the effort an employee exerted
insecure, self-conscious, depressed, and
resulted to the outcome she wanted
temperamental
- “nag-aral ako ng mabuti, nag-trabaho ako ng maayos
Openness to Experience – imaginative, creative,
kaya eto mayaman na ako”
unconventional, curious, nonconforming,
13. Organization Justice Theory – if employees are
autonomous, and aesthetically perceptive
treated fairly, they will be more satisfied and motivated
Extraversion – outgoing, talkative, energetic,
▪ Focused on fairness of many aspects such as the
sociable and assertive
process of decision making, outcome of
▪ Conscientiousness stands out as the best overall
decisions, and how it is communicated to
predictor of proficient task performance for most
employees
job, followed by Extraversion
▪ Distributive Justice – fairness of the decision
16. IMPACT Theory - each leader has one of six
itself
behavior styles: informational, magnetic, position,
▪ Procedural Justice – fairness of the procedures
affiliation, coercive, or tactical
used to arrive with the decision
Informational (Ignorance) provides info in a climate
14. MARS Model of Individual Behavior and
of ignorance, where important information is missing
Performance – Performance is predicted by the
from the group
Motivation, Ability, Role Perception, and Situational
Magnetic (Despair) leads through energy and
Factors
optimism but characterized by low morale
▪ All 4 factors are critical influences on an
Position (Instability) leads through energy and
individual’s voluntary behavior and
optimism but characterized by low morale
performance, if one is low in a given situation,
Affiliation (Anxiety) leads by liking and caring about
then, the employee will perform poorly
others
▪ Motivation, ability and role perception is
Coercive (Crisis) leads by controlling and
clustered together as they are located within the
punishment
person
Tactical (Disorganization) leads through strategy
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(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
17. Path-Goal Theory – a leader can adopt one of four
o Organization is defined as a designed and structured
behavioral leadership styles to handle each situation
process in which individuals interact for objectives
Instrumental – calls for planning, organizing, and
Systems Approach – considers organization as
controlling the activities of employees
systems – a system is an organized or complex whole
– an assemblage or combination of things or parts
Supportive – shows concern for employees
which form a complex unitary whole
Participative – shares information with employees
- Subsystems: different parts of the system, which are
and lets them participate in the decision making
interrelated
Achievement-Oriented – challenging goals and
- Open: interact with the environment
rewards increases in performance
- Closed: no interaction with the environment
18. Situational Leadership Theory – a leader typically
- offer an open-system view of an organization and
uses one of the 4 behavioral styles:
recognizes its environmental interface
1. Delegating – willing and able
- adopts multi-level and multi-dimensional approach,
2. Directing – unwilling and unable
which considers both macro and micro aspects
3. Coaching – willing but unable
- focuses on the internal dynamics of an
4. Supporting – unwilling but able
organization’s structure and behavior
19. Leader-Member Exchange Theory (Vertical Dyad
- applicable to all situations
Linkage Theory) – concentrates on the interactions
between leader and subordinates
3 Basic Elements:
▪ Leaders develop different roles and relationships
1. Components – individual, formal and informal
with other people under them and thus act
structure in an organization, physical environment
differently with different subordinates
2. Linking Process – communication, balance,
▪ In-Group: HQ relationship with the leader,
decision analysis
developed trusting and friendly relationship
3. Goals of Organization – growth, stability,
▪ Out-Group: LQ relationship with the leader,
interaction
developed
Socio-Technical Approach – based on the premise
20. Ryan and Deci’s Self-Determination Theory –
that every organization consists of the people, the
defined as the person’s ability to make choices and
technical system, and the environment
manage their own life
- people use tools, techniques, and knowledge to
▪ You feel in greater control, as opposed to being
produce goods or services valued by consumers or
non-self-determined, which can leave you
users
feeling that your life is controlled by others
- equilibrium among the social system, technical
▪ People are motivated to grow and change by
system, and the environment is necessary to make the
three innate psychological needs
org more effective
▪ The tendency to be either proactive or passive is
- Joint Optimization: the idea that the social and
largely influenced by the social condition which
technological systems should be designed to fit one
we are raised
another as well as possible
▪ Intrinsic motivation plays an important role
- Unit Control of Variance: concerns who handles
Autonomy – people need to feel in control of their
work problems when they arise
own behaviors and goals
- enhances the motivation, self-efficacy, and skills of
Competence – people need to gain mastery of tasks
the employee, and it saves the time of the specialist
and learn different skills
and supervisor
Connection or Relatedness – people need to
- very useful because of the trend of downsizing in
experience a sense of belonging and attachment to
favor of advanced equipment/machinery/gadgets
people
- reduces lag time associated with topo many moving
Modern Organization Theory
parts
o Modern Organization Theory – based on the
Contingency or Situational Approach – based on
concept that the organization is a system which has
the belief that there cannot be universal guidelines
to adapt to changes in its environment’
suitable for all situations, thus, different environment
requires different organizational relationships for
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Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ They anticipate events occurring in the world
optimum effectiveness, taking into consideration
that may impact their activities and outcomes
various social, legal, political, technical, and
▪
Static Environments: relatively stable or
economic factors
predictable
- Herbert Simon
▪ Dynamic Environment: constant state of fluitdity
- Decision Theory
or fluctuations
- focuses on external determinants of the
Contingency Theory
organization’s behavior and structure
o The “it depends” theory
- works on the prescription which says that “it all
o Behavior must be selected to fit the particular
depends,”
circumstance
Open System Theory by Katz & Kahn
o This answers the problem of both classical and
o Open System Theory – organization develop and
neoclassical theories
change over time as a result of both external and
A. Joan Woodward’s Contingency Model – for
internal forces
maximal performance, org structure needed to match the
▪ Must interact with the environment in order to
type of production technology
survive
▪ 3 types of manufacturers: Small-batch, mass
3 Key Elements of Open System Theory
production, and continuous production
Inputs – raw materials, human resources, energy,
▪ Producers of small batches of specialty products
machinery
required a span of control that was moderate in
Throughputs – production processes, service,
size and a short chain of command
training
▪
Mass Production, large span of control and long
Outputs/Feedback – products, services, knowledge
chain of command
o The interplay between internal reality of an
▪
Continuous process, largest span of control
organization and the external reality of its
▪
Deals only with manufacturing organizations
environment and history
B.
Lawrence
and Lorsch’s Model – asserted that two
o Organization must be open to its environment to be
processes
determine
the company’s ability to keep up
effective
with
external
changes:
differentiation and integration
o Organizations thrive only as long as there is a
▪ Proposed that the stability of the environment
continuous flow of energy from the external
dictates the most effective form of organization
environment into the system and continuous export
▪
Depends on the environment of the company
of products out of the system
▪
Mechanistic Organization: an organization that
o Too much Negative Entropy (all forms of
depends on formal rules and regulations, makes
organization move towards disorganization or
decisions at higher levels of the organization and
death, so orgs must avoid this movement)
has smaller spans of control (for stable
o The negative feedback loop provides information
environments)
about where and how the organization is getting off▪
Organic Organization: organization with a large
course; therefore, they could correct or adjust the
span of control, less formalized procedures, and
course
decision-making at middle levels (for unstable
o Equifinality – a system can reach the same end
environments)
state in different ways (there isn’t just one way to
▪
Differentiation: complexity of the org structure –
achieve a particular outcome)
number of units, various orientations and
o Surviving open systems are characterized by a
philosophies of the managers, and the goals and
balance in energy exchange
interests of the organization’s members
o Open systems move toward more specialized
▪
Integration: amount and quality of collaboration
functions
C.
Fiedler’s
Contingency Model – any individual’s
o Bringing the system together as a unified process is
leadership
style
is effective only in certain situations
necessary for the system to continue
D. Mintzberg’s Contingency Model – argued that one
o The most effective organizations are those that are
could describe an organization by looking at several
able to adapt to their environment
categories of characteristics
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Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ the key mechanism used by the organization for
o Evolutionary Change: continual process of
coordinating its efforts
upgrading or improving processes
▪ functions and roles of people in the organization
o Revolutionary Change: drastic changes
▪ the context in which the organization operates
o Change Agent: initiates the change, usually external
▪ the priority level depends on the goals
to the organization, people who enjoy change and
▪ Operating Core:
often make changes just for the sake of it
o Client: recipient of the change effort
Basic Forms of Coordination
o Change Resistant: individuals who prefer to keep
Mutual Adjustments based on Informal Comms
things the way they are
Direct Supervision
o Change Analysts: not afraid to change or make
Standardization of Work Process
changes but want to make changes only if the
Standardization of KSAOs
changes will improve the organization
Standardization of Outputs
o
Receptive Changers: people who probably will not
Standardization of norms (Culture)
instigate change but are willing to change
Seven Basic Parts of an Organization
o
Reluctant Changers: not instigate or welcome
Operating Core – responsible for conducting basic
change, but they will change if necessary
work duties that give the organization its defining
o
Planned for change to occur in organizations with
purpose; transform raw goods into a sellable products
the least amount of tension and resistance
Strategic Apex – responsible for the overall success
3
Steps
of Change Process
of the entire organization; associated with executive
Unfreezing
leadership
- forces that maintains the status quo are broken down,
Middle Line – ensures that overall goals set by
and the system is opened up for change
strategic apex are being carried out by the operating
- started by pointing out behaviors and outcomes
core; mid-levels managers
prevalent in the organization that are not consistent
Technostructure – possess specific technical
with its goals and objectives
expertise that facilitates overall operation of the
Moving
organization; accounting, HR, IT, law departments
- real org change begins to happen
Support Staff – aid the basic mission of the
Refreezing
organization and typically includes the mailroom,
- changes become stabilized, and the organization
security, and janitorial services
reaches a new level of equilibrium
Ideology – belief system that compels commitment to
B.
Action Research Model – social problems that
a particular value; organizations should have
needed
to be addressed from both methodological and
singularly devoted to a particular mission, and all its
social
perspective
actions are in pursuit if that mission; employees
▪ Cyclical nature
behave in accordance with their sincere conviction in
▪ Initial research about the organization
the ideology of the organization, and can perform their
▪ Results from the research could be the guide for
work relatively independent of each other
further activities
Politics – side effect of ideology, causes divisiveness
▪
Sensemaking: what employees do to gain a
and conflict; the basis is the use of power that is
better understanding of their workplace
neither formally authorized or widely accepted in the
C.
Perrow’s
Model – examined information
organization
technology, which refers to all aspects of jobs
Organizational Models
▪ The structure of the organization adjusts to the
A. Lewin’s Change Model – change as a matter of
technology
modifying those forces that are acting to keep things
▪
among the various units of the organization
stable
D.
Kotter’s
Change Model – proposed an eight-stage
o Any behavioral situation is characterized both by
model
that
essentially
broke down Lewin’s 3 steps into
forces operating to maintain stability or equilibrium
subcomponents based on common mistakes he saw
and by forces pushing for change
organizations make when trying to change
o Intervention: the program or initiative suggested or
1) Increase Urgency
implemented by the change agent
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Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
2) Build Guiding Team
▪ difficult to pin down, some people might define
3) Develop the Vision
your role differently as how you define it or the
4) Communicate the Vision
other way around
5) Empower Action, Remove Obstacles
▪ learned quickly and can produce major behavior
6) Create Short-Term Wins
changes
7) Build on Wins
▪ roles and jobs are not the same, some people
8) Embed changes into culture
have several roles in one job (e.g., Head
E. Adam Smith’s Invisible Hand Theory – individuals
Manager, also specifically watches the
are driven by self-interest and rationality will make
production department, a mother)
decisions that lead to positive benefits for the whole
▪ Role Conflict: when an individual is faced with
economy
incompatible or competing demands
▪ Rational Choice Theory: individuals use rational
▪ Role Ambiguity: uncertainty about the behaviors
calculations to make rational choices and
to be exhibited in a role, or boundaries that
achieve outcomes that are aligned with their own
define a role
personal objectives
▪ Role Overload: when an individual feels
F. Peter and Waterman’s Well-Managed Model –
overwhelmed from having too many
aims at formulating a descriptive model of choice which
responsibilities
focuses on the expressive character of decision making
▪ Role Differentiation: the extent to which
in the organization
different roles are performed by employees in
▪ Based on empirical perception of how successful
the same subgroup
organizations are being run
2. Norms – shared group expectations about appropriate
G. Vroom-Yetton Model – provide a flowchart that can
behavior
tell a leader process to go through when making a
▪ Establish the behavior expected of everyone in
decision
the group
▪ Descriptive norms: developed through a process
of observation
▪ Injunctive norms: developed through a process
of conforming to gain social approval
▪ There is “oughtness” or “shouldness”
▪ Usually more obvious for behavior judged to be
important for the group
▪ Norm must be first defined and communicated,
either explicitly or implicitly
▪ The group must be able to monitor behavior and
judge whether the norm is being followed
▪ Group must be able to reward conformity and
punish nonconformity
3. Organizational Climate and Culture
Organizational Climate – shared meaning
Organizational Concepts
organizational members attach to the events, policies,
Components of Social Systems
practices, and procedures they experience and the
o Social System – structuring events or happenings, it
behaviors they see being rewarded, supported, and
has no formal structure, apart from its functioning
expected
▪ Sometimes referred to as informal component of
- how things are done within an organization
an organization
Organizational Culture – languages, values,
1. Roles – expectations of others about appropriate
attitudes, beliefs, and customs of an organization
behavior in a specific position
- complex pattern of variables that, when taken
▪ Impersonal
collectively, gives each organization its unique
▪ related to task behaviors
“flavor”
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Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
3 Layers:
Acquisition – procurement of property by another
1. Observable Artifacts – symbols, language,
organization
narratives, and practices
- Hostile Takeover: dominant organization thus
2. Espoused Values – values endorsed by the
acquires an unwilling partner to enhance its financial
management
status
3. Basic Assumptions – unobservable and are the
- Parent: acquiring organization
core of the org
- target: organization being acquired
- Organizational Culture Profile – organizational reps
sort 54 “value statements” describing such things as
organizational attitudes toward quality, risk taking,
and the respect the organization gives to workers into
meaningful categories to provide a descriptive profile
of the organization
- Organizational Practices Scale – designed
specifically to measure organizational structure
assesses the company’s culture in terms of dimensions
such as whether the organization is “process versus
result oriented,” etc.
