PSY4100_Sines-Ortiz Chelsea_Assessment1-2

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1 Industrial-Organization Psychology Industrial-Organizational Psychology History and Systems of Modern Psychology Applied Psychology in Professions Heinz Bartnick November 2023 What is Industrial-Organizational Psychology?

2 Industrial-Organization Psychology Industrial-organizational psychology is a field of study that applies psychological methods and theories in a business, working environment, or organization (Cote, 2023). Industrial- organizational psychology examines interpersonal dynamics in the company and how it can affect the workforce (Cote, 2023). IO or industrial organization studies the human factors of those in the workforce and how they interact with equipment and interactions to have more efficiency, safety, and well-being of the employees (Cote, 2023). Organizational and industrial psychology emerged in the twentieth century(Cote, 2023). Industrial-organizational psychologists can assist businesses in creating more productivity through tactics to enhance the promotion, recruiting, training, and employee incentives (Cote, 2023). Scientific research is another way to investigate employer and employee interactions to see engagement, productivity, attitudes, morals, and satisfaction (Cote, 2023). Industrial-organizational psychology is how researchers can analyze a person’s personality and mental state, which can be positive or negative regarding their performance at their job (Sutton, 2023). The four primary organizational and industrial that psychologists use are the government sector, corporate world, academic sector, and consultancy sector ( Sutton, 2023). Most specialists in industrial-organizational psychology hold postgraduate degrees (Sutton, 2023). The subfields of industrial-organization psychology are administrative, industrial, and human (Sutton, 2023). Industrial psychologists focus on the latter when looking at job requirements, candidates, and qualifications. Introduction Industrial-organizational psychologists are part of most facets of every company or organization. Industrial-organizational psychologists focus on six critical areas for employees and

3 Industrial-Organization Psychology employers (Babic, 2022). Shift and management changes involved with industrial- organizational psychology can help a business’s culture and recruiting processes that may be systematic and equal to that may fill positions if there is a downsize in employees or just acquired new staff (Babic, 2022). Businesses with anxiety, overworked employees, and stress must lower employee empowerment and satisfaction programs and lower attitudes and satisfaction with work (Babic, 2022). Development in companies and organizations is who will be the leaders in the future to formulate promotions, providing training and compensation systems (Babic, 2022). Performance in management is the creation of mechanisms to measure work performance to boost staff performance (Babic, 2022). Staffing is a process to recruit applicants who would be the best match for the company or organization and develop training programs (Cote, 2023). Assessments and tests measure an employee’s abilities, personality, and knowledge that could impact performance (Cote, 2023). The assessments should be given to future and current hired employees to test their abilities and performance (Cote, 2023). Industrial-Organizational psychologists study for years to become experts in the field. Since there are not many undergraduate programs for industrial-organizational psychology, they must earn different bachelor’s degrees first, such as psychology or human resources (Cote, 2023). Since managers at companies and organizations are typically busy, they cannot find remedies to fix problems in the workplace (Cote, 2023). If there is a trained IO psychologist or industrial-organizational psychologist, they can provide their viewpoints for the workplace and provide solutions to problems (Cote, 2023). Literature Review

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4 Industrial-Organization Psychology There is often a wide variety of productivity and job satisfaction because there could be high complexities due to employees reporting more correlation with their job and productivity than someone with low complexities and different attitudes towards their jobs (Schleicher et al., 2004). Affective-cognitive consistency is associated with performance and job contentment (Schleicher et al., 2004). It is critical to recognize that many other elements affect behaviors at work that do not include job satisfaction or organizational commitments because they can affect attendance, turnover, and tardiness (Tait et al., 1989). For example, if an unsatisfied employee is at their job, they may want to find another job, but there are no suitable alternatives for them (Tait et al., 1989). Another example is an employee may want to call off work due to problems in the workplace, but they will not get paid for it, so they still go to a job they are not satisfied with (Tait et al., 1989). The evidence of these examples shows that employees who desire to call off work, quit, or put much less effort into their job correlate measures of organizational commitment and job satisfaction than the actions themselves (Tait et al., 1989). Job contentment can appear stable with time since other occupations employees are satisfied with (Tait et al., 1989). Job satisfaction appears genetically determined because controversial and intriguing studies have been completed (Arvey et al., 1989). Thirty-four identical twins were raised separately in the study, and it was found that it is genetically determined about employees and their happiness at their workplace (Arvey et al., 1989). Arvey and his researchers discussed that genetic tendencies in job satisfaction can be more plausible if the twins have similar pleasures while working apart and in different areas or fields (Arvey et al., 1989). A meta-analysis was completed of the research studies by researchers; it was found that at

5 Industrial-Organization Psychology least thirty percent had genetic factors for job satisfaction (Arvey et al., 1989). If employees are happy at their workplace, it is linked to innate personal and personality qualities such as negative affectivity (Arvey et al., 1989). In addition, There has been little correlation between job satisfaction and high IQ stakes for more challenging professions (Griffeth et al., 2000). After collecting information from different studies, these researchers found no correlation between employee turnovers and IQ (Griffeth et al., 2000). Many researchers hypothesized that job satisfaction is correlated with happiness, which was conclusive (Griffeth et al., 2000). Conclusion It has been found that happiness significantly affects employees' workplace performance (Schleicher et al., 2004). Many workplace managers expect their staff to perform their duties more extensively, although the work conditions are not good in the twentieth century (Schleicher et al., 2004). Businesses should focus on the satisfaction of their employees in the workplace while the employees are completing their job duties and identifying alternatives to assist their employees (Schleicher et al., 2004). When hiring individuals, managers should choose the individuals with the most traits, personality, and experience because it can raise job satisfaction (Griffeth et al., 2000). There has been an influx of personality traits related to job satisfaction that could be inherited or environmental (Griffeth et al., 2000). Also, industrial organization jobs are expected to rise faster because more organizations and businesses recognize discipline in the workplace (Schleicher et al., 2004). It is currently showing that in the private sector, organizations' jobs will rise faster (Schleicher et al., 2004). However, since there is a

6 Industrial-Organization Psychology rapid rise in expanding discipline in industrial-organization psychology, it should present prospects that could be interesting (Schleicher et al., 2004). Successful businesses typically employ psychologists or those with in-depth knowledge in the industrial organization field because they are knowledgeable (Babic, 2022). Most organizations have psychologists in the industrial organization field, so they acknowledge their expertise and recognize their worth (Babic, 2022). Since psychologists in this field are knowledgeable and can be an asset to an organization or business, they have competitive salaries (Babic, 2022). More individuals have been entering the industrial organization field because it is expanding, and they have higher chances of higher salaries (Babic, 2022). References

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7 Industrial-Organization Psychology Babic, T. (2022, June 30). The 30 most influential industrial and organizational psychologists are alive today. Human Resources. https://www.humanresourcesmba.net/30-most-influential- industrial-and-organizational-psychologists-alive-today/ Cote, J. (2023, February 20). What is industrial-organizational psychology? Southern New Hampshire University. https://www.snhu.edu/about-us/newsroom/social-sciences/what-is-i-o- psychology Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of employee turnover antecedents and correlates: Update, moderator tests, and research implications for the next millennium. Sage Pub. https://journals.sagepub.com/doi/abs/10.1177/014920630002600305 Schleicher, D. J., Watt, J. D., & Greguras, J. G. (2004). Reexamining the Job Satisfaction- Performance Relationship: The Complexity of Attitudes. American Psychological Association. https://psycnet.apa.org/record/2004-10572-014 Sutton, J. (2023, June 28). What is Industrial Psychology? 10 examples and theories. PositivePsychology.com. https://positivepsychology.com/industrial-psychology/ Tait, M., Padgett, M. Y., & Baldwin, T. T. (1989). Job and life satisfaction: A reevaluation of the strength of the relationship and gender effects as a function of the date of the study. American Psychological Association. https://psycnet.apa.org/record/1989-34968-001

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