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
Hellow, future RPm! accomplish goals
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
We will be remembered o Functional Principle – concept behind division of
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
highest status on the top Principles
▪ Increase productivity by reducing inefficiencies 1. Division of Specialization – employees can become
in organizational operations more proficient in the accomplishment of a limited set
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
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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 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 well- Theory 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 self-
o 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
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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)
- 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 self- connect 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 self- workers 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,

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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)
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
4. Clayton Alderfer’s ERG Theory – states that by others
individuals can be motivated by multiple levels of need 7. Four-Drive Theory – emotions are the source of
at the same time, and that the level which is most human motivation and that these emotions are generated
important to them can change over time through four innate and universal drives
▪ Individual’s priorities and motivations may be 1) Drive to acquire – seek out, take, control, and
fluid and can move between existence, retain objects and personal experiences
relatedness, and growth 2) Drive to bond – variation of the need for
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
Timing of incentive – reinforcer or punisher is most - Stock Options: employees are given the opportunity
effective if it occurs soon after the performance of the to purchase stock in the future
behavior Use of positive incentives versus negative incentives
Contingency of the consequences – if it is not – instead of rewarding employees, punish
possible to immediately reward or punish a behavior, those who did wrong
it should at least be clear that the employee - For punishment to be effective, the employee must
understands the behaviors that brought reward or understand why he is being punished and be shown
punishment alternative ways of behaving that will result in some
- Reward and punishment must be made contingent type of desired reinforcement
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, goal-
desired 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
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)
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
Supportive – shows concern for employees – an assemblage or combination of things or parts
Participative – shares information with employees which form a complex unitary whole
and lets them participate in the decision making - Subsystems: different parts of the system, which are
Achievement-Oriented – challenging goals and interrelated
rewards increases in performance - Open: interact with the environment
18. Situational Leadership Theory – a leader typically - Closed: no interaction with the environment
uses one of the 4 behavioral styles: - offer an open-system view of an organization and
1. Delegating – willing and able recognizes its environmental interface
2. Directing – unwilling and unable - adopts multi-level and multi-dimensional approach,
3. Coaching – willing but unable which considers both macro and micro aspects
4. Supporting – unwilling but able - focuses on the internal dynamics of an
19. Leader-Member Exchange Theory (Vertical Dyad organization’s structure and behavior
Linkage Theory) – concentrates on the interactions - applicable to all situations
between leader and subordinates
▪ Leaders develop different roles and relationships 3 Basic Elements:
with other people under them and thus act 1. Components – individual, formal and informal
differently with different subordinates structure in an organization, physical environment
▪ In-Group: HQ relationship with the leader, 2. Linking Process – communication, balance,
developed trusting and friendly relationship decision analysis
▪ Out-Group: LQ relationship with the leader, 3. Goals of Organization – growth, stability,
developed interaction
20. Ryan and Deci’s Self-Determination Theory – Socio-Technical Approach – based on the premise
defined as the person’s ability to make choices and that every organization consists of the people, the
manage their own life technical system, and the environment
▪ You feel in greater control, as opposed to being - people use tools, techniques, and knowledge to
non-self-determined, which can leave you produce goods or services valued by consumers or
feeling that your life is controlled by others users
▪ People are motivated to grow and change by - equilibrium among the social system, technical
three innate psychological needs system, and the environment is necessary to make the
▪ The tendency to be either proactive or passive is org more effective
largely influenced by the social condition which - Joint Optimization: the idea that the social and
we are raised technological systems should be designed to fit one
▪ Intrinsic motivation plays an important role another as well as possible
Autonomy – people need to feel in control of their - Unit Control of Variance: concerns who handles
own behaviors and goals work problems when they arise
Competence – people need to gain mastery of tasks - enhances the motivation, self-efficacy, and skills of
and learn different skills the employee, and it saves the time of the specialist
Connection or Relatedness – people need to and supervisor
experience a sense of belonging and attachment to - very useful because of the trend of downsizing in
people favor of advanced equipment/machinery/gadgets
Modern Organization Theory - reduces lag time associated with topo many moving
o Modern Organization Theory – based on the parts
concept that the organization is a system which has Contingency or Situational Approach – based on
to adapt to changes in its environment’ the belief that there cannot be universal guidelines
suitable for all situations, thus, different environment
requires different organizational relationships for
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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)
optimum effectiveness, taking into consideration ▪ They anticipate events occurring in the world
various social, legal, political, technical, and that may impact their activities and outcomes
economic factors ▪ Static Environments: relatively stable or
- Herbert Simon predictable
- Decision Theory ▪ Dynamic Environment: constant state of fluitdity
- focuses on external determinants of the or fluctuations
organization’s behavior and structure Contingency Theory
- works on the prescription which says that “it all o The “it depends” theory
depends,” o Behavior must be selected to fit the particular
Open System Theory by Katz & Kahn circumstance
o Open System Theory – organization develop and o This answers the problem of both classical and
change over time as a result of both external and neoclassical theories
internal forces A. Joan Woodward’s Contingency Model – for
▪ Must interact with the environment in order to maximal performance, org structure needed to match the
survive type of production technology
3 Key Elements of Open System Theory ▪ 3 types of manufacturers: Small-batch, mass
Inputs – raw materials, human resources, energy, production, and continuous production
machinery ▪ Producers of small batches of specialty products
Throughputs – production processes, service, required a span of control that was moderate in
training size and a short chain of command
Outputs/Feedback – products, services, knowledge ▪ Mass Production, large span of control and long
o The interplay between internal reality of an chain of command
organization and the external reality of its ▪ Continuous process, largest span of control
environment and history ▪ Deals only with manufacturing organizations
o Organization must be open to its environment to be B. Lawrence and Lorsch’s Model – asserted that two
effective processes determine the company’s ability to keep up
o Organizations thrive only as long as there is a with external changes: differentiation and integration
continuous flow of energy from the external ▪ Proposed that the stability of the environment
environment into the system and continuous export dictates the most effective form of organization
of products out of the system ▪ Depends on the environment of the company
o Too much Negative Entropy (all forms of ▪ Mechanistic Organization: an organization that
organization move towards disorganization or depends on formal rules and regulations, makes
death, so orgs must avoid this movement) decisions at higher levels of the organization and
o The negative feedback loop provides information has smaller spans of control (for stable
about where and how the organization is getting off- environments)
course; therefore, they could correct or adjust the ▪ Organic Organization: organization with a large
course span of control, less formalized procedures, and
o Equifinality – a system can reach the same end decision-making at middle levels (for unstable
state in different ways (there isn’t just one way to environments)
achieve a particular outcome) ▪ Differentiation: complexity of the org structure –
o Surviving open systems are characterized by a number of units, various orientations and
balance in energy exchange philosophies of the managers, and the goals and
o Open systems move toward more specialized interests of the organization’s members
functions ▪ Integration: amount and quality of collaboration
o Bringing the system together as a unified process is C. Fiedler’s Contingency Model – any individual’s
necessary for the system to continue leadership style is effective only in certain situations
o The most effective organizations are those that are D. Mintzberg’s Contingency Model – argued that one
able to adapt to their environment could describe an organization by looking at several
categories of characteristics

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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)
▪ 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
Basic Forms of Coordination o Client: recipient of the change effort
Mutual Adjustments based on Informal Comms o Change Resistant: individuals who prefer to keep
Direct Supervision things the way they are
Standardization of Work Process o Change Analysts: not afraid to change or make
Standardization of KSAOs changes but want to make changes only if the
Standardization of Outputs changes will improve the organization
Standardization of norms (Culture) o Receptive Changers: people who probably will not
Seven Basic Parts of an Organization instigate change but are willing to change
Operating Core – responsible for conducting basic o Reluctant Changers: not instigate or welcome
work duties that give the organization its defining change, but they will change if necessary
purpose; transform raw goods into a sellable products o Planned for change to occur in organizations with
Strategic Apex – responsible for the overall success the least amount of tension and resistance
of the entire organization; associated with executive 3 Steps of Change Process
leadership Unfreezing
Middle Line – ensures that overall goals set by - forces that maintains the status quo are broken down,
strategic apex are being carried out by the operating and the system is opened up for change
core; mid-levels managers - started by pointing out behaviors and outcomes
Technostructure – possess specific technical prevalent in the organization that are not consistent
expertise that facilitates overall operation of the with its goals and objectives
organization; accounting, HR, IT, law departments Moving
Support Staff – aid the basic mission of the - real org change begins to happen
organization and typically includes the mailroom, Refreezing
security, and janitorial services - changes become stabilized, and the organization
Ideology – belief system that compels commitment to reaches a new level of equilibrium
a particular value; organizations should have B. Action Research Model – social problems that
singularly devoted to a particular mission, and all its needed to be addressed from both methodological and
actions are in pursuit if that mission; employees social perspective
behave in accordance with their sincere conviction in ▪ Cyclical nature
the ideology of the organization, and can perform their ▪ Initial research about the organization
work relatively independent of each other ▪ Results from the research could be the guide for
Politics – side effect of ideology, causes divisiveness further activities
and conflict; the basis is the use of power that is ▪ Sensemaking: what employees do to gain a
neither formally authorized or widely accepted in the better understanding of their workplace
organization C. Perrow’s Model – examined information
Organizational Models technology, which refers to all aspects of jobs
A. Lewin’s Change Model – change as a matter of ▪ The structure of the organization adjusts to the
modifying those forces that are acting to keep things technology
stable ▪ among the various units of the organization
o Any behavioral situation is characterized both by D. Kotter’s Change Model – proposed an eight-stage
forces operating to maintain stability or equilibrium model that essentially broke down Lewin’s 3 steps into
and by forces pushing for change subcomponents based on common mistakes he saw
o Intervention: the program or initiative suggested or organizations make when trying to change
implemented by the change agent 1) Increase Urgency

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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) 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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 Industrial Psychology
#BLEPP
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 3 Phases:

sort 54 “value statements” describing such things as 1. Precombination – emphasis on financial issues
organizational attitudes toward quality, risk taking, 2. Combination – clash between people as they focus
and the respect the organization gives to workers into on differences between partners
meaningful categories to provide a descriptive profile 3. Postcombination – integrating two cultures
of the organization Organizational Structure
- Organizational Practices Scale – designed o Organizational Structure – arrangement of
specifically to measure organizational structure positions in an organization and the authority and
assesses the company’s culture in terms of dimensions responsibility relationships among them
such as whether the organization is “process versus o The division of labor as well as patterns of
result oriented,” etc. coordination, communication, workflow, and
Person-Organization Fit formal power that direct organizational activities
o Person-Organization Fit (Person-Organization o Division of Labor – subdivision of work into
Congruence) – process of gauging the degree of fit separate jobs assigned to different people
between the two parties is mutual ▪ Leads to job specialization to increase work
▪ People populating the organization who most efficiency
define its culture ▪ An organization’s ability to divide work among
Downsizing, Outsourcing, Offshoring people depends on how well those people can
Downsizing – decision to cut jobs, one of the most coordinate with each other
radical and tumultuous ways an organization can Coordinating Mechanisms in Organizations
change in response to pressures Informal Communication – sharing information on
- reducing cost mutual tasks; forming common mental models to
- reduction-in-force synchronize work activities
- greatest losses come from middle line, Formal Hierarchy – assigning legitimate power to
technostructure, and support staff individual, who then use this power to direct work
- Horizontal Cut: involves the loss of jobs within a processes and allocate resources
department, but the department remains within the Standardization – creating routine patterns of
organization behavior or output
- Vertical Cut: involves elimination of all jobs in the o Elements of Organizational Structure:
department 1. Chain of Command
Outsourcing – company use external employees to 2. Span of Control
perform internal functions which known to be less 3. Centralization and Decentralization
costly than hiring its own employees to perform these 4. Formalization
services 5. Mechanistic vs. Organic Structure
Offshoring – work performed domestically is o Traditional – have formally defined roles for their
exported to cheaper labor markets in overseas members, very rule driven, and are stable and
countries resistant to change
Mergers and Acquisition a. Bureaucracy
Organizational Merger – marriage of two b. Line-Staff Organizational Structure
organizations of equal status and power (Principle)

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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 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
Team Organization – workers have defined jobs, not than horizontal communication
narrowly specialized positions common to ▪ Operate better in rapidly changing environments
traditionally structured organizations, collaborate o Organic – operate with a wide span of control,
among workers, and share skills and resources (e.g., decentralized decision-making, and little
group of psychologists working on a single case) formalization
Project Task Force – temporary, nontraditional ▪ Tasks are fluid, adjusting to new situations and
organization of members from different departments organizational needs
or positions within a traditional structure who are o Departmentalization – specifies how employees
assembled to complete a specific job or project (e.g., and their activities are grouped together
Avengers) ▪ Establishes chain of command
Matrix Organization – structured of both product ▪ Focus people around common mental models or
and function simultaneously ways of thinking
o Tall – managers have smaller span of control, ▪ Encourages specific people and work units to
longer chain of command, provide a clear, distinct coordinate through informal communication
layers with obvious lines of responsibility and a) Simple – few people minimal hierarchy
control and a clear promotion structure b) Functional – organizes employees around
o Flat – span of control is larger, fewer management specific knowledge or other resources
levels, focused on empowering employing rather c) Divisional – group employees around
than adhering to the chain of command by geographic areas, outputs, or clients
encouraging autonomy and self-direction; common d) Team Based – built around self-directed teams
when the task is repetitive and requires minimal that complete an entire piece of work
supervision e) Matrix – overlays two structures to leverage the
o Functional – divides the organization into benefits of both
departments based on the functions or tasks f) Network – design and build a product or serve a
performed client though an alliance of several organizations
▪ Creates job specialists but overly focused on Organizational Development
their own department and area of specialization o Organizational Development – planned,
▪ E.g., HR Dept., Executive, Judiciary, Production organization-wide effort to increase organizational
Dept., Sales effectiveness through behavioral science knowledge
o Divisional – based on type of products or clients and technology
▪ Can easily expand products or services merely ✓ Involve the total organization
by adding new division but there is a duplication ✓ Be supported (and initiated) by top management
of areas of expertise ✓ Entail diagnosis of the organization, as well as
▪ E.g., LVMH, houses Tiffany & Co., Dior, Fendi, implementation plan
Celine, Givency, Bulgari, Loewe, Louis Vuitton ✓ Be long-term processes
o Centralization – the degree to which decision- ✓ Focus on changing attitudes, behaviors, and
making authority is concentrated at the top of the performance of groups/team
organizational hierarchy ✓ Emphasize the importance of goals, objectives,
o Decentralization – process of taking the decision- and planning
making power out of the hands of the top level and o Change process through which employees
distributing it to lower levels formulate the change that’s required and implement
o Formalization – the degree to which organizations it, often with the assistance of trained consultants
standardize behavior through rules, procedures,
formal training, and related mechanisms
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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 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
1. identify significant problems standards
2. appropriate interventions are chosen to deal with 4) Self-Comparison analysis, whereby the org
the problems compares its effectiveness to that competitors
3. implementation that set the benchmark for the industry
4. evaluation 5) Rewards are linked to achievement of
o Change Agent = OD practitioner intervention goals
o Action Research Model – social problems that 4. Gainsharing – involves paying employees a bonus
needed to be addressed from both methodological based on improvements in productivity
and social perspective ▪ Link between pay and performance lead to
▪ Cyclical nature increased employee involvement and job
▪ Initial research about the organization satisfaction
▪ Results from the research could be the guide for 5. Technostructural Interventions – focus on the
further activities technology and structure of organizations
▪ Sensemaking: what employees do to gain a ▪ Functional Organizational Design – most
better understanding of their workplace basic, structured according to the various
o Effective Interventions: functions of the employees, groups employees to
✓ Fit the needs of the organization various departments based on their expertise;
✓ Based on the causal knowledge of intended create job specialist and overly focused on their
outcomes; and, own department and are of specialization
✓ 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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 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) 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
Radical 8. T-groups – sensitivity training, use of unstructured
Willingness to make crucial and far-reaching group interaction to help workers gain insight into
organizational changes rather than superficial ones their motivations and their behavior patterns in
Dramatic dealing with others
Making striking performance improvements rather Power in the Organization
that slight ones o Power – refers to the ability to get an individual or
Processes group to do something or change in some way
▪ Information Technology – science of o Politics – process to achieve power
collecting, storing, processing, and transmitting o Organizational Politics – involves any action taken
information to influence the behavior of others to reach personal
6. Positive Organizational Development goals
▪ Positive Psychology – scientific study of the o Ingratiation – increasing one’s personal appeal
strengths and virtues of individuals and through such tactics as doing favors, praising, or
institutions rather than their weaknesses and flattering another (#sipsip)
impairments o Assertiveness – making orders or demands
▪ Appreciative Inquiry – engages employees by o Rationality – using logic to convince someone
focusing on positive messages, the best of what o Sanction – withholding salary, threaten firing
employees have to offer, and the affirmation of someone
past and present strengths and successes o Exchanges – offering something in exchange for
1) Discovery – determine the strengths (research) another
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, work- of 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
Communication in the Organization about the perceived target it missing or we are
o Horizontal Communication – aims at linking not sufficiently motivated to search for it
related tasks, work units and divisions in the o False-Consensus Effect (Similar-to-Me Effect) –
organization; among co-workers with the same level occurs when people overestimate the extent to
or similar hierarchical positions which others have similar beliefs or behaviors to
o Downward Communication – provides our own
information from the higher levels to lower levels ▪ We are comforted by the thought of other people
o Upward Communication – serve as a control are similar to us
system for the organization wherein subordinates ▪ We interact more with people who have similar
communicate to the higher levels views and behaviors
Organizational Decision Making ▪ We are more likely to remember information
1. Setting Organization Goals consistent to our own views and selectively
2. Establish Performance Criteria screen out information that is contrary to our
3. Classifying and defining the problem beliefs
4. Developing criteria for a successful solution o Primacy Effect – tendency to rely on the first
5. Generating Alternatives information we receive about people to quick form
6. Comparing Alternatives to criteria an opinion of people of them
7. Choosing an alternative o Recency Effect – occurs when the most recent
8. Implementation information dominates our perception
9. Evaluation Organizational Commitment
Types of Individual Behavior o Organizational Commitment – the extent to which
Task Performance – individual’s voluntary goal- an employee identifies with and is involved with an
directed behaviors that contribute to organizational organization
objectives Affective Commitment – the extent to which an
- Proficient Task Performance: refers to performing employee wants to remain with the organization, cares
the work efficiently and accurately about the organization, and is willing to exert effort on
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)
Continuance Commitment – the extent to which an ▪ Manage or lead by giving directives, setting
employee believes she must remain with the goals, and making decisions without consulting
organization due to the time, expense, and effort that their subordinates
she has already put into it or the difficulty she would ▪ Under pressure, they become anxious, defensive,
have in finding another job and dominant
Normative Commitment – the extent to which an ▪ Produce humor
employee feels obligated to the organization and, as a ▪ Productive employees
result of this obligation, must remain with the Team – both task- and person-oriented
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 task-
others 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
Affective Identity Motivation – become leaders consideration
because they enjoy being in charge and leading others ▪ Basically, Leni nga
Noncalculative Motivation – seeking leadership o Shared Leadership – exists when employee
position that will result to personal gain champion the introduction of new technologies and
Social-Normative Conditions – becomes leaders out produces
of a sense of duty ▪ when employee engage in organizational
o Leadership Motive Pattern – high need for power citizenship behaviors to assist the performance
and a low need for affiliation and well-being of co-workers and the overall
o Person-Oriented leaders – acts in warm and team
supportive manner and show concern for their ▪ flourishes in organizations where formal leaders
subordinates are willing to delegate power and encourage
▪ Believe that employees are intrinsically employees to take initiative and risks without
motivated, seek responsibility, are self- fear of failure
controlled, and do not necessarily dislike work o Managerial Leadership – daily activities that
▪ Consult their subordinates before making support and guide the performance and well-being
decisions, praise their work, ask about their of individual employees and the work unit toward
families, and etc. current objectives and practices
▪ Socially withdrawn ▪ Assumes the organization’s objectives are stable
▪ Appreciate humor and aligned with the external environment
▪ Have satisfied employees ▪ Micro-focused
▪ Basically, Leni o Servant Leadership – an extension or variation of
o Task-Oriented Leaders – define and structure their people-oriented leadership because it defines
own roles and those of their subordinates to attain leadership as serving others
the group’s formal goals Determine the focus and differences of Organization
▪ See their employees as lazy, extrinsically Theories
motivated, wanting security, undisciplined Classical Org Theory
- 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 decision-
satisfaction 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
- more flexible and - limited decision making and training
responsive to the changes at lower levels 2. Vertical: characterized by the number of
- formal comms channel - tasks are rigidly defined hierarchical levels in the organization
and are altered only by 3. Spatial: location of the org’s offices, facilities, and
higher authorities personnel are geographically distributed
- 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)
Functional Departmentalization: define tasks and form them into natural work
✓ Easier communication with sub-units units to organize duties
✓ Application of high technical knowledge for ▪ Structuring the content and size of jobs for
solving problems efficient task performance, flexibility, and
✓ Greater group and professional identification worker satisfaction and defining their
✓ Less duplication of staff activities component tasks, conditions, and competency
✓ Higher product quality requirements for recruitment, appraisal, reward,
✓ Increased organizational efficiency and a number of other HR Processes
Product-Based Departmentalization: ▪ Assignment of goals and tasks that are to be
✓ Less conflict between major sub-units accomplished by employees
✓ Easier communication between subunits o Job Specialization – occurs when the work
✓ Less complex coordination mechanisms required is subdivided into separate jobs assigned to
✓ Providing a training ground of top different people to improve work efficiency
management o Job Enrichment – an employee assumes more
✓ More customer orientation responsibility over the tasks
✓ Greater concern for long-term issues ▪ Help improve motivation and morale for
Decentralization and Centralization employees who remain following organizational
Line and Staff Relationship downsizing
Line Authority – refers to the scalar chain or the ▪ Combining highly interdependent tasks into one
superior-subordinate linkages that extend throughout job (Natural Grouping)
the hierarchy ▪ Feel sense of ownership, therefore, increase job
- Line: achieve objectives quality
- Staff: support the line employees ▪ Putting employees in direct contact with their
clients rather than using another group or the
Type of Staff supervisor as the liaison between employee and
1. Specialized Staff – conduct technical work that is the customer (Establishing Client Relationships)
beyond the time or knowledge capacity of top o Job Rotation – workers are rotated among variety
management, such as conducting market research and of jobs, spending certain length of time at each
forecasting ▪ Exposing workers to as many areas of
2. General Staff – consists of staff assistants to whom organization as possible so they can gain a good
managers assign work knowledge of its workings and how the various
3. Organization Staff – provide services to jobs and departments fit together
organization as a whole; their role is to integrate ▪ Increases worker flexibility, eliminates boredom,
different operations across departments and increases worker satisfaction
Job Design o Job Enlargement – adding tasks to an existing job
o Job Design – developing new jobs or adding ▪ Might involve combining two or more complete
responsibilities to existing jobs jobs into one or just adding one or two more
▪ Interview questions, training plans, development tasks to an existing job
plans, career implications, performance reviews, ▪ Significantly improve work efficiency and
and compensation, tie into the job design flexibility
▪ Process of assigning tasks to a job, including ▪ Employees are motivated when they perform a
interdependency of those tasks with other jobs variety of tasks and have the freedom and
▪ Allows a company to more easily reach its goals knowledge to structure their work to achieve the
by having more employees perform more tasks highest satisfaction and performance
within the organization o Re-engineering – fundamental rethinking and
▪ May involve developing a new position or radical redesign of business processes to achieve
simply adjusting set of tasks that a current dramatic improvements in critical contemporary
position encompasses measures of performance, such as costs, quality,
▪ Creates clear and effecting communication service, and speed
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
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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)
▪ 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
Autonomy: provide freedom, independence, and o Narrow span of control exists when very few people
discretion in scheduling the work and determining the report directly to a manager, whereas a wide span
procedures to be used to complete the work exists when a manager has many direct reports
Feedback: employees can tell how well they are o Wider span of control is possible when employees
doing from direct sensory information from the job perform routine jobs because they require less
itself direction or advice from supervisor
Departmentation/Departmentalization o Narrow span of control is necessary when
o Departmentalization – specifies how employees employees perform novel or complex tasks, because
and their activities are grouped together these employees require supervisory decisions and
▪ Process of horizontal clustering of different coaching
types of any functions and activities on any one o Narrow span of control is necessary highly
level of the hierarchy interdependent jobs became employees tend to
Simple – few people minimal hierarchy experience more conflict with each other, which
Functional – organizes employees around specific requires more of a manager’s time to resolve
knowledge or other resources o Tall – managers have smaller span of control,
longer chain of command, provide a clear, distinct
e.g., LVMH’s HR, Finance, Marketing, Executive layers with obvious lines of responsibility and
Departments control and a clear promotion structure
Divisional – group employees around geographic o Flat – span of control is larger, fewer management
areas, outputs, or clients levels, focused on empowering employing rather
than adhering to the chain of command by
e.g., LVMH’s Subsidiaries: LV, Dior, Celine, Fendi encouraging autonomy and self-direction; common
when the task is repetitive and requires minimal
supervision
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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)
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 bottom- HRD Org Dev
level employees to top-level employees - mainly concerned with - planned, organization-
o In tall structure, information generally flows one- the 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 technology-
lower 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

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)
Apprenticeship – combines classroom method with Behavior Change – changes in job-related behaviors
OJT or performance that can be attributed to training
Team Training – focuses on imparting knowledge - Transfer of Training: the extent to which an
and skills on individuals who are expected to work employee generalizes knowledge and skill learned in
collectively toward meeting common objective training to the workplace, as well as maintains the
- Team Coordination Training: educates team level of skill proficiency or knowledge learned in
members how to orchestrate the work they do to training
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
Coaching – takes in two forms: experienced then compare the data with information from
employees and professional coaches companies that excel in those areas
Mentoring – a veteran in the organization takes o Factors influencing T&D:
special interest in a new employee and helps him not 1. Top Management Support
only to adjust to the job but also in the organization 2. Shortage of Skilled Workers
Delivery Systems 3. Technological Advances
Corporate University – provided under the umbrella 4. Global Complexity
of the organization 5. Leaning Styles
College and Universities – primary delivery system Orientation (On-Boarding) – inform new employees
for training professional, technical, and management about the company, the job, and the work group
employees - it also familiarizes them with the corporate culture
Online Higher Education – formal educational and helps them to quickly become productive
opportunities including degree and training programs - Employee Handbook
that are delivered, either entirely or partially, saves o Career – general course that a person chooses to
employees time because it reduces their need to pursue throughout his working life
commute to school ▪ Career Path: a flexible line of movement
Vestibule System – takes place away from the through which a person may travel during his or
production area on equipment that closely resembles her work life
equipment actually used on the job Traditional Career Path – employee progresses
Video Media – cds, DVDs vertically upward in the organization
Simulators – comprised of devices or programs that Network Career Path – contains both vertical
replicate actual job demands sequence of jobs and series of horizontal opportunities
Social Networking - recognizes the interchangeability of experience at
4. Implement T&D Programs – a perfectly conceived certain levels and the need to broaden experience at
program will fail if management cannot convince one level before promotion to a higher level
participants of its merits Lateral Skill Path – allows for lateral moves within
o Thus, participants must believe that the program has the firm, taken to permit an employee to become
value and will help them achieve their personal and revitalized and find new challenges
professional goals - learning a different job, an employee can increase
5. Evaluate T&D Programs his or her value to the organization and also become
Reactions – the extent to which the trainees liked the rejuvenated and re-energized
training program related to its usefulness, and quality - job enlargement, job enrichment
of conduct Dual-Career Path – recognizes that technical
Learning – the extent to which the principles, facts specialists can and should be allowed to contribute
and techniques were understood and retained in their expertise to a company without having to
memory by the employee become managers

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)
- advises without entering the management due to o Management Development – consists of all
specialization to a certain knowledge learning experiences provided by an organization
Adding Value to Your Career – an individual’s resulting in upgrading skills and knowledge
knowledge must be ever expanding, and continual required in current and future managers
personal development is a necessity ▪ any attempt to improve managerial performance
Demotion – process of moving a worker to a lower by imparting knowledge, changing attitudes, or
level of duties and responsibilities, typically involves increasing skills
a reduction in pay ▪ Succession Planning: involves developing
Free Agents – people who take change of all or part workforce plans for the company’s top positions
of their careers by being their own bosses or by ▪ Mentoring: approach to advising, coaching, and
working for others in ways that fit their particular nurturing for creating a practical relationship to
needs or wants enhance individual career, personal, and
o Career Management – process of enabling professional growth and development
employees to better understand and develop their ▪ Coaching: responsibility of the immediate boss,
career skills and interests, and to use these skills and who provides assistance, but the primary focus is
interests more effectively about performance
o Career Development – formal approach used by ▪ Reverse Mentoring: process in which older
the organization to ensure that people with proper employees learn from younger ones
qualifications and experiences are available when Program Manager – supervisees long-term strategies
needed that consists of multiple smaller projects
▪ Lifelong series of activities that contribute to a - program strategy
person’s career exploration, establishment, - long-term
success, and fulfillment - implement strategies, oversee collaboration, and
▪ Must be closely parallel individual career define success metrics
planning if a firm is to retain its best and - measured by the success of program strategies, ROI,
brightest workers and company-wide objectives
▪ Formal: includes short-term training programs, Project Manager – supervisees individual projects
education, certifications, workshops, or seminars that meet program objectives
that can help build skills sets for a particular job - work coordination
or industry - short-term
▪ Informal: includes mentorship opportunities, - coordinate work, organize projects, and track
networking events, online courses, internships, progress
and volunteering experiences - measured by the success of individual projects,
Manager/Employee Self-Service – providing timelines, and budget compliance
managers with the online ability to assist employees in o Performance Appraisal – means evaluating an
planning their career paths and developing required employee’s current and/or past performance relative
competencies to his or her performance standards
Discussions with Knowledgeable Individuals – such ▪ For base pay, promotion, and retention decisions
as HR, psychologists, counselors etc. and continuously ensure that each employee’s
Company Material – tailors to the firm’s special performance makes sense in terms of the
needs company’s overall goals
Workshops – employees define and match their ▪ Provide an opportunity to review the employee's
specific career objectives with the needs of the career plans in light of his or her exhibited
company strengths and weakness
o Career Planning – on-going process whereby an ▪ (1) Setting Work Standards; (2) Assessing the
individual sets career goals and identifies the means Employee’s actual performance relative to those
to achieve them standards; (3) Providing feedback to eliminate
▪ Self-Assessment, Formal Assessment performance deficiencies or to continue to
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
Peers – often see the actual behavior since they work - n(n-1)/2
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

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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)
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 short-
with 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

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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)
- refers to the attraction, selection, and retention of authority to subordinates, establishing channels
employees of authority and communication, coordinating
- management of turnovers the work of subordinates
Performance Appraisal – means evaluating an o Human Capital Planning – has specific aspects
employee’s current and/or past performance relative to that distinguishes it as a workforce planning
his or her performance standards methodology:
Employee Engagement – an individual’s emotional 1. Segmentation: classifying job according to their
and cognitive motivation, particularly a focused, importance to the business, and then matching
intense, persistent, and purposive effort toward work- these segments with specific workforce actions
related goals 2. Less Specificity: level of analysis in HCP is job
- High level of absorption in the work, the experience roles, families, or functions
of focusing intensely on the task with limited 3. Time Frame: timeframe of the plan to be
awareness of an events beyond that work generated is 3 to 5 years
- Building an engage workforce calls on MARS Strategy and Workforce Planning –
model, building affective commitment, motivation workforce/employment planning is best understood as
practices, organizational-level communication, and an outgrowth of the firm’s strategic and business
leadership planning
Empowerment – psychological experience - personnel needs (demands), supply of the inside
represented by four dimensions: self-determination, candidates, and one for the supply of outside
meaning, competence, and the impact of the candidates
individual’s role in the organization - analyzing the supply/demand gap and creating a plan
Org Activities involved in HRM to address future staffing needs
o Manager – someone who is responsible for - Statistical Regression: using historical data to
accomplishing the organization’s goals, and who predict the required staffing level given certain
does so by managing the efforts of the variables which the organization would deem critical
organization’s people - Staffing Ratio: numerical relationships between
Manpower Planning/HR Planning/Workforce work volumes or output and the number of staff
Planning required to do that work or produce that output
o Strategic Planning – the process by which top
management determines overall organizational 3 Types of Gaps:
purposes and objectives and how they are achieved 1. Staffing Levels
▪ Emphasizes that workforce planning be actually 2. Gaps in Skills or Capabilities
embedded in the strategic planning process of 3. Mix of both
the organization Forecasting Personnel Needs (Labor Demands) –
▪ Characterized by having senior leaders how many people with what skills will we need?
participate in the process to come up with - Trend Analysis: studying variations in the firm’s
general workforce directions employment levels over the past few years
o Manpower Planning/HR Planning/Workforce - Ration Analysis: making forecast based on historical
Planning – primary source for any company, ratio between (1) some causal factor and (2) the
process of estimating the optimum number of number of employees required
people required for completing a project, task or - Scatter Plot: shows graphically how two variables
goal within time are related
▪ systematic process of matching the internal and Forecasting the Supply of Inside Candidates –
external supply of people with job openings determining which current employees are qualified or
anticipated in the organization over a specific trainable for the projected openings
period of time - Markov Analysis: forecast availability of internal job
▪ process of deciding what positions the firm will candidates
have to fill, and how to fill them Forecasting the Supply of Outside Candidates –
▪ Organizing: giving each subordinate a specific turning to outside candidates when there is no enough
tasks, establishing departments, delegating inside candidates to fill the anticipated openings
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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)
Predictive Workforce Monitoring – paying o Recruitment – attracting people with right
continuous attention to workforce planning issues qualifications to apply for the job
Matching Projected Labor Supply and Labor ▪ Internal: within the org, enhance employee
Demand morale and motivation
Succession Planning – ongoing process of ▪ Done thru Job Postings or rehiring a employee
systematically identifying, assessing, and developing who already left the organization
organization leadership to enhance performance ▪ External: outside the org
Staffing/Workforce Planning ▪ Recruiting Yield Pyramid: gauge the staffing
o Staffing – determining what type of people should issues it needs to address
be hired, recruiting prospective employees, o Schneider’s Attraction-Selection-Attrition (ASA)
selecting employees, setting performance standards, Framework – proposes that the three interrelated
compensating employees, evaluating performance, processes of attraction-selection-attrition determine
counselling, training, and developing employees the kind of people in an organization, and
▪ Execution of the plans from Manpower consequently defines the organization’s culture,
Planning structures and processes
▪ Deciding what positions the firm will have to ▪ Similar people are selected and attracted by
fill and how to fill them organizations, while dissimilar people are likely
▪ Identify and address the gaps between the to leave these organizations due to attrition
employer’s workforce today, and its projected ▪ Individuals are attracted to orgs whose members
workforce needs are similar to themselves in terms of personality,
o Trend Analysis – studying variations in the firm’s values, interests, and other attributes. And so,
employment levels over the past few years orgs select those who possess similarities to their
o Ratio Analysis – means making forecasts based on existing members
the historical ratio between (1) some causal factor ▪ People find orgs differentially attractive as a
and; (2) the number of employees required function of their implicit judgment of the
▪ Assumes that things like productivity remains alignment between those of the org’s goals and
about the same their own personalities
o Scatter Plot – shows graphically how two ▪ Selection: refers to the formal and informal
variables, such as sales and your firm’s staffing procedures used by companies in the recruitment
levels, are related and hiring people with attributes they desire
o Managerial Judgment – to adjust the forecast ▪ Attrition: people leaving the organization
o Forecasting starts within the organization (Internal Media Advertisements – Newspaper Ads, Blind Box,
Recruitment) Electronic Media, Situation-Wanted Ads, Point-of-
▪ Personnel Replacement Charts: show the Purchase Methods, Recruiters
present performance and promotability for each Employee Agencies and Search Firms
position’s potential replacement - Employee Agencies: outsourced agencies that helps
▪ Markov Analysis: mathematical process to the company for recruitment
forecast availability of internal job candidates - Executing Search Firms: the jobs they represent tend
o Job Analysis – systematic process for collecting to be higher-paying, non-entry level positions
and analyzing information about a job - Public Employment Agencies: designed primarily to
a. Tasks or work activity help the unemployed find work, but they often offer
b. KSAOs services such as career advisement and resume
c. Level of Job Performance preparation
d. Workplace Characteristics Employee Referrals – current employees recommend
o Job Analysis is the cornerstone of personnel someone for hiring
selection - most effective but at risk for possible discrimination
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
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 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
Top-Down Selection – applicants are rank-ordered on o Human Resource MANAGEMENT is about
the basis of their test scores WHOM and HOW to employ for the best outcome
Rule of Three – the names of top three scorers are o Human Resource DEVELOPMENT is about
given to the person making the hiring decision making the employee BEST ASSET for the best
Passing Scores – determines the lowest score on a outcome
test that is associated with acceptable performance on Team Dynamics (15)
the job Team Dynamics
Multiple-Cutoff Approach – the applicants would be o Group – two or more people who perceive
administered all of the test at one time themselves as a group and interacts with each other
- simultaneous ▪ Must involve some degree of structure and
Multiple-Hurdle Approach – applicant is permanency
administered one test at a time ▪ Collection of people to be called group, the
- one at a time following criteria must be met: (a) the members
Banding – attempts to hire the top scorers while of the group must see themselves as a unit; (b)
allowing some flexibility for affirmative action the group must provide rewards to its members;
Developing, Monitoring, Maintaining, Managing (c) anything that happens to one member of the
Relationships group affects every other members; and (d) the
o Leading – getting others to get the job done, members of the group must share a common
maintaining morale, and motivate subordinates goal. (Gordon, 2001)
o Controlling – setting standards such as sales quota, ▪ Groups must have multiple members
quality standards, or production levels, checking to ▪ 2 (Dyad), 3 (Triad), 4 to 20 people (Small
see how actual performance compared with the Group)
standards, taking corrective action as needed ▪ an event that affects one group member should
Evaluation affect all group members (Corresponding
o Performance Appraisal – evaluating an Effects)
employee’s current and/or past performance relative o Formal Groups – subunits that the organization
to his or her performance standards has established
(1) setting work standards o Informal Group – no to little interdependence and
(2) assessing the employee’s performance relative to no organizationally mandated purpose
those standards ▪ They exist due to the fact that humans are social
(3) providing feedback animals and have a drive to bond with others,
o Criteria – ways of describing employee success they define themselves by their group
▪ Trait-Focused: concentrates on such employee affiliations, and to accomplish personal
attributes such as dependability, honest, and objectives
courtesy ▪ Develop apart from the official structure of the
▪ Competency-Focused: concentrate on organization and exist relatively independent of
employee’s knowledge, skills, and abilities it
(KSAOs) o Work Group – interdependent collection of
▪ Task-Focused: organized by the similarity of individuals who share responsibility for specific
tasks that are performed outcomes for their organization
▪ Goal-Focused: based on the goals accomplished o Team – consists of interdependent workers with
by the employee complimentary skills working toward a shared goal
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 decision- replace 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
Task Force (Project) Teams (Cross-Functional) – ▪ Sucker Effect – social loafing occurs when a
members are usually drawn from different disciplines group member notices that other group members
to solve a specific problem, realize an opportunity, or are not working hard and does are “playing him
design a product or service for a sucker”, then decide that they will no longer
Production Teams – frontline employees producing be played for a sucker and thus reduce their effort
tangible outputs ▪ Social Compensation – when individual increase
Management Teams – corporate executive teams, their efforts on collective tasks because they don’t
coordinate other work units under their direction anticipate much help from their group members
Service Teams – attend the needs of the clients ▪ To minimize social loafing:

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 like- help 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

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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)
▪ 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

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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)
- substantial autonomy over the execution of tasks with ▪ Revolves around communication and
little to no direct involvement of a higher-status coordination among team members, feedback,
supervisor team cohesion, and norms
Virtual Teams – teams whose members operate across Predictors of Work-Team Effectiveness
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 face- personality 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 high-
5. 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
Diversity – members differ on one or more attributes objectives, whereas higher cohesion can potentially
o Taskwork – involves the task-oriented aspects of reduce team performance when norms are
work; entails specific individual behaviors required counterproductive
for success Trust
o Teamwork – