1. PSYC 306 Industrial & Organizational Psychology
Lecture 2 & 3
History of IO Psychology
Scientist-practitioner model in IO Psychology
Cross-cultural perspectives in IO Psychology

2. A Brief History of IO Psychology in the US (Katzell & Austin, 1992)
WWI
WWII
Forces
Darwinism- functionalist approach
Emprical study of mind & behavior
Capitalism – efficiency
Industrialization
Need for personnel selection to army
War and behaviorism
[Psychological Corporation established]
Lewin – Leadership and group dynamics
Great depression years – unemployment
Humanization of work
Topics
Individual differences
Efficiency (decreased fatigue)
Decomposition of work motions
Screening and selection
Person and job analysis
Measurement of vocational interests
Employee attitudes and morale
Methods
Mental tests
Direct observation
Case studies
Experimental studies on memory & attention
Experimental and observational research
Statistics
Regression
Simple & partial correlation
Factor analysis
Key
Figures
Munsterberg “Psychology and Industrial Efficiency”
Scott “The Theory of Advertising”
Taylor
Gilbrenth
Yerkes
Catell
Research
Motion studies
Scientific study of management
[JAP’s first volume]
Hawthorne studies – 1924 Minnesota unemplyment research project

3. Forces Topics Methods Statistics Key Research WWII – 1960s
Mid 60s – Mid 80s
Mid 80s - present
Forces
Revulsion against fascism and authoritariannism
Post-war prosperity – job satisfaction, self-fulfillment
Shift from manufacturing to service industry
Social – cognitive paradigm (Skinner’s neo behaviorism) – importance of reinforcement, motivation, goal-setting
Ethic issues
Legislation and jurisprudence
Lewinian life space conception
Systems approach
Workforce diversity
Globalization
Topics
Fitting people to work and work to people at the level of organization and teams.
“O” gained importance
Leadership, intra and intergroup dynamics, decision making, ergonomics
Continuing interest in validation studies
Assessment centers; performance criteria; fairness in compensation; off-job lives (WFC); health, well-being; sexual harassment, drug testing, strategic planning; diversity management, TQM, etc.
Methods
Inreased lab. experiments
Statistics
Item-response theory; structural
Equation modeling, meta analysis,
event history analysis, survival anaysis,
etc.
Key
Research
Goal setting (Locke)
Expectancy theory ( Vroom)
Contigency Theory of Leadership (Fiedler)
Job Characteristics Theory (Hackman)
Transformational Leadership Theory (Bass & Avolio)
[Rutgers University offers Ph. O.]

4. Time & motion studies: http://www.youtube.com/watch?v=lDg9REgkCQk
Lillian:

5. Macro trends in recent years Economic crisis: unemployment, underemployment Privitization & union involvement Diversity (e.g., gender, age, ethnic, religious background, SES, disability) Virtual societies (e.g., facebook, linkining, twitter) Impact of technology on life balance Globalization of Turkish organizations - Glocalization Workforce mobility (illegal work) Shift from agricultural & manufacturing to IT & Service sectors Women-related issues (women outnumbering men in organizations)

6. The Scientist – Practitioner Perspective in I&O
If it isn’t scientific, it’s not good practice, and if it isn’t practical, it’s not good science (Katzell & Austin, 1992, p.826).
The extreme applied practitioner is in danger of narrow, myopic thinking, but the extreme pure scientist is in danger of being isolated from the facts (Farr & Tesluk, 1997, p.484).

7. Cross-Cultural Perspectives in IO Psychology
Culture: Historically-transmitted and interrelated web of values, assumptions, norms, belief systems and behavioral patterns that differentiate one human group from another.
Artefacts
Be careful:
Culture is at multiple levels (see the next slide)
Culture is heterogenous
Culture changes
Behavioral Patterns
Values,
Assumptions
Belief systems
Language,
Religion
Legal and political system
Norms
Cousine, folklore

8. A Multi-Level Model of Culture (Erez & Gati, 2004)
Forces at macro levels affect changes at micro levels of culture
Global Corporate Culture
National Culture
Top-Down
Organizational Culture
Team culture within organizations (e.g., sales vs. R&D)
Individual
Cultural self-representation
New shared meanings at micro levels shape the macro level cultures through bottom-up processes
BottomUp

9. (Hofstede, 1980)

10. Effect of culture in IO Individualism vs. collectivism Job analysis
Employee selection
Performance appraisal
Training & development
Leadership
Motivation
Teamwork
Communication
Individualism vs. collectivism
(the extent to which individuals give priority to meeting their personal demands vs. their group’s demands)
Power distance
(the extent to which there is power hierarchy in the society and in organizations)

11. Relationship Oriented Cultures Performance Oriented Cultures
(e.g., collectivistic)
Performance Oriented Cultures
(e.g., individualistic)
Preference to informal and network-based recruitment.
Preference for formal, structured and widespread use of recruitment channels.
Criteria used in recruitment, selection, and performance appraisal emphasize ability to maintain good interpersonal relationships and work in harmony with others.
Criteria used in recruitment, selection, and performance appraisal emphasize job-related and technical competencies.
Subjective evaluations in recruitment, selection, and performance appraisal; indirect, subtle and non-confrontational feedback.
Objective and systematic evaluations in recruitment, selection, and performance appraisal; direct and explicit feedback.
Criteria used in need assessment for training, career planning, and compensation and reward management emphasize loyalty
Criteria used in need assessment for training, career planning, and compensation and reward management emphasize performance outcomes and merit
Social events motivate people. Rewards like praise from the supervisor and social acceptance motivate people.
Rewards like individual awards, recognition, and bonuses for good performance motivate people.
Teamwork may be difficult if people cannot get along well with each other. There is more likelihood of social loafing.
Teamwork may be difficult due to interpersonal competition and need for individual recognition.

12. Hierarchical Cultures
Egalitarian Cultures
Differential criteria and methods used in recruitment, selection and performance appraisal
Uniform criteria and methods used in recruitment, selection and performance appraisal
Criteria used in recruitment, selection, performance appraisal, training and development need assessment, and compensation and reward management emphasize good interpersonal relationships with higher management, tenure in the organization, and seniority
Criteria used in recruitment, selection, performance appraisal, training and development need assessment, and compensation and reward management emphasize job-related competencies and merit. Equal employment opportunity is encouraged
Top-down performance appraisal
Multiple assessors and multiple criteria in performance appraisal
Non-participative decision making in training need assessment, job analysis, and human resource and career planning
Participative decision making in training need assessment, job analysis, and human resource and career planning
One-way lecturing; role-modeling of superiors
Participative, interactive training