Person-Organization Fit
o Person-Organization Fit (Person-Organization
Congruence) – process of gauging the degree of fit
between the two parties is mutual
▪ People populating the organization who most
define its culture
Downsizing, Outsourcing, Offshoring
Downsizing – decision to cut jobs, one of the most
radical and tumultuous ways an organization can
change in response to pressures
- reducing cost
- reduction-in-force
- greatest losses come from middle line,
technostructure, and support staff
- Horizontal Cut: involves the loss of jobs within a
department, but the department remains within the
organization
- Vertical Cut: involves elimination of all jobs in the
department
Outsourcing – company use external employees to
perform internal functions which known to be less
costly than hiring its own employees to perform these
services
Offshoring – work performed domestically is
exported to cheaper labor markets in overseas
countries
Mergers and Acquisition
Organizational Merger – marriage of two
organizations of equal status and power
3 Phases:
1. Precombination – emphasis on financial issues
2. Combination – clash between people as they focus
on differences between partners
3. Postcombination – integrating two cultures
Organizational Structure
o Organizational Structure – arrangement of
positions in an organization and the authority and
responsibility relationships among them
o The division of labor as well as patterns of
coordination, communication, workflow, and
formal power that direct organizational activities
o Division of Labor – subdivision of work into
separate jobs assigned to different people
▪ Leads to job specialization to increase work
efficiency
▪ An organization’s ability to divide work among
people depends on how well those people can
coordinate with each other
Coordinating Mechanisms in Organizations
Informal Communication – sharing information on
mutual tasks; forming common mental models to
synchronize work activities
Formal Hierarchy – assigning legitimate power to
individual, who then use this power to direct work
processes and allocate resources
Standardization – creating routine patterns of
behavior or output
o Elements of Organizational Structure:
1. Chain of Command
2. Span of Control
3. Centralization and Decentralization
4. Formalization
5. Mechanistic vs. Organic Structure
o Traditional – have formally defined roles for their
members, very rule driven, and are stable and
resistant to change
a. Bureaucracy
b. Line-Staff Organizational Structure
(Principle)
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(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Nontraditional – less formalized work roles and
o Mechanistic – characterized by narrow span of
procedures (organic)
control and high degree of formalization and
▪ Generally, have fewer employees and may also
centralization
occur as a small organization that is a subunit of
▪ Have many rules and procedures, limited
a larger, more traditionally structured
decision making at lower levels, tall hierarchies
organization
of people in specialized roles, and vertical rather
than horizontal communication
Team Organization – workers have defined jobs, not
▪ Operate better in rapidly changing environments
narrowly specialized positions common to
o Organic – operate with a wide span of control,
traditionally structured organizations, collaborate
decentralized decision-making, and little
among workers, and share skills and resources (e.g.,
formalization
group of psychologists working on a single case)
▪ Tasks are fluid, adjusting to new situations and
Project Task Force – temporary, nontraditional
organizational needs
organization of members from different departments
o
Departmentalization
– specifies how employees
or positions within a traditional structure who are
and
their
activities
are
grouped together
assembled to complete a specific job or project (e.g.,
▪ Establishes chain of command
Avengers)
▪ Focus people around common mental models or
Matrix Organization – structured of both product
ways of thinking
and function simultaneously
▪
Encourages specific people and work units to
o Tall – managers have smaller span of control,
coordinate through informal communication
longer chain of command, provide a clear, distinct
a)
Simple – few people minimal hierarchy
layers with obvious lines of responsibility and
b) Functional – organizes employees around
control and a clear promotion structure
specific knowledge or other resources
o Flat – span of control is larger, fewer management
c) Divisional – group employees around
levels, focused on empowering employing rather
geographic areas, outputs, or clients
than adhering to the chain of command by
d)
Team Based – built around self-directed teams
encouraging autonomy and self-direction; common
that complete an entire piece of work
when the task is repetitive and requires minimal
e) Matrix – overlays two structures to leverage the
supervision
benefits of both
o Functional – divides the organization into
f) Network – design and build a product or serve a
departments based on the functions or tasks
client though an alliance of several organizations
performed
Organizational
Development
▪ Creates job specialists but overly focused on
o
Organizational
Development – planned,
their own department and area of specialization
organization-wide
effort to increase organizational
▪ E.g., HR Dept., Executive, Judiciary, Production
effectiveness through behavioral science knowledge
Dept., Sales
and technology
o Divisional – based on type of products or clients
✓ Involve the total organization
▪ Can easily expand products or services merely
✓ Be supported (and initiated) by top management
by adding new division but there is a duplication
✓ Entail diagnosis of the organization, as well as
of areas of expertise
implementation plan
▪ E.g., LVMH, houses Tiffany & Co., Dior, Fendi,
✓ Be long-term processes
Celine, Givency, Bulgari, Loewe, Louis Vuitton
✓ Focus on changing attitudes, behaviors, and
o Centralization – the degree to which decisionperformance of groups/team
making authority is concentrated at the top of the
✓
Emphasize the importance of goals, objectives,
organizational hierarchy
and planning
o Decentralization – process of taking the decisiono
Change
process through which employees
making power out of the hands of the top level and
formulate the change that’s required and implement
distributing it to lower levels
it, often with the assistance of trained consultants
o Formalization – the degree to which organizations
standardize behavior through rules, procedures,
formal training, and related mechanisms
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(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Systematic approach for improvement of an
▪ Strongly supported by the members
organization by analyzing past experience, current
▪ Implemented in a participative management
business situation, and future objectives
climate
o When OD fails, it is often because the
▪ Performance was measured at the group level
characteristics mentioned above has been ignored in
▪ Outdoor Experiential Training: makes use of
favor of superficial changes that have very little
outdoors and entails various physical and mental
impact on the organization’s effectiveness and
exercises
result in greater stress and lower morale at the
3. Total Quality Management – also known as
company
continuous improvement or quality management
o “is an effort (1) planned, (2) organization-wide, and
▪ Focuses on employee involvement in the control
(3) managed from the top, to (4) increase
of quality in organizations
organization effectiveness and health through (5)
1) Senior management must receive training on
planned interventions in the organization’s
what TQM is, how it operates, and what their
processes, using behavioral science knowledge,”
responsibilities are
(Beckhard, 1969)
2) Employees are trained in quality methods such
o Planned ahead of time (Revolutionary (abrupt) and
as statistical process control (identifying
Evolutionary (gradual))
problems reflective of a low-quality product or
o Often involves altering the organization’s works
service)
structure or influencing workers’ attitudes or
3) Employees identify not only the areas in which
behaviors to help the organization to adapt to
their department or division excels but also
fluctuating external and internal conditions
deviations (output variation) from quality
standards
1. identify significant problems
4) Self-Comparison analysis, whereby the org
2. appropriate interventions are chosen to deal with
compares its effectiveness to that competitors
the problems
that set the benchmark for the industry
3. implementation
5)
Rewards are linked to achievement of
4. evaluation
intervention goals
o Change Agent = OD practitioner
4. Gainsharing – involves paying employees a bonus
o Action Research Model – social problems that
based on improvements in productivity
needed to be addressed from both methodological
▪ Link between pay and performance lead to
and social perspective
increased employee involvement and job
▪ Cyclical nature
satisfaction
▪ Initial research about the organization
5.
Technostructural
Interventions – focus on the
▪ Results from the research could be the guide for
technology
and
structure
of organizations
further activities
▪ Functional Organizational Design – most
▪ Sensemaking: what employees do to gain a
basic, structured according to the various
better understanding of their workplace
functions of the employees, groups employees to
o Effective Interventions:
various departments based on their expertise;
✓ Fit the needs of the organization
create job specialist and overly focused on their
✓ Based on the causal knowledge of intended
own department and are of specialization
outcomes; and,
✓ Transfer change-management competence to
organization members
1. Survey Feedback – involves systematic collection
data, widely used intervention strategy
2. Team Building – develop teams or to enhance the
effectiveness of the existing teams
▪ In order to be successful, the members must
collaborate and be interdependent
▪ Must be initiated to correct existing problems
▪ Combined with other interventions
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(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
2) Dream – information gathered from discovery is
analyzed and elaborated upon to arrive at a
vision statement or focused intent
(brainstorming)
3) Design – designing innovative ways to identify
where the organization should be going
(planning)
4) Destiny – the design is maintained or sustained
in this stage (execution)
7. Organizational Transformation – any
intervention primarily directed toward creating a
new vision for an organization and changing its
▪ Product-Based Organizational Design
beliefs, purpose, and mission
(Divisional Structure) – organized based on
▪ Rigid and fast approach to stabilize or improve
their product output, allows the managers of a
the organization by analyzing the current
particular division to focus exclusively on that
business condition
division, creating greater commitment and
▪ Usually involves the top management only
cohesion within the division; operates as a
▪ Depends on organizational development
separate entity
▪ Rapid and fast
▪ Matrix Structure – combined function and
▪ Culture Change: alteration of a pattern of
products structures
beliefs, values, norms, and expectations shared
▪ Reengineering (business process redesign) –
by organizational members
involves fundamental rethinking and redesign of
▪ Knowledge Management: organizations enhance
business processes to improve critical
their operations through attempts to generate,
performance as measures by cost, quality,
transform, disseminate, and use their knowledge
service, and speed
▪ Organizational Change: process of altering
Fundamental
organizations to be more adaptive and congruent
Examination of what the company does and why
with their business environment
8. T-groups – sensitivity training, use of unstructured
Radical
group interaction to help workers gain insight into
Willingness to make crucial and far-reaching
their motivations and their behavior patterns in
organizational changes rather than superficial ones
dealing with others
Dramatic
Power
in the Organization
Making striking performance improvements rather
o
Power
– refers to the ability to get an individual or
that slight ones
group to do something or change in some way
Processes
o
Politics – process to achieve power
▪ Information Technology – science of
o
Organizational Politics – involves any action taken
collecting, storing, processing, and transmitting
to influence the behavior of others to reach personal
information
goals
6. Positive Organizational Development
o
Ingratiation – increasing one’s personal appeal
▪ Positive Psychology – scientific study of the
through such tactics as doing favors, praising, or
strengths and virtues of individuals and
flattering another (#sipsip)
institutions rather than their weaknesses and
o
Assertiveness – making orders or demands
impairments
o
Rationality – using logic to convince someone
▪ Appreciative Inquiry – engages employees by
o
Sanction – withholding salary, threaten firing
focusing on positive messages, the best of what
someone
employees have to offer, and the affirmation of
o Exchanges – offering something in exchange for
past and present strengths and successes
another
1) Discovery – determine the strengths (research)
o Upward Appeals – obtaining the support of
superiors
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Blocking – threatening to stop working with the
- Adaptive Task Performance: refers to how well
other person
employee modify their thoughts and behaviors to
o Coalition – obtaining co-workers’ support of a
align with and support a new or changing environment
request
- Proactive Task Performance: refers to how well
o Organization Power – comes from an individual’s
employees take the initiative to anticipate and
position in the organization and from the control
introduce new work patterns that benefit the
over important organizational resources conveyed
organization
by that position
Organizational Citizenship Behaviors – various
o Individual Power – derived from personal
forms of cooperation and helpfulness to others that
characteristics that are of value to the organization
support the organization’s social and psychological
and its members
context
Power Bases
Counterproductive Behavior – voluntary behaviors
Coercive Power – ability to punish or threaten to
that have the potential to directly or indirectly harm
punish others
the organization or its stakeholders
Reward Power – ability to give something positive
Joining/Staying with the Organization
Legitimate Power – formal rights or authority that an
Maintaining Attendance
individual possesses by virtue of a position in an
Perceptual Effects
organization
o Halo Effect – occurs when our general impression
Expert Power – possession of some special, workof a person, usually based on prominent
related knowledge, skill, or expertise
characteristic, distorts our perception of other
Referent Power – an individual is respected, admired,
characteristic of that person
and liked by others
▪ Most likely to occur when important information
about the perceived target it missing or we are
Communication in the Organization
not sufficiently motivated to search for it
o Horizontal Communication – aims at linking
o False-Consensus Effect (Similar-to-Me Effect) –
related tasks, work units and divisions in the
occurs when people overestimate the extent to
organization; among co-workers with the same level
which others have similar beliefs or behaviors to
or similar hierarchical positions
our own
o Downward Communication – provides
▪
We are comforted by the thought of other people
information from the higher levels to lower levels
are similar to us
o Upward Communication – serve as a control
▪ We interact more with people who have similar
system for the organization wherein subordinates
views and behaviors
communicate to the higher levels
▪ We are more likely to remember information
Organizational Decision Making
consistent to our own views and selectively
1. Setting Organization Goals
screen out information that is contrary to our
2. Establish Performance Criteria
beliefs
3. Classifying and defining the problem
o Primacy Effect – tendency to rely on the first
4. Developing criteria for a successful solution
information we receive about people to quick form
5. Generating Alternatives
an opinion of people of them
6. Comparing Alternatives to criteria
o Recency Effect – occurs when the most recent
7. Choosing an alternative
information dominates our perception
8. Implementation
Organizational Commitment
9. Evaluation
o Organizational Commitment – the extent to which
Types of Individual Behavior
an employee identifies with and is involved with an
Task Performance – individual’s voluntary goalorganization
directed behaviors that contribute to organizational
Affective Commitment – the extent to which an
objectives
employee wants to remain with the organization, cares
- Proficient Task Performance: refers to performing
about the organization, and is willing to exert effort on
the work efficiently and accurately
its behalf
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Manage or lead by giving directives, setting
Continuance Commitment – the extent to which an
goals, and making decisions without consulting
employee believes she must remain with the
their subordinates
organization due to the time, expense, and effort that
▪ Under pressure, they become anxious, defensive,
she has already put into it or the difficulty she would
and dominant
have in finding another job
▪ Produce humor
Normative Commitment – the extent to which an
▪ Productive employees
employee feels obligated to the organization and, as a
Team
– both task- and person-oriented
result of this obligation, must remain with the
organization
Middle-Of-The-Road – moderate amounts of both
orientations
Leadership
Impoverished – neither task- nor person-oriented
o Leadership – influencing, motivating, and enabling
o Transactional Leadership – consists of many taskothers to contribute toward the effectiveness and
oriented behaviors
success of the organizations of which they are
o Transformational Leadership – focus on
members
changing or transforming the goals, values, ethics,
▪ Motivate others through persuasion and other
standards, and performance of others
influences tactics
▪ Visionary, charismatic, and inspirational
o High Openness, Conscientiousness, and
▪ Confident, have need to influence others, and
Extraversion = great leaders
hold a strong attitude that their beliefs and ideas
o High Self-Monitors = leaders
are correct
Motivation to Lead
▪ Charisma, intellectual stimulation, individual
consideration
Affective Identity Motivation – become leaders
▪ Basically, Leni nga
because they enjoy being in charge and leading others
o Shared Leadership – exists when employee
Noncalculative Motivation – seeking leadership
champion the introduction of new technologies and
position that will result to personal gain
produces
Social-Normative Conditions – becomes leaders out
▪ when employee engage in organizational
of a sense of duty
citizenship behaviors to assist the performance
o Leadership Motive Pattern – high need for power
and well-being of co-workers and the overall
and a low need for affiliation
team
o Person-Oriented leaders – acts in warm and
▪ flourishes in organizations where formal leaders
supportive manner and show concern for their
are willing to delegate power and encourage
subordinates
employees to take initiative and risks without
▪ Believe that employees are intrinsically
fear of failure
motivated, seek responsibility, are selfo
Managerial
Leadership – daily activities that
controlled, and do not necessarily dislike work
support
and
guide
the performance and well-being
▪ Consult their subordinates before making
of
individual
employees
and the work unit toward
decisions, praise their work, ask about their
current objectives and practices
families, and etc.
▪ Assumes the organization’s objectives are stable
▪ Socially withdrawn
and aligned with the external environment
▪ Appreciate humor
▪
Micro-focused
▪ Have satisfied employees
o
Servant
Leadership – an extension or variation of
▪ Basically, Leni
people-oriented
leadership because it defines
o Task-Oriented Leaders – define and structure their
leadership as serving others
own roles and those of their subordinates to attain
Determine the focus and differences of Organization
the group’s formal goals
Theories
▪ See their employees as lazy, extrinsically
Classical Org Theory
motivated, wanting security, undisciplined
- views an organization as a machine with centralized
authority, labor specialization, and incentives to
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
optimize productivity in an organization, and in turn,
- organizations are strongly influenced by their
drive profits
environment (whether political, economic, or social in
- each employee must be efficient to increase
nature)
efficiency
- environment provides key resources that sustain the
- rigid and static view of organization
organization and lead to change and survival
- no interaction with the environment
Importance of Organizational Theories
- more on structural and technical aspects of
o Help study an organization, its corporate designs,
organizations
structures and behaviors of individual or groups
- oversimplified and mechanistic assumptions
o Aim to provide an overview of how an organization
- work as well as the economic needs of the workers
functions and the things needed to improve
- more mechanical and impersonal
efficiency and profitability
- results to work alienation and dissatisfaction
Organizational Structures and Systems (20)
- authoritarian and bureaucratic
Pros and Cons of different types of Organizational
Neo-Classical Org Theory
Structures
- emphasized human relations
Pros
Cons
- humans are the focus of the theory and social
Hierarchical
relationships and interactions are instrumental to
- helps establish a clear
organizational efficiency
line of authority and
- introduced an informal organization structure
reporting within the
- slow decision-making
- the most irrational behavior is when they seek
organization
- disconnected lower and
rewards from work
- clarifies employee roles
top-level management
- human beings are interdependent, one can predict
and responsibilities
- inconsistencies in
their behavior by looking at the social and
- establishes a clear
communication
psychological factors
career path for employees
- restricted information
- integrates the classical model with behavioral
which can in turn keep
due to the very little
science and even considers the environment it’s in
them motivated
downward flow of
- small groups and human behavior
- allows employees to be information to the lower- resulted to more satisfied and efficient employees
in-depth specialists as
level employees
- democratic and participative
they are more likely to
Modern Org Theory
have niche positions
- tend to be based on the concept that the organization
Functional
is a system which must adapt to changes in its
- promotes skill
- emphasizes routine
environment
specialization
tasks, which encourages
- an organization is defined as designed and structured
- reduces duplication of
short-time horizons
process in which individuals interact for objectives
scarce resources and uses
- fosters parochial
Contingency Theory
resources full time
perspectives by
- no particular managerial action or organizational
- enhances career
managers, which limit
design that is appropriate for all situations
development for
their capabilities for top- also known as situational theory
specialists within large
management positions
- situational variables
departments
- reduces communication
- result to dynamic management style – since it adapts
- facilitates
and cooperation between
to what is needed
communication and
departments
Motivation Theory
performance because
- multiplies the
- what drives an employee towards a particular goal or
superiors share expertise
interdepartmental
outcome
with their subordinates
dependencies, which can
- motivated employee = more productive = more
- exposes specialists to
make coordination and
profitable
others within the same
sched
Open Systems Theory
specialty
Multidimensional/Divisional
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
- easily expand products
- duplication of areas of
- improves speed and
many workers report to
or services merely by
expertise
efficiency
the same supervisor
adding new division
- workers with similar
- adapts to environmental
- can threaten middle
- each division operates
skills and expertise may
change rapidly
managers and staff
as a separate entity, thus
not be able to benefit
- increases ability to see
specialists
greater accountability
from professional
total workflow
- requires changes in
- growth relatively easily
interaction with each
- enhances employee
command-and-control
- outcome-focused
other because they are
involvement
mindsets
- direct employee
housed in different
- lower costs because of
- duplicate scarce
attention to customers
divisions
less overhead structure
resources
and products rather than
- expertise is spread
- requires new skills and
to their own specialized
across several
knowledge to manage
knowledge
autonomous business
lateral relationships and
- recognizes sources of
units, which reduces the
teams
interdepartmental
ability and perhaps
- may take longer to
dependencies
motivation of the people
make decisions in teams
- foster an orientation
in one division to share
- can be ineffective if
toward overall outcomes
their knowledge with
wrong processes are
and clients
other counterparts in
identified
- allows diversification
other divisions
Tall
and expansion of skills
- may use skills and
- may offer lower-level
- workers at the bottom
and training
resources inefficiently
employees many different
level may feel cut-off
- ensures accountability
- limits career
promotional opportunities from those who are above
by departmental
advancement by
throughout their careers
because they are
managers and so
specialists to movements
- adequate supervision
separated by many levels
promotes delegation of
out of their departments
since each supervisor is
- can become “top heavy”
authority and
- impedes specialists’
only responsible for a few with administrators and
responsibility
exposure to others within
employees
managers, because the
- heightens departmental
the same specialties
ratio of line workers to
cohesion and
- puts multiple-role
supervisors is very low
involvement in work
demands on people and
- executives tend to
so creates stress
receive lower-quality and
- may promote
less-timely information
departmental objectives,
- high overhead costs –
as opposed to overall
necessarily have more
organizational objectives
people administering the
Simple
company
- minimal hierarchy
- insufficient economies
- employees feel less
- highly flexible and
of scale to assign them to
empowered and engaged
minimizes the walls that
specialized jobs
in their work
form between employees
- difficult to operate as
Matrix
the company grows and
- highly flexible and
- do not work well with
become more complex
adaptable
all types of tasks or
Flat Structure
- high levels of
workers
- greater interaction
- offer few promotional
performance in dealing
- best suited for projects
between top and bottom
opportunities
with complex, creative
and products that requires
of the organization
- supervision may not
work products
creativity and innovation
- focuses resources on
always be adequate since
but less suited for routine
customer satisfaction
tasks
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
- greater work
- report to two bosses
- allows quicker and more
communication and job
simultaneously can cause
informed decisionsatisfaction
confusion and conflict
making
- makes very good use of
- increases conflict
Project Task Force/Network
resources and expertise
among managers who
- offer flexibility to
- they expose the core
- improves
share equal power
realign their structure
firm to market forces
communication
- can be very difficult to
with changing
- information technology
efficiency, project
introduce without a
environmental
makes worldwide
flexibility, and innovation
preexisting supportive
requirements
communication much
- makes specialized,
management climate
- enable flexible and
easier, but it will never
functional knowledge
- increases role
adaptive response to
replace the degree of
available to all projects
ambiguity, stress, and
dynamic environments
control organizations
- uses people flexibly,
anxiety by assigning
- creates best of the best
have when
because departments
people to more than one
organization to focus
manufacturing,
maintain reservoirs of
department
resources on customer
marketing, and other
specialists
- without power
and market needs
functions are in-house
- maintains consistency
balancing between
- enables each
- managing lateral
between different
product and functional
organization to leverage a
relations across
departments and projects
forms, lowers overall
distinctive competency
autonomous
by forcing
performance
- permits rapid global
organizations is difficult
communication between
- makes inconsistent
expansion
- motivating members to
managers
demands, which may
- can produce synergistic
relinquish autonomy to
- recognizes and provides
result in unproductive
results
join the network is
mechanisms for dealing
conflicts and short-term
troublesome
with legitimate, multiple
crisis management
- sustaining membership
sources of power in the
- may reward political
and benefits can be
organization
skills as opposed to
problematic
- can adapt to
technical skills
- may give partners
environmental changes
access to proprietary
by shifting emphasis
knowledge/technology
between project and
- when work is
functional aspects
outsourced, secret
Team Organization/Team-Based
information about the
- collab with other
- intragroup conflict
organization may be
workers to get the job
arises but it could turn
breached
done
into productive,
Centralized
- each worker is viewed
functional outcome
- uniformity, each
- may limit individuals to
as knowledgeable and
- costly to maintain due
department should
adjust to special
skilled
to the need for ongoing
operate with some
circumstances
- team members have
interpersonal skills
average level of quality
- inefficiencies in
considerable input into
training
and efficiency
decision-making
organizational decision
- more efficient
making
operations
- less emphasis on
Decentralized
organizational status
- can make their own
- poor decision making
- more flexible and
decisions
could backfire
responsive in turbulent
- decision making and
environments
problems are solved at
- reduce costs
lower levels, more
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
authority to lower-level
Components of the Structure in an Organization
employees (sense of
Complexity – degree to which activities within org
empowerment)
are differentiated
- quicker decisions,
greater level of
3 Dimensions:
procedural fairness
1. Horizontal: based on the orientation of members,
Mechanistic
the nature of tasks they perform and their education
and training
- more flexible and
- limited decision making
2. Vertical: characterized by the number of
responsive to the changes
at lower levels
hierarchical levels in the organization
- formal comms channel - tasks are rigidly defined
3. Spatial: location of the org’s offices, facilities, and
and are altered only by
personnel are geographically distributed
higher authorities
- limited autonomy and
Formalization – extent to which jobs within org are
self-determination which
specialized
could lower intrinsic
Centralization – where the decision-making is
motivation of workers
concentrated
Organic
Principles of Organizational Structure
- emphasize information
- may lower productivity
Specialization – facilitates division of work into units
sharing and an
- too many ideas
for efficient performance
empowered workforce
- slower decision-making
- accdg. to classical theories, work can be performed
rather than hierarchy and
- less-regulated work
much better if it is divided into components and
status
- slower adaptation for
people are encouraged to specialize by components
- communication
new employees
- enables application of specialized knowledge which
decentralized down to
betters the quality of work and improves
teams and individuals
organizational efficiency
- opportunities for
- can also influence fundamental work attitudes,
creativity
relationships, and communication
- more open comms
Coordination – integrating the objectives and
- better employee
activities of specialized departments to realize broad
satisfaction
strategic objectives
- fewer formal procedures
- Hierarchy facilitates vertical coordination of various
- deeper employee
departments and their activities
relationships
Describe the elements that create organizational
Principles of Hierarchy:
structure and their distinct relationships: Job Design,
1. Unity of command – every person in an
Departmentation, Delegation, Span of Control, and
organization should be responsible to one superior and
Chain of Command
receive orders from that person only
o Organizational Structure – defined structure as
2. Scalar Principle – decision-making authority and
the arrangement and interrelationship of component
the chain of command in an organization should flow
parts and positions in an organization
in a straight line from the highest level to the lowest
o Provides guidelines on:
3. Responsibility and Authority Principle –
✓ Division of work into activities
responsibility must be accompanied by proper
✓ Linkage between different functions
authority
✓ Hierarchy
4. Span of Control – number of specialized activities
✓ Authority Structure
or individuals supervised by one person
✓ Authority Relationships
Departmentalization – process of horizontal
✓ Coordination with the Movement
clustering of different types of functions and activities
on any one level of the hierarchy
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
define tasks and form them into natural work
Functional Departmentalization:
units to organize duties
✓ Easier communication with sub-units
▪
Structuring the content and size of jobs for
✓ Application of high technical knowledge for
efficient task performance, flexibility, and
solving problems
worker satisfaction and defining their
✓ Greater group and professional identification
component tasks, conditions, and competency
✓ Less duplication of staff activities
requirements for recruitment, appraisal, reward,
✓ Higher product quality
and a number of other HR Processes
✓ Increased organizational efficiency
▪
Assignment of goals and tasks that are to be
Product-Based Departmentalization:
accomplished by employees
✓ Less conflict between major sub-units
o Job Specialization – occurs when the work
✓ Easier communication between subunits
required is subdivided into separate jobs assigned to
✓ Less complex coordination mechanisms
different people to improve work efficiency
✓ Providing a training ground of top
o Job Enrichment – an employee assumes more
management
responsibility over the tasks
✓ More customer orientation
▪ Help improve motivation and morale for
✓ Greater concern for long-term issues
employees who remain following organizational
Decentralization and Centralization
downsizing
Line and Staff Relationship
▪ Combining highly interdependent tasks into one
Line Authority – refers to the scalar chain or the
job (Natural Grouping)
superior-subordinate linkages that extend throughout
▪
Feel sense of ownership, therefore, increase job
the hierarchy
quality
- Line: achieve objectives
▪ Putting employees in direct contact with their
- Staff: support the line employees
clients rather than using another group or the
supervisor as the liaison between employee and
Type of Staff
the customer (Establishing Client Relationships)
1. Specialized Staff – conduct technical work that is
o
Job
Rotation – workers are rotated among variety
beyond the time or knowledge capacity of top
of jobs, spending certain length of time at each
management, such as conducting market research and
▪ Exposing workers to as many areas of
forecasting
organization as possible so they can gain a good
2. General Staff – consists of staff assistants to whom
knowledge of its workings and how the various
managers assign work
jobs and departments fit together
3. Organization Staff – provide services to
▪
Increases worker flexibility, eliminates boredom,
organization as a whole; their role is to integrate
and increases worker satisfaction
different operations across departments
o Job Enlargement – adding tasks to an existing job
Job Design
▪ Might involve combining two or more complete
o Job Design – developing new jobs or adding
jobs into one or just adding one or two more
responsibilities to existing jobs
tasks to an existing job
▪ Interview questions, training plans, development
▪
Significantly improve work efficiency and
plans, career implications, performance reviews,
flexibility
and compensation, tie into the job design
▪ Employees are motivated when they perform a
▪ Process of assigning tasks to a job, including
variety of tasks and have the freedom and
interdependency of those tasks with other jobs
knowledge to structure their work to achieve the
▪ Allows a company to more easily reach its goals
highest satisfaction and performance
by having more employees perform more tasks
o
Re-engineering
– fundamental rethinking and
within the organization
radical
redesign
of
business processes to achieve
▪ May involve developing a new position or
dramatic improvements in critical contemporary
simply adjusting set of tasks that a current
measures of performance, such as costs, quality,
position encompasses
service, and speed
▪ Creates clear and effecting communication
process throughout the company since it clearly
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Rethinking and redesigning its business system
Team Based – built around self-directed (specialty)
to become more competitive
teams that complete an entire piece of work
▪ Focuses on the overall aspects of job designs,
org structures, and management systems
e.g., Dior’s seamstresses gathered together to put up a
o Duty Allocation – company creates a team or group
customized dress for Anya Taylor Jane’s wedding
of departments, with each having a specific role
Matrix – overlays two structures to leverage the
o Job Crafting – informal changes that an employee
benefits of both
makes in their jobs
Network – design and build a product or serve a
▪ Obtain additional responsibilities in their role
client though an alliance of several organizations
over time
▪ Organizational Citizenship Behaviors –
e.g., designers from Dior, LV, Fendi gathered together
motivated to help the org and colleagues by
to build a customized bag for Anna Wintour
doing little things they are not required to do
Delegation
o Hackman and Oldham's Job Characteristics
o Delegation (of Authority) – supervisors, rather
Theory/Model - employees desire jobs that are
than doing everything by themselves, assign
meaningful, provide them opportunity to be
particular tasks to separate employees and hold
personally responsible for the outcome of their
them responsible for completing tasks
work, and provide them with feedback of the results
▪ Strategic, focuses on outcomes, provides
of their efforts
learning opportunities
Core Job Characteristics
o Micromanagers – try to take charge of everything
Skill Variety: use of different skills and talents to
that goes on in the organization rather than holding
complete a variety of work activities
employees responsible for individual tasks
Task Identity: the degree to which a job requires
Span of Control
completion of a whole or identifiable piece of work
o Span of Control – number of subordinates who
Task Significance: the degree to which the job affects
report to a given supervisor
the organization and/or larger society
o Also known as Span of Management
o Narrow span of control exists when very few people
Autonomy: provide freedom, independence, and
report directly to a manager, whereas a wide span
discretion in scheduling the work and determining the
exists when a manager has many direct reports
procedures to be used to complete the work
o
Wider span of control is possible when employees
Feedback: employees can tell how well they are
perform routine jobs because they require less
doing from direct sensory information from the job
direction or advice from supervisor
itself
o Narrow span of control is necessary when
Departmentation/Departmentalization
employees perform novel or complex tasks, because
o Departmentalization – specifies how employees
these employees require supervisory decisions and
and their activities are grouped together
coaching
▪ Process of horizontal clustering of different
o
Narrow span of control is necessary highly
types of any functions and activities on any one
interdependent jobs became employees tend to
level of the hierarchy
experience more conflict with each other, which
Simple – few people minimal hierarchy
requires more of a manager’s time to resolve
Functional – organizes employees around specific
o
Tall – managers have smaller span of control,
knowledge or other resources
longer chain of command, provide a clear, distinct
layers with obvious lines of responsibility and
e.g., LVMH’s HR, Finance, Marketing, Executive
control and a clear promotion structure
Departments
o
Flat – span of control is larger, fewer management
Divisional – group employees around geographic
levels, focused on empowering employing rather
areas, outputs, or clients
than adhering to the chain of command by
encouraging autonomy and self-direction; common
e.g., LVMH’s Subsidiaries: LV, Dior, Celine, Fendi
when the task is repetitive and requires minimal
supervision
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Chain of Command
- Employees develop
o Chain of Command – number of authority levels
their personal and
in a particular organization
organizational skills,
o Follows the lines of authority and status vertically
knowledge, and abilities
through the organization
- focused on the future
Importance of Aligning the Org Structures with
needs of the organization
Business strategy
and its members
o Organizational Structure improves operational
- both are beneficial for the organization and the
efficiency by providing clarity to employees at all
employees for the productivity
levels of a company
- some activities overlap: appraisal/training
o In a flat structure, front-line employees are
Human Resource Development vs. Organizational
empowered to make a range of decisions on their
Development
own and information flows quickly from bottomHRD
Org Dev
level employees to top-level employees
- mainly concerned with
- planned, organizationo In tall structure, information generally flows onethe training and overall
wide effort to increase
way from top to bottom-level employees
development of
organizational
o Organizational Structures provide a clear
employees
effectiveness through
organization chart that helps business keep track of
- this also includes
behavioral science
their human resources
performance appraisal of knowledge and
4 Business Elements
each employee
technology
Product – offerings that solve specific problems or
services of doing things
Human Resource Development vs. Employee
Market – who will be the potential clients
Training
Money – funds
HRD
Employee Training
People – make the business work
- refers to various
- provides learners with
Human Resource Development and Human Resource
activities that helps
knowledge and skills
Management (25)
people to adjust to the
needed for their present
Differentiating Human Resource Development and
organization/workplace
job
Human Resource Management, Human Resource
and its culture
- training only
Development and Organizational Development, HRD
- deals, not only with the
and Employee Training
training, but also the
Human Resource Development vs. Human Resource
development of their
Management
employees overall
HRM
HRD
- Includes training a
- process of acquiring,
- refers to an assortment
person after he/she is first
training, appraising, and
of training programs that
hired, providing
compensating employees, help people adjust to their
opportunities to learn
and of attending to their
new roles and learn more
new skills etc.
labor relations, health and about the organization
- focused on the future
safety, and fairness
and its culture
needs of the organization
concerns
- specifically deals with
and its members
- focused on the present
training and development
Activities involved in HR Development
needs of the organization of the employees in the
o Training and Development (T&D) – heart of a
and its members
organization
continuous effort designed to improve employee
- Includes training a
competency and organizational performance
person after he/she is first
▪ Includes training, career development,
hired, providing
organizational development, and organizational
opportunities to learn
learning
new skills etc.
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Training – provides learners with knowledge and
Training Methods
skills needed for their present job
Classroom Method – instructor physically stands in
o Development – involves learning that goes beyond
front of students
today’s job and has a more long-term focus
- instructors may convey a great deal of information in
▪ Prepares employees to keep pace with the
a relatively short time
organization as it changes and grows
- common training method
o Some possible strategic benefits of T&D: employee
- seminar, lecture, workshop
satisfaction, improved morale, higher retention,
E-Learning – online instruction using technologylower turnover, improved hiring etc.
based methods such as DVDs, company intranets, and
1. Determining Specific Training and Development
the internet
needs – Analyzing training needs
Case Study – trainees study the information provided
Organizational Analysis – determine those
in the case and make decisions based on it
organization factors that either facilitate or inhibit
- provide trainees with the opportunity to sharpen
training effectiveness
critical thinking skills
- focus on the goals the org want to achieve, the extent
Behavior Modeling and Tweeting – permits a person
to which training will achieve those goals, the
to learn by copying or replicating the behavior of
organization’s ability to conduct training, and the
others
extent to which employees are willing and able to be
- tweeting = twitter
trained
- ideal behavior rather than the behavior they might
- training will only be effective if the org is willing to
normally perform
provide supportive climate for training, it can afford
Simulation – allow the trainee to practice newly
an effective program, employees want to learn, and
learned skills and work with equipment under actual
the goals of a program are consistent with those of the
working conditions
organization
Role Playing – participants are required to respond to
Task Analysis – use of the job analysis to identify the
specific problems they may encounter in their jobs by
tasks performed by each employee, the condition
acting out real-world situations
under which these tasks are performed, and the
- learning by doing the task
competencies needed to perform the tasks under
- perform necessary interpersonal skills by acting out
identified conditions
simulated roles
- interviews, observations, task inventories
- practice what is being taught
Person Analysis – determining which employees
Training Games – games are cost effect means to
needs training and which areas
encourage learner involvement and stimulate interest
- not every employee needs further training for every
in the topic, thereby enhancing employees’ knowledge
task performed
and performance
- based on performance appraisal scores, surveys,
- Business Games: permits participants to assume
interviews, skill and knowledge tests, and critical
roles such as president, controller, or marketing vice
incidents
president of two or more hypothetical orgs and
2. Establish Specific T&D Objectives – must have
compete against each other
clear and concise objectives and be developed to
In-Basket Training – asked to establish priorities for
achieved organizational goals, designing the overall
and then handle a number of business papers, e-mails,
training program
tests, memoranda, reports, and telephone messages,
▪ Includes designing the training program by
that would typically cross a manager’s desk
setting learning objectives, creating a
On-The-Job Training – informal T&D that permits
motivational learning environment, making the
an employee to learn job tasks by actually performing
learning meaningful, making skill transfer
them
obvious and easy, reinforcement, and ensure the
- to transfer knowledge from highly skills experienced
transfer of learning
worker to a new employee, while maintaining the
3. Select T&D Methods and Delivery Systems –
productivity of both workers
developing the course
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Industrial Psychology
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Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Apprenticeship – combines classroom method with
Behavior Change – changes in job-related behaviors
OJT
or performance that can be attributed to training
- Transfer of Training: the extent to which an
Team Training – focuses on imparting knowledge
employee generalizes knowledge and skill learned in
and skills on individuals who are expected to work
training to the workplace, as well as maintains the
collectively toward meeting common objective
level of skill proficiency or knowledge learned in
- Team Coordination Training: educates team
training
members how to orchestrate the work they do to
complete the tasks
Organizational Results – refer to such outcomes as
- Cross-Training: educates team members about the
enhanced productivity, lower costs, and higher
other members’ jobs so that they may perform them
product or service quality
when a team member is absent, which could raise
- ROI is an important results criterion
flexibility, communication, morale, and
- Benchmarking: process of monitoring and measuring
interdepartmental relations
a firm’s internal processes, such as operations, and
then compare the data with information from
Coaching – takes in two forms: experienced
companies that excel in those areas
employees and professional coaches
o Factors influencing T&D:
Mentoring – a veteran in the organization takes
1. Top Management Support
special interest in a new employee and helps him not
2. Shortage of Skilled Workers
only to adjust to the job but also in the organization
3. Technological Advances
Delivery Systems
4. Global Complexity
Corporate University – provided under the umbrella
5. Leaning Styles
of the organization
Orientation (On-Boarding) – inform new employees
College and Universities – primary delivery system
about the company, the job, and the work group
for training professional, technical, and management
- it also familiarizes them with the corporate culture
employees
and helps them to quickly become productive
Online Higher Education – formal educational
- Employee Handbook
opportunities including degree and training programs
o Career – general course that a person chooses to
that are delivered, either entirely or partially, saves
pursue throughout his working life
employees time because it reduces their need to
▪
Career Path: a flexible line of movement
commute to school
through which a person may travel during his or
Vestibule System – takes place away from the
her work life
production area on equipment that closely resembles
Traditional Career Path – employee progresses
equipment actually used on the job
vertically upward in the organization
Video Media – cds, DVDs
Network Career Path – contains both vertical
Simulators – comprised of devices or programs that
sequence of jobs and series of horizontal opportunities
replicate actual job demands
- recognizes the interchangeability of experience at
Social Networking
certain levels and the need to broaden experience at
4. Implement T&D Programs – a perfectly conceived
one level before promotion to a higher level
program will fail if management cannot convince
Lateral Skill Path – allows for lateral moves within
participants of its merits
the firm, taken to permit an employee to become
o Thus, participants must believe that the program has
revitalized and find new challenges
value and will help them achieve their personal and
- learning a different job, an employee can increase
professional goals
his or her value to the organization and also become
5. Evaluate T&D Programs
rejuvenated and re-energized
Reactions – the extent to which the trainees liked the
- job enlargement, job enrichment
training program related to its usefulness, and quality
Dual-Career Path – recognizes that technical
of conduct
specialists can and should be allowed to contribute
Learning – the extent to which the principles, facts
their expertise to a company without having to
and techniques were understood and retained in
become managers
memory by the employee
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Management Development – consists of all
- advises without entering the management due to
learning experiences provided by an organization
specialization to a certain knowledge
resulting in upgrading skills and knowledge
Adding Value to Your Career – an individual’s
required in current and future managers
knowledge must be ever expanding, and continual
▪ any attempt to improve managerial performance
personal development is a necessity
by imparting knowledge, changing attitudes, or
Demotion – process of moving a worker to a lower
increasing skills
level of duties and responsibilities, typically involves
▪
Succession Planning: involves developing
a reduction in pay
workforce plans for the company’s top positions
Free Agents – people who take change of all or part
▪ Mentoring: approach to advising, coaching, and
of their careers by being their own bosses or by
nurturing for creating a practical relationship to
working for others in ways that fit their particular
enhance individual career, personal, and
needs or wants
professional growth and development
o Career Management – process of enabling
▪
Coaching: responsibility of the immediate boss,
employees to better understand and develop their
who provides assistance, but the primary focus is
career skills and interests, and to use these skills and
about performance
interests more effectively
▪ Reverse Mentoring: process in which older
o Career Development – formal approach used by
employees learn from younger ones
the organization to ensure that people with proper
Program
Manager – supervisees long-term strategies
qualifications and experiences are available when
that
consists
of multiple smaller projects
needed
- program strategy
▪ Lifelong series of activities that contribute to a
- long-term
person’s career exploration, establishment,
- implement strategies, oversee collaboration, and
success, and fulfillment
define success metrics
▪ Must be closely parallel individual career
- measured by the success of program strategies, ROI,
planning if a firm is to retain its best and
and company-wide objectives
brightest workers
Project Manager – supervisees individual projects
▪ Formal: includes short-term training programs,
that meet program objectives
education, certifications, workshops, or seminars
- work coordination
that can help build skills sets for a particular job
- short-term
or industry
- coordinate work, organize projects, and track
▪ Informal: includes mentorship opportunities,
progress
networking events, online courses, internships,
- measured by the success of individual projects,
and volunteering experiences
timelines, and budget compliance
Manager/Employee Self-Service – providing
o Performance Appraisal – means evaluating an
managers with the online ability to assist employees in
employee’s current and/or past performance relative
planning their career paths and developing required
to his or her performance standards
competencies
▪ For base pay, promotion, and retention decisions
Discussions with Knowledgeable Individuals – such
and continuously ensure that each employee’s
as HR, psychologists, counselors etc.
performance makes sense in terms of the
Company Material – tailors to the firm’s special
company’s overall goals
needs
▪
Provide an opportunity to review the employee's
Workshops – employees define and match their
career plans in light of his or her exhibited
specific career objectives with the needs of the
strengths and weakness
company
▪
(1) Setting Work Standards; (2) Assessing the
o Career Planning – on-going process whereby an
Employee’s actual performance relative to those
individual sets career goals and identifies the means
standards; (3) Providing feedback to eliminate
to achieve them
performance deficiencies or to continue to
▪ Self-Assessment, Formal Assessment
perform above par
Who will Evaluate the Performance?
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Supervisors – most common type of performance
Paired Comparison – for every trait, you compare
appraisal
every employee with every other employee
- n(n-1)/2
Peers – often see the actual behavior since they work
directly with the employee
Forced Distribution – manager places pre- employees tends to react worst to negative peer
determined percentages of ratees into performance
evaluation
categories
Subordinates – also called upward feedback
Critical Incident Method – supervisor keeps a log of
- Difficult because of the fear of backlash if they
positive and negative examples of a subordinate’s
unfavorable rate their supervisor
work-related behaviors
- Correlate highly with upper-management ratings of
Narrative Forms/Report – helps the employee
supervisors’ performance
understand where his or her performance was good or
Customers/Clients – provide feedback on employee
bad, and how to improve that performance
performance by filling complaints or complimenting
Behaviorally Anchored Rating Scales – anchors
the manager about one of her employees
numerical rating scale with specific illustrative
- Secret Shoppers: current customers who have been
examples of good and bad performance
enlisted by a company to periodically evaluate the
- based on critical incidents
service their receive
Management by Objectives – usually refers to a
Self-Appraisal – allowing an employee to
multistep company wide goal-setting and appraisal
evaluate her own behavior and performance
program
- Suffer from leniency and correlate moderately to
- requires manager to set specific, measurable,
actual performance
organizationally relevant goals with each employee,
- Most accurate when the self-appraisal will not be
and then periodically discuss the latter’s progress
used for such administrative purposes as raises or
toward these goals
promotions
Computerized and Web-Based Performance
- Accurate when employees understand the
Appraisal – compiles computerized notes on
performance appraisal system and when employees
subordinates during the year, and then merge these
believe that an objective record of their performance
with ratings for the employee on several performance
is available with which supervisor can compare the
traits
self-appraisal
Electronic Performance Monitoring – systems use
Rating Committees – consists of employee’s
computer network technology to allow manager to
immediate supervisor and three or four other
monitor their employee’s computers
supervisors
Conversation Days – no explicit performance ratings,
- help cancel out problems such as biases and provide
just manager-employee conversations about
a way to include in the appraisal the different facets of
improvement and growth
an employee’s performance observed by different
Rating Errors
appraisers
Unclear standards – might result in unfair appraisals,
360-Degree Feedback – employer collects
because the traits and degrees of merits are ambiguous
performance information all around an employee –
Halo Effect – influence of a rater’s general
from his or her supervisors, subordinates, peers, and
impression on ratings of specific ratee qualities
internal or external customers
Central Tendency Error – rating all employee
Techniques for Appraising Performance
average
Graphic Rating Scale – simplest and the most
Leniency Error – rater is very lenient and gave the
popular method
employees higher scores, rates at the higher end of the
- list several job dimensions and range of performance
scale
values for each trait, then supervisors rate each
Strictness Error – rater is very strict and gave the
subordinate by circling or checking the score that best
employees lower scores, rates at the lower end of the
describes the subordinate’s performance
scale
Alternation Ranking Method – ranking employees
from best to worst on a trait or traits is another option
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Recency Effects – rating the employee based on their
Lack of Qualification for the Job
recent performance rather than their overall
Changed requirements of the Job
performance over the year
Insubordination – unwillingness to carry out
o Raters who scored higher on conscientiousness,
manager’s orders and disrespectful behavior
tend to have stricter scoring
1) Allow the employee to explain why he or she
o Raters who scored higher on agreeableness are
did what he did
more lenient
2) Have formal multistep procedure and appeal
o Performance Management – continuous process
process (Progressive Discipline)
of identifying, measuring, and developing the
3) The person who does the dismissing is important
performance of individuals and teams, and aligning
4) Dismissed employees who feel they’ve been
their performance with the organization’s goals
treated unfairly are more likely to sue
o Turnover – the rate at which employees leave the
▪ Statutory Exceptions: include federal and state
firm
equal employment and workplace laws that
▪ Voluntary Turnover: employees voluntarily leave
prohibit certain dismissals
the organizations, maybe due to dissatisfaction
▪ Common Law Exceptions: employee handbooks
etc.
promising termination only “for just cause” may
▪ Effectively conduct exit interviews to provide
create an exception
useful insights into turnover problem areas
▪ Public Policy Exception: against a well▪ To boost employee retention the org must raise
established public policy
pay, hire smartly, discuss careers, provide
▪ Wrongful Discharge: occurs when an
direction, offer flexibility, use high-performance
employee’s dismissal does not comply with the
HR Practices, counteroffer (if another company
law or with contractual arrangement stated or
offered their employees)
implied by the employer
o Job Withdrawal – actions intended to place
o Termination Interview – for employee dismissal
physical or psychological distance between
o Human Resource Development Manager –
employees and their work environment
empower their employees so that they can become a
▪ Absences and voluntary turnover
major asset of the company
▪ Job Withdrawal Process: tends to be
▪ Give employees training and opportunities for
incremental, often evolving from daydreaming
career growth with the hope that they will use
to absences to quitting
what they learned for the organization
o Promotions – traditionally refer to advancement to
▪ In charge of retaining talent
positions of increased responsibility
Scope, Coverage, and Processes across the different
▪ Usually mean more pay, responsibility, and job
areas of HRD
satisfaction
Training - provides learners with knowledge and
▪ Glass Ceiling: a metaphorical invisible barrier
skills needed for their present job
that prevents certain individuals from being
Career Development – formal approach used by the
promoted to higher positions
organization to ensure that people with proper
▪ Glass Cliff: women being likelier than men to
qualifications and experiences are available when
achieve leadership roles during periods of crisis
needed
or downturn, when the risk of failure is highest
Talent Management – the system or strategy used by
o Turnover – describes the number of workers that
an organization to effectively recruit, hire, develop,
leave an organization, whether by the termination of
and retain employees
the contract, resignation, or any other reason
- strategic endeavor to optimize the use of human
o Transfer – move from one job to another, usually
capital, which enables an organization to drive shortwith no change in salary or grade
and long-term results by building culture,
o Dismissal – involuntary termination of employee’s
engagement, capability, and capacity, through
employment with the firm
integrated talent acquisition, development, and
Unsatisfactory Performance
deployment processes that are aligned to business
Misconduct
goals
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
authority to subordinates, establishing channels
- refers to the attraction, selection, and retention of
of authority and communication, coordinating
employees
the work of subordinates
- management of turnovers
o Human Capital Planning – has specific aspects
Performance Appraisal – means evaluating an
that distinguishes it as a workforce planning
employee’s current and/or past performance relative to
methodology:
his or her performance standards
1. Segmentation: classifying job according to their
Employee Engagement – an individual’s emotional
importance to the business, and then matching
and cognitive motivation, particularly a focused,
these segments with specific workforce actions
intense, persistent, and purposive effort toward work2. Less Specificity: level of analysis in HCP is job
related goals
roles, families, or functions
- High level of absorption in the work, the experience
3. Time Frame: timeframe of the plan to be
of focusing intensely on the task with limited
generated is 3 to 5 years
awareness of an events beyond that work
Strategy
and Workforce Planning –
- Building an engage workforce calls on MARS
workforce/employment planning is best understood as
model, building affective commitment, motivation
an outgrowth of the firm’s strategic and business
practices, organizational-level communication, and
planning
leadership
- personnel needs (demands), supply of the inside
Empowerment – psychological experience
candidates, and one for the supply of outside
represented by four dimensions: self-determination,
candidates
meaning, competence, and the impact of the
- analyzing the supply/demand gap and creating a plan
individual’s role in the organization
to address future staffing needs
Org Activities involved in HRM
- Statistical Regression: using historical data to
o Manager – someone who is responsible for
predict the required staffing level given certain
accomplishing the organization’s goals, and who
variables which the organization would deem critical
does so by managing the efforts of the
- Staffing Ratio: numerical relationships between
organization’s people
work volumes or output and the number of staff
Manpower Planning/HR Planning/Workforce
required to do that work or produce that output
Planning
o Strategic Planning – the process by which top
3 Types of Gaps:
management determines overall organizational
1. Staffing Levels
purposes and objectives and how they are achieved
2. Gaps in Skills or Capabilities
▪ Emphasizes that workforce planning be actually
3. Mix of both
embedded in the strategic planning process of
Forecasting Personnel Needs (Labor Demands) –
the organization
how many people with what skills will we need?
▪ Characterized by having senior leaders
- Trend Analysis: studying variations in the firm’s
participate in the process to come up with
employment levels over the past few years
general workforce directions
- Ration Analysis: making forecast based on historical
o Manpower Planning/HR Planning/Workforce
ratio between (1) some causal factor and (2) the
Planning – primary source for any company,
number of employees required
process of estimating the optimum number of
- Scatter Plot: shows graphically how two variables
people required for completing a project, task or
are related
goal within time
Forecasting the Supply of Inside Candidates –
▪ systematic process of matching the internal and
determining which current employees are qualified or
external supply of people with job openings
trainable for the projected openings
anticipated in the organization over a specific
- Markov Analysis: forecast availability of internal job
period of time
candidates
▪ process of deciding what positions the firm will
Forecasting the Supply of Outside Candidates –
have to fill, and how to fill them
turning to outside candidates when there is no enough
▪ Organizing: giving each subordinate a specific
inside candidates to fill the anticipated openings
tasks, establishing departments, delegating
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Recruitment – attracting people with right
Predictive Workforce Monitoring – paying
qualifications to apply for the job
continuous attention to workforce planning issues
▪
Internal: within the org, enhance employee
Matching Projected Labor Supply and Labor
morale and motivation
Demand
▪ Done thru Job Postings or rehiring a employee
Succession Planning – ongoing process of
who already left the organization
systematically identifying, assessing, and developing
▪ External: outside the org
organization leadership to enhance performance
▪ Recruiting Yield Pyramid: gauge the staffing
Staffing/Workforce Planning
issues it needs to address
o Staffing – determining what type of people should
o Schneider’s Attraction-Selection-Attrition (ASA)
be hired, recruiting prospective employees,
Framework – proposes that the three interrelated
selecting employees, setting performance standards,
processes of attraction-selection-attrition determine
compensating employees, evaluating performance,
the kind of people in an organization, and
counselling, training, and developing employees
consequently defines the organization’s culture,
▪ Execution of the plans from Manpower
structures and processes
Planning
▪ Similar people are selected and attracted by
▪ Deciding what positions the firm will have to
organizations, while dissimilar people are likely
fill and how to fill them
to leave these organizations due to attrition
▪ Identify and address the gaps between the
▪
Individuals are attracted to orgs whose members
employer’s workforce today, and its projected
are similar to themselves in terms of personality,
workforce needs
values, interests, and other attributes. And so,
o Trend Analysis – studying variations in the firm’s
orgs select those who possess similarities to their
employment levels over the past few years
existing members
o Ratio Analysis – means making forecasts based on
▪ People find orgs differentially attractive as a
the historical ratio between (1) some causal factor
function of their implicit judgment of the
and; (2) the number of employees required
alignment between those of the org’s goals and
▪ Assumes that things like productivity remains
their own personalities
about the same
▪ Selection: refers to the formal and informal
o Scatter Plot – shows graphically how two
procedures used by companies in the recruitment
variables, such as sales and your firm’s staffing
and hiring people with attributes they desire
levels, are related
▪
Attrition: people leaving the organization
o Managerial Judgment – to adjust the forecast
Media
Advertisements – Newspaper Ads, Blind Box,
o Forecasting starts within the organization (Internal
Electronic
Media, Situation-Wanted Ads, Point-ofRecruitment)
Purchase Methods, Recruiters
▪ Personnel Replacement Charts: show the
Employee Agencies and Search Firms
present performance and promotability for each
- Employee Agencies: outsourced agencies that helps
position’s potential replacement
the company for recruitment
▪ Markov Analysis: mathematical process to
- Executing Search Firms: the jobs they represent tend
forecast availability of internal job candidates
to be higher-paying, non-entry level positions
o Job Analysis – systematic process for collecting
- Public Employment Agencies: designed primarily to
and analyzing information about a job
help the unemployed find work, but they often offer
a. Tasks or work activity
services such as career advisement and resume
b. KSAOs
preparation
c. Level of Job Performance
Employee Referrals – current employees recommend
d. Workplace Characteristics
someone for hiring
o Job Analysis is the cornerstone of personnel
- most effective but at risk for possible discrimination
selection
o Every essential knowledge, skill, and ability
Direct Mail – an employer obtains a mailing list and
identified in the job analysis that is needed on the
send help-wanted letters or brochures to people
first day of the job should be tested, and every test
through the mail
must somehow relate to the job analysis
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Internet – employer-based websites, internet
Style
recruiters
One-on-One – one interviewer, one applicant
Job Fairs – designed to provide information in a
Serial - series of single interviews
personal fashion to as many applicants as possible
- e.g., first interview with recruitment manager, then
Nontraditional Population – developing recruitment
HR head, to immediate supervisor, then CEO
strategies for minorities, inmates, PWDS etc.
Return – similar to serial interviews with difference
Passive Applicants – recruiters try to find ways to
being a passing of time between the first and
identify hidden talent and convince them to apply for
subsequent interviews
a job with their company
- e.g., returning the next day for another interview
Panel – multiple interviewers, one applicant
e.g., kpop casting managers
Group – multiple applicants were interviewed at the
o Interviews – most commonly used method to select
same time
employees
Serial-Panel-Group – series of panel and group
▪ Clarifiers: allow the interviewer to clarify
interviews
information in the resume, cover letter, and
Medium
application, fill in gaps, and obtain necessary
Face-to-Face - both the applicant and interviewer are
information
at the same room
▪ Disqualifiers: questions that must be answered a
Telephone – often used to screen applicants but do
particular way or the applicant is disqualified
not allow the use of visual cues
▪ Skill-Level Determiners: tap an interviewee’s
Videoconference – the applicant and the interviewer
level of expertise
can hear and see each other, but the interview is
▪ Future-Focused Questions/Situational
remote
Questions: ask what they would do in a
Written – involve the applicant answering a series of
particular situation
written questions
▪ Past-Focused Questions/Patterned Behavior
o Resume – summaries of an applicant’s professional
Description Interviews/Behavioral Questions:
and educational background
focused on previous behavior
▪ Views as a history of your life or an
▪ Organizational-Fit Questions: tap the extent to
advertisement of your skills
which the applicant will fit into the culture of an
Chronological – lists previous jobs in order from the
organization or with the leadership of a
most to least recent
particular supervisor
Functional – organizes jobs based on skills required
Structure
to perform them rather than the order they were
Structured – source is job analysis, all participants
worked
are asked with the same questions and there is a
Psychological – contains the strengths of both
standardized scoring key
chronological and functional styles
- more reliable and valid
▪ Averaging versus Adding Model of Impression
Unstructured – freely asking anything they want
Formation: implies that activity quality is more
- Primacy Effects: first impression affected the
important than quantity
evaluation
o Taylor-Russell Tables – designed to estimate the
- Contrast Effects: the interview performance of one
percentage of future employees who will be
applicant may affect the interview score given to the
successful in the job if an organization uses a
next applicant
particular test
- Negative-Information Bias: negative information
o Proportion of Correct Decisions – the only info
apparently weighs more heavily that positive
needed is employee test scores and scores on
information
criterion
- Interviewer-Interviewee Similarity: interviewee will
▪ Type 1 Error: False Positive (Q3)
receive a higher score if she is similar to the
▪ Type II Error: false negative (Q1)
interviewer in terms of personality, attitude, gender, or
▪ True Positive (Q2)
race
▪ True Negative (Q4)
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Lawshe Tables – probability that a particular
▪ Contextual Performance: the effort an employe
applicant will be successful (Content Validity
makes to get along with peers, improve the
Ratio)
organization, and perform tasks that are needed
o Brogden-Cronbach-Gleser Utility Formula –
but are not necessarily an official part of the
computing the amount of money an organization
employee’s job description (OCBs)
would save if it used the test to select employees
Compare the role of HRM and HRD in an Org
o Human Resource MANAGEMENT is about
Top-Down Selection – applicants are rank-ordered on
WHOM and HOW to employ for the best outcome
the basis of their test scores
o
Human Resource DEVELOPMENT is about
Rule of Three – the names of top three scorers are
making the employee BEST ASSET for the best
given to the person making the hiring decision
outcome
Passing Scores – determines the lowest score on a
Team Dynamics (15)
test that is associated with acceptable performance on
Team Dynamics
the job
o Group – two or more people who perceive
Multiple-Cutoff Approach – the applicants would be
themselves as a group and interacts with each other
administered all of the test at one time
▪ Must involve some degree of structure and
- simultaneous
permanency
Multiple-Hurdle Approach – applicant is
▪
Collection of people to be called group, the
administered one test at a time
following criteria must be met: (a) the members
- one at a time
of the group must see themselves as a unit; (b)
Banding – attempts to hire the top scorers while
the group must provide rewards to its members;
allowing some flexibility for affirmative action
(c) anything that happens to one member of the
Developing, Monitoring, Maintaining, Managing
group affects every other members; and (d) the
Relationships
members of the group must share a common
o Leading – getting others to get the job done,
goal. (Gordon, 2001)
maintaining morale, and motivate subordinates
▪
Groups must have multiple members
o Controlling – setting standards such as sales quota,
▪
2 (Dyad), 3 (Triad), 4 to 20 people (Small
quality standards, or production levels, checking to
Group)
see how actual performance compared with the
▪
an event that affects one group member should
standards, taking corrective action as needed
affect all group members (Corresponding
Evaluation
Effects)
o Performance Appraisal – evaluating an
o
Formal
Groups – subunits that the organization
employee’s current and/or past performance relative
has
established
to his or her performance standards
o Informal Group – no to little interdependence and
(1) setting work standards
no organizationally mandated purpose
(2) assessing the employee’s performance relative to
▪
They exist due to the fact that humans are social
those standards
animals and have a drive to bond with others,
(3) providing feedback
they define themselves by their group
o Criteria – ways of describing employee success
affiliations, and to accomplish personal
▪ Trait-Focused: concentrates on such employee
objectives
attributes such as dependability, honest, and
▪ Develop apart from the official structure of the
courtesy
organization and exist relatively independent of
▪ Competency-Focused: concentrate on
it
employee’s knowledge, skills, and abilities
o
Work
Group – interdependent collection of
(KSAOs)
individuals
who share responsibility for specific
▪ Task-Focused: organized by the similarity of
outcomes
for
their organization
tasks that are performed
o Team – consists of interdependent workers with
▪ Goal-Focused: based on the goals accomplished
complimentary skills working toward a shared goal
by the employee
or outcome
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Groups of two or more people who interact with
Advisory Teams (Parallel Teams)– solve problems
and influence each other, that is: (1) to fulfill
and recommend solutions
some purpose; (2) held together by their
o Process Losses – teams have additional costs and
interdependence and need for collaboration; (3)
resources expended on the team development and
influence each other; and, (3) perceive
maintenance rather than on performing the task
themselves to be a team
▪ Refers to any nonmotivational element of a
▪ Team Permanence: how long that team exists
group situation that detracts from the group
▪ Skill Diversity: each member possesses different
performance
skills and knowledge
▪ Amplified when more people are added or
▪ Authority Dispersion: the degree that decisionreplace others on the team
making responsibility is distributed throughout
▪ Brooks’ Law: adding more people on a project
the team
team when the project is already on-going, the
▪ Identification: extent to which group members
project will more likely finished longer than in
identify with the team rather than in other groups
shorter span of time
▪ Interdependence: one member does greatly
o Social Facilitation – involves positive effect of
influence what another member does
presence of others on individual’s behavior
▪ Power Differentiation: overstepping roles,
▪ Social Inhibition: involves the negative effects of
challenge opinions, interrupt each other, gives
other’s presence
orders, and use sarcasm
▪ Audience Effects: takes place when a group of
▪ Social Distance: an imaginary space that
people passively watch an individual
separates two colleagues such as treating them
▪ Audience size, proximity, and status affects the
formally and very politely rather than being
performance of the group
casual
▪ Coaction: the effect on behavior when two or
▪ Team members respond to conflict by
more people are performing the same task in the
collaborating, try to understand the other’s views,
presence of one another
makes attempt to compromise, and use
▪ Mere presence of others naturally produces
nonthreatening tones
arousal
▪ Members negotiate in a win-win style in which
o Social Loafing – considers the effect on individual
the goal is for every person to come out ahead
performance when people work together on a task;
Departmental Teams – consists of employees who
exerting less effort in group work than individual
have similar or complimentary skills and are located
work (Max Ringelmann)
in the same unit of a functional structure
▪ Occurs on tasks with low in attractiveness
- usually minimal task interdependence because each
▪ Less likely to occur in cohesive groups
person works with clients or with employees in other
▪ Social Enhancement: occurred among group
departments
members who were working on a task that was
Self-Directed Teams – teams whose members are
high in attractiveness
organized around work processes that complete an
▪ Free-Rider Theory – when things are going
entire piece of work requiring several interdependent
well, a group member realizes that his effort is not
tasks and have substantial autonomy over the
necessary, and this does not work hard as he
execution of those tasks
would if he were alone
▪ Sucker Effect – social loafing occurs when a
Task Force (Project) Teams (Cross-Functional) –
group member notices that other group members
members are usually drawn from different disciplines
are not working hard and does are “playing him
to solve a specific problem, realize an opportunity, or
for a sucker”, then decide that they will no longer
design a product or service
be played for a sucker and thus reduce their effort
Production Teams – frontline employees producing
▪ Social Compensation – when individual increase
tangible outputs
their efforts on collective tasks because they don’t
Management Teams – corporate executive teams,
anticipate much help from their group members
coordinate other work units under their direction
▪
To minimize social loafing:
Service Teams – attend the needs of the clients
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
✓ Form smaller groups so each member’s
o Groups with high-ability members outperform those
performance is noticeable and important and it
with low-ability members
increases individual commitment and identity
o Confidence is the key to success
with the team
o Groups whose members have task-related experience
✓ Specialize tasks to easier observe when each
and score high in the personality dimensions of
member performs differently
openness to experience, and emotional stability will
✓ Measure individual performance
perform better than groups with no such
✓ Increase Job Enrichment so it could have high
characteristics
motivation potential
o Good Communication is also the key
✓ Select motivated, team-oriented employees, who
o Mental Model – organized knowledge structure that
are also known to have at least moderately high
enhance the interaction of an individual with his or
conscientiousness and agreeableness
her environment
o If the leader or group member has an accurate
▪ Shared Mental Models: organized structures
solution to a problem the group is trying to solve, the
combining the knowledge, beliefs, and
group will probably perform at a high level
understandings of two or more individuals that
o Groupthink – members become cohesive and likehelp coordinate their efforts
minded that they make poor decisions despite
o Group Roles – extent to which its members assume
contrary information that might reasonably lead
different roles
them to other options
▪ Task-Oriented Roles: involves behaviors such as
o Mindguard – a member of a cohesive group whose
offering new ideas, coordinating activities, and
job it is to protect the group from the outside
finding new information
information that is inconsistent with the group’s
▪ Social-Oriented Roles: involve encouraging
views
cohesiveness and participation
o Team members tend to work together more
▪ Individual Role: blocking group activities, calling
effectively when they receive some team-based
attention to oneself, and avoiding group
rewards, when the organization’s structure assigns
interaction
discrete clusters of work activity to teams
5 C’s of Effective Team Member Behavior
o External competition also increases motivation for
Cooperating – share resources, accommodate others
teams to work together
Coordinating – align work with others, keep the team
▪ Groups that are pressured by outside forces also
on track
tend to become highly cohesive
Communicating – share info freely, efficiently,
▪ Psychological Reactance: when we believe that
respectfully, and listen actively
someone is trying to intentionally influence us to
Comforting – show empathy, provide emotional
take some particular action, we often react by
comfort, build confidence in others
doing the opposite
Conflict Handling – diagnose conflict sources, use
o Smaller size of group, more cohesive
best conflict-handling style
▪ Additive Tasks: those for which the group’s
o Group Homogeneity – extent to which its members
performance is equal to the sum of the
are similar
performances by each group member; each
▪ Homogenous Group: members are similar in
contribution is important
some or most ways
▪ Conjunctive Tasks: group performance depends
▪ Heterogenous Group: members are more
on the least effective group member
different than alike
▪ Disjunctive Tasks: group performance is based on
▪ The best working groups consist primarily of
the most talented group member
similar people but have dissimilar person adding
▪ Social Impact Theory: If the group is already
tension and a different vantage point
stable and cohesive, adding another member
▪ Main advantage of diverse teams is that they
might be disruptive (Brook’s Law)
make better decisions in some situations because
o The higher group status, the greater cohesiveness
they see a problem from different angles
o It’s important to believe that a group has higher status
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Diverse teams also have broader pool of technical
satisfaction, member interaction, employee
abilities and provide better representation of the
courtesy
team’s constituents
▪ Cohesiveness also lose the sight of organization
o Role – set of behaviors that people are expected to
goals (e.g. putting their colleagues first before
perform because they hold formal or informal
their client)
positions in a team and organization
▪ The greater stability, the greater cohesiveness
▪ Role Differentiation: process by which group or
▪ Groups in which members remain for long
organization establishes distinct roles for various
periods of time are more cohesive and perform
members of the group, accomplished through
better than groups that have high turnover
formal job descriptions, rules, task requirements,
▪ Groups that are isolated or located away from
etc.
other groups tend to be highly cohesive
o Conflict – friction that emerges in the team
▪ Smaller groups are more cohesive and when they
▪ Relationship Conflict: tension in interpersonal
interact regularly
relationships
▪ The more elite a team is, the more prestige it
▪ Task Conflict: results when team members have
confers to the members, and the more they tend
different ideas, beliefs, viewpoints
to value their membership = higher cohesion
▪ Process Conflict: when group members have
▪ Teams with higher cohesion tend to perform
incompatible ideas about how the work should be
better than those with lower cohesion
completed
o Team Trust – refers to positive expectations one
o Team Building – consists of formal activities to
person has toward another person in situations
improve the development and functioning of a work
involving risk
team
▪ Calculus-Based Trust: logical calculation that
a) Team Volunteering events
other team members will act appropriately
b) Team Scavenger Hunt/Treasure Hunt
because they face sanctions if their actions violate
c) Team Sports/Exercise Competitions
reasonable expectations (based on your
d) Team Music Ensemble Events
calculation kung magagawa ba nila yung trabaho)
o Norms – informal rules and shared expectations that
▪ Knowledge-Based Trust: based on the
groups establish to regulate the behavior of their
predictability of another team member’s
members
behavior; you would not trust someone who tends
▪ Descriptive Norm: define what most people tend
to engage in harmful or dysfunctional behavior
to do, feel, or think in a particular situation
(based sa pagkakakilala mo sa kanila, for
▪ Prescriptive Norms: what people should do, feel,
example, she has a tendency work slower, so you
or think in a particular situation
wont trust her to finish her work by the end of the
o Team Cohesion – refers to the degree of attraction
day kasi mabagal progress niya)
people feel toward the team and their motivation to
▪ Identification-Based Trust: based on mutual
remain members
understanding and an emotional bond among
▪ Attracted to the team, committed to the team’s
team members; occurs when team members
goals, tasks, and feel a collective sense of team
think, feel, and act like each other (since you are
pride
similar, you know how she works because that’s
▪ the extent to which group members like and trust
how you work to, thus you trust her bec you know
one another, are committed to accomplishing a
her tendencies)
team goal, and share a feeling of group pride
Self-Directed Teams – cross-functional groups
▪ Similarity-Attraction Effect: occurs when people
organized around work processes that complete an
assume that people are more trustworthy and
entire piece of work requiring several interdependent
more acceptable if they are similar to them
tasks and have substantial autonomy over the execution
▪ Members that are similar with each other have
of those tasks
higher cohesion
- closed knit group of employees who depend on each
▪ More cohesive the group is, the greater:
other to accomplish individual tasks
performance,
decision
quality,
member
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
▪ Revolves around communication and
- substantial autonomy over the execution of tasks with
coordination among team members, feedback,
little to no direct involvement of a higher-status
team cohesion, and norms
supervisor
Predictors of Work-Team Effectiveness
Virtual Teams – teams whose members operate across
space, time, and organizational boundaries and are
Organizational Context Rewards, goals and
linked through information technologies to achieve
feedback, training
organizational tasks
Group Composition and Cognitive Ability of
- members are not usually co-located
Size
group members,
- depend on information technology rather than facepersonality traits, and
to-face interaction to communicate
demographic
Stages of Team Development
characteristics
o Teams typically go through 5 developmental phases,
Group Work Design
Member task
according to Tuckman:
interdependence
1. Forming – team members get to know each other
Member goal
and decide roles, discover expectations, test
interdependence
boundaries of behavior
Intragroup Processes
Group Cohesion
2. Storming – begins to disagree with each other;
Group Efficacy or
frustration starts individually
communication processes
3. Norming – easing the tension from the previous
External Group
Communication outside
stage, developing cohesion, agree on team
Processes
the group
objectives
External Interaction
4. Performing – begins to accomplish the goals,
Patterns
high cooperation and trust, conflicts resolved
Norms
quickly
o Norms directly reinforced through praise from high5. Adjourning – when the team is about to disband
status members, more access to valued resources, or
o Punctuated Equilibrium – rather than forming in
other rewards available to the team
stages, teams develop direction and strategy in the
o The more closely the person’s social identity is
first meeting, follow this direction for a period of
connected with the group, the more the individual is
time, and then drastically revise their strategy about
motivated to avoid negative sanctions from that
halfway through
group
Group Processes that affect Team Effectiveness
Cohesion
3 Major Dimensions of Work-Team Effectiveness
o Members of highly cohesive team spend more time
Team Performance – concerns how well the team is
together, share information more frequently, and are
performing and includes such variables such as
more satisfied with each other
productivity, quality of output, and the degree to
o When conflict arises, they tend to resolve their
which costs are controlled in this process
differences swiftly and effectively
Attitudes – reflect such variables as quality of work
o Team cohesion has less effect on team performance
life, trust in management, organizational commitment,
when the team has low task interdependence (the
and job satisfaction
need to cooperate or interact)
Withdrawal Behaviors – turnover, absence and
o Teams with high cohesion perform better when their
tardiness
norms are aligned with the organization’s
objectives, whereas higher cohesion can potentially
Diversity – members differ on one or more attributes
reduce team performance when norms are
o Taskwork – involves the task-oriented aspects of
counterproductive
work; entails specific individual behaviors required
Trust
for success
o Trust tends to decrease rather than increase over
o Teamwork – involves the process-oriented aspects
time
of work; includes wide range of activities aimed at
o Employees become less forgiving and less
maintaining and enhancing team performance
cooperative toward others as their level of trust
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
decreases and this undermines team and
B. Individual-Group Conflicts – usually occurs when
organizational effectiveness
the individual’s needs are different from the group’s
Common problems that occur in teams
needs, goals, or norms
Constraints on Team Decision Making
C. Group-Group Conflict – occurs between two or
o Production Blocking – teams take longer than
more groups
individuals to decide because they require time to
Causes of Conflict
build rapport, agree on rules and norms, and
1. Competition for Resources
understand each other’s ideas
2. Task interdependence – group members depends on
o Evaluation Apprehension – based on individual’s
the performance of other group members
desire to create a favorable self-presentation and
3. Jurisdictional Ambiguity – geographical boundaries
need to protect self-esteem
or lines of authority are unclear
▪ Team members are often reluctant to mention
4. Communication Barriers
ideas that seem silly because they believe that
5. Beliefs
other team members are silently evaluating them
6. Personalities
o Team cohesion leads employees to conform to the
Conflict Styles
team’s norms, thus, depending on the opinions that
A. Avoiding Style – ignore conflict and hope it will
others hold to validate an individual’s views
resolve itself
▪ If coworkers disagree, they begin to question
▪ Triangling: occurs when an employee discusses
their opinions even with overt peer pressure
the conflict with a third party
o Team Efficacy – collective confidence on how well
B. Accommodating Style – a person is so intent on
they work together and the likely success of their
settling a conflict that he gives in and risks hurting
team effort
himself
▪ Although high efficacy teams set more
C. Forcing Style – handles conflict in a win-lose
challenging goals and are more motivated to
fashion and does what it takes to win, with little
achieve them, teams could make worse decisions
regard for the other person
if they are overconfident
D. Collaborating Style – wants to win but also wants
▪ They become less vigilant when making
the other person win as well
decisions and engage in less constructive debate
E. Compromising Style – adopts give-and-take tactics
Why Teams Don’t Always Work
that enable each side to get some of what it wants
1. The team is not a team
Resolving Conflicts
2. Excessive meeting requirements
o When conflict first occurs, two parties should be
3. Lack of Empowerment
encouraged to resolve the conflict on their own
4. Lack of Skill
o Dispute – when they can’t agree to resolve the
5. Distrust of the Team Process
conflict
6. Unclear Objectives
o Cooperative Problem Solving – all department reps
Group Conflict
come over to solve the problem
o Conflict – psychological and behavioral reaction to
o Third-Party Intervention
a perception that another person is keeping you from
a. Mediation – neutral third party is asked to help
reaching a goal
both parties reach agreeable solution to the
o Dysfunctional Conflict – keeps people from
conflict
working together, lessens productivity, spreads to
b. Arbitration – neutral third party listens to both
other areas, and increases turnover
sides and make decision
o Functional Conflict – moderate levels of conflict
Individual versus Group Performance
can stimulate new ideas, increase friendly
o Nominal Group – when several people individually
competition, and increase team effectiveness
work on a problem but do not interact
Types of Conflicts
o Interacting Group – when individuals interact to
A. Interpersonal Conflicts – occurs between two
solve a problem
individuals
o Brainstorming – group members are encouraged to
speak out their ideas
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
o Brainwriting – removing conversations during idea
12 different types of Large-Scale Organizational
generation
changes
o Group Polarization – group members will shift
Transformational Change – seeks to create
their beliefs to a more extreme version of what they
significant, fundamental shifts in how an organization
already believe individually
operates and organizes itself
Organizational Change and Development (20)
- involves introducing new strategies, processes,
Differentiate: Org Change vs. Org Dev, Org Dev. vs.
systems, and structures that shift the way the company
Org Transition
operates
Organizational Change – refers to the actions in
- more radical – it can involve overhauling existing
which a company or business alters a major
operations or introducing larger, systemic solutions
component of its organization, such as culture,
that may span across multiple departments
technology, infrastructure, etc.
- requires deep level of commitment from leaders and
- process of guiding organizational change to a
employees alike as it often requires them to let go of
successful resolution
traditional ways of doing things in order to embrace
- Evolutionary Change: continual process of
new systems and procedures
upgrading or improving processes
Incremental Change – introduces small, but
- Revolutionary Change: drastic changes
meaningful changes to an organization’s systems,
- process of altering organizations to be more adaptive
processes, and structures
and congruent with their business environment
- can help businesses increase their efficiency and
- an organization achieving a desired future state from
effectiveness
its current state with minimal disruption or negative
- focused on small, targeted adjustments
impact to the organization
Developmental Change – seeks to build on existing
Organizational Development – change process
processes, structures, and capabilities of an
through which employees formulate the change that’s
organization in order to bring about meaningful
required and implement it
improvements
- planned, organization-wide effort to increase
- involves introducing new systems, technologies, and
organizational effectiveness through behavioral
tools that enable greater efficiency and effectiveness
science knowledge and technology
in the workplace
- how an organization achieve its purpose/change
- focuses on building upon existing systems,
through design, function, structure, and processes
processes, and structures to bring about meaningful
- addresses change and how it affects organizations
improvements
and the individuals within those organizations
Remedial Change – involves making corrections or
Organizational Transformation – intended to move
improvements to existing systems, processes and
your organization from where it is currently to a
structures in order to bring about more efficient and
desired future state
effective operations
- allows the business to act strategically, staying ahead
- troubleshooting and problem-solving
of events and being the agent of change
Process and System Change – making adjustment to
Different factors driving Org Change
existing processes and systems in order to improve
1. Technology – adoption and diffusion of computers
efficiency and effectiveness
into work life
- introduction of new technologies, systems, and tools
2. Cultural Diversity
People and Culture Change – focuses on
3. Emergence of advanced communication
transforming organization’s culture, values, and
technologies
behaviors in order to drive greater efficiency and
4. Globalization
effectiveness
5. Global Competition
- introducing new corporate policies, procedures, and
6. Redistribution of economic power
systems that help create an environment where
7. Consumer needs
employees feel supported, valued, and empowered
8. Government deregulation
- frutas
9. Environmental Standards
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Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
Structural Change – alters the way an organization is
structured in order to improve efficiency and
Basic Process Interventions
effectiveness
1. Individual Intervention – help people be more
- involves introducing new policies, procedures, and
effective in their communication with others
systems that help to streamline operations and
2. Group Interventions
eliminate areas of waste
a. Process interventions: sensitize the group to its
- re-organizing departments and teams in order to
own internal processes and generate interest in
better align the organization’s goals, objectives, and
analyzing them; relationships among group members,
strategies
problem-solving and decision-making, and identity
and purpose of the group
Merger and Acquisition Change – involves merging
b. Content Interventions: comments, questions, or
or acquisition of two or more business
observations about group memberships, agenda
- combining resources, personnel, and operation from
setting, review, and testing procedures, interpersonal
multiple organizations into one
issues, and conceptual inputs on task-related topics
De-merger Change – involves splitting of an
c. Structural Interventions: help the group examine
organization into two or more separate entities
the stable and recurring methods it uses to accomplish
- when an organization has grown too large, and there
tasks and deal with external issues
is a need to streamline operations and simplify
structures in order to improve efficiency
- Team Building: refers to a broad range of planned
Downsizing – reducing the size of an organization
activities that help groups improve the way they
- involves cutting costs and reducing personnel in
accomplish tasks, help members enhance their
order to achieve greater efficiency and productivity
interpersonal and problem-solving skills, and increase
Relocation Change – moving of an organization or
team performance
parts of it to a new location
- Confrontation Meeting: intervention designed to
- take advantage of new opportunities in different
mobilize the resources of the entire organization to
geographic regions, cultures, and countries
identify problems
Rebranding Change – making modifications to
- Microcosm Groups: consists of small number of
organization’s brand or public image, in order to
individuals who reflect the issue being addressed (e.g.,
create a more compelling and attractive image
minorities, marginalized groups)
Different types of Org Interventions used to enhance
- Large-Group Interventions: referred to variously as
org effectiveness, well-being, and productivity
“Search conferences,” “open-space meetings,” “openHuman Process Interventions – related to
systems planning” etc.; focuses on issues that affect
interpersonal relations, group, and organization
the whole organization or large segments of it
dynamics
Technocultural Interventions – targeted toward
- Process Consultation: creation of a relationship that
structural and technological issues such as
permits the client to perceive, understand, and act on
organization design, work redesign, and employee
the process events that occur in [his or her] internal
engagement
and external environment in order to improve the
- structural design, re-engineering, downsizing
situation as defined by the client
- works to help managers, employees, and group
Employee Involvement Applications
assess and improve human processes, such as
1. Parallel Structures – involve members in
communication, interpersonal relations, decisionresolving ill-defined, complex problems, and build
making, and task performance
adaptability into bureaucratic organizations
2. Total Quality Management – emphasizing quality
Group Process
control and represents a long-term effort to orient all
1. Communication
of an organization’s activities around the concept of
2. Functional Roles of Group Members
quality
3. Group Problem Solving and Decision-Making
3. High Involvement Organizations – members
4. Group Norms
receive extensive training in problem-solving
5. The Use of Leadership and Authority
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly
Industrial Psychology
#BLEPP
Sources: Aamodt (2016), Levy (2017), Howes & Muchinsky (2019), Riggio (2013), McShane & Glinow (2018), Dessler
(2017), Cummings & Worley (2009), Mondy & Martocchio (2016)
techniques, plant operation, and organizational
Developing Political Support – by assessing change
policies
agent power, identifying key stakeholders, and
influencing them
Human Resource Management Interventions –
impact areas such as performance management, talent
Managing the Transition
development, DEIB, and well-being in the workplace
1. Activity Planning – making a roadmap for change,
- Performance Management: process of defining,
citing specific activities, and events that must occur if
assessing, and reinforcing employee work behaviors
the transition is to be successful
and outcomes
2. Commitment Planning – identifying key people
- Goal Setting: managers and subordinates in jointly
and groups whose commitment is needed for change
establishing and clarifying employee goals
to occur and formulating a strategy for gaining their
- Performance Appraisal: feedback system that
support
involves direct evaluation of individual or work-group
3. Change-Management Structures – should include
performance by supervisor, manager, or peers
people who have the power to mobilize resources to
- Reward Systems: incentives for improving employee
promote change, the respect of the existing leadership
and work-group performance
and change advocates, and the interpersonal and
- Coaching, Mentoring, Training, etc.
political skills to guide the change process
4. Managing Learning Process
Strategic Change Interventions – revolves around
transformational change, restructuring, and uniting
Sustaining Momentum – by building a support
two or more organizations together during a merger
system for change agents, developing new
competencies and skills, reinforcing new behaviors,
Different strategies and techniques org use to manage
and staying in the course
change, and/or cope with change to achieve org
efficiency
Additional Info
Motivating Change
Types of Authority
1. Creating Readiness for Change – creating a felt
1. Legal – based on legal position or rank within the
need for a change by making people so dissatisfied
hierarchy
with the status quo
- e.g., CEO
2. Overcoming Resistance to Change
2. Traditional – came from a traditionally recognized
- Technical Resistance: comes from the habit of
power holding family
following common procedures and the consideration
- e.g., royal family
of sunk costs invested in the status quo
3. Charismatic – special power or an appeal that a
- Political Resistance: org changes threatens powerful
leader possess
stakeholders
o Organizational Transition – implementation of
- Cultural Resistance: takes the form of systems and
change through systematic planning, organizing and
procedures that reinforce the status quo, promoting
implementation of change to reach desirable future
conformity to existing values, norms, and assumptions
state without affecting continuity of business
end
3 Major Strategies for Dealing with Resistance to
change
Congratulations for reaching the end of this reviewer! <3
1. Empathy and Support
2. Communication
Remember to take rest if you need to and be less harsh to
3. Participation Involvement
yourself. Reward yourself, you deserve it. You can never
Creating a Vision – to provide valued direction for
learn everything but at least you still did learn
designing, implementing, and assessing organizational
something. Progress is progress. The most important
changes
thing is you will get there!
- can also energize commitment to change by
providing members with a common goal and a
compelling rationale for why change is necessary and
Claim that license!
worth the effort
Congratulations, Future RPm!
The reviewers I made are FREE :D instead of selling it, you can share the drive link to others :D Let’s help each other <3
See u soon, future RPms! - Aly