PSY 255 1st Edition Lecture 1 Outline of Last Lecture I. Introduction and SyllabusOutline of Current Lecture - Chapter 1II. What is Industrial-Organizational Psychology?III. Scientist Practitioner ModelIV. History of Industrial-Organizational PsychologyV. The Future of Industrial-Organizational Psychology Current LectureWhat is I-O Psychology?• Textbook definition:– “Application of psychological principles and theories to the workplace”• How do things that happen at work relate to things outside of work? The study of psychological experience at work and how it relates outside of work.• “The study of how people get along at work and are able to perform effectively”• Understanding if the relationships between coworkers, superiors and subordinates are good or not and why not?Pieces of I-O Psychology• Industrial (or personnel) psychology: Job analysis, selection, training, performance appraisal, compensation• Organizational psychology: Motivation, leadership, work-related attitudes, organizationalchange and development• Human factors (mostly engineers): Human-machine interaction, ergonomics (how people and their environment interact) – are you sitting in a comfortable chair? Is the work space the most comfortable for you to perform your task?***You will most likely find an I-O psychologist in an academic institution like MSU doing research and teaching***These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Who is an I-O Psychologist?• Primary areas for I-O work– Selection– Training– Organizational development– Performance management– Quality of work life (job attitudes)– Human factorsScientist Practitioner Model• Scientist: Generator of knowledge (extend what we already know, apply info to a new area and try to change things)• Practitioner: Consumer and applier of knowledge (take what they know and design a training program, then design an interview technique, and figure out how to apply the new knowledge to help the company that they work for)BOTH THEORY AND PRACTICE ARE IMPORTANT!!!!Training an I-O Psychologist• Most I-O psychologists have M.A.’s or Ph.D.’s– This requires 2-5 years of graduate training– Developing appropriate competencies involves class work, research experience, completing a dissertation, and comprehensive examsHistory of I-O• Pre-WWI– Walter Dill Scot• Book “Theory of Advertising” (1903)• 1st professor of Applied Psychology in a business setting (at Carnegie Mellon) – Walter VanDyke Bingham• Established Division of Applied Psychology at Carnegie Mellon in 1915– Hugo Munsterberg• Wrote textbook “Psychology and Industrial Efficiency” (1913)– Frederick W. Taylor• Scientific Management• Advocated division of labor and designing work to maximize efficiency - WWI through 1920s– The Two Walters: Scot and Bingham• Personnel Psychology in military• Developed personnel files, performance rating forms, etc.– Robert Yerkes (President of APA)• Selection and placement in military• Developed Army Alpha and Beta mental ability tests (asks - Can you handle the stress of your position?)– Bruce V. Moore• First recipient of I-O PH.D (Carnegie Mellon, 1921)– 10 I-O psychology professionals in 1917, 50 in 1929- 1930s to WWII– Western Electric and the Hawthorne effect– Rise of the “O” in I-O psychology (ex: motivation, group processes)- WWII to 1960s– Rise in I-O psych involvement during WWII– Emergence of research centers (ex: ARI and Lewin’s at MIT)– Rapid growth of I-O university graduate programs (University at Akron 1968, MSU 1960)- Title VII of Civil Rights Act (1964)– Addressed discrimination in employment decisions– Cannot recruit, hire, fire, promote, etc. based on protected groups (race, gender, religion, color, national origin)- Today– Society for Industrial and Organizational Psychology (SIOP) is HUGE! (100 I-O psychologists in 1939 became 7,887 members in 2010, of which 3,747 are students)– …there are 58 I-O psychology Doctoral programs and 74 Masters level onesThe Future of I-O Psychology• I-O psychology will continue to be relevant for several reasons:– Global Competition: Ensuring competence of workforce (workers) and being able to compete– Downsizing: Helping organizations and employees (both those who are let go andsurvivors) adjust to change– Increased Workplace Diversity: Employees need to be educated and sensitive with respect to differences– Technology Advancement: More flexibility in work design and new issues related to boundaries between work and non-work (you can work online now) people are asked to be at work all the time. (ex: we are expected to check email while at home, etc.)– Ethical Consideration: Concerns started with Enron and continues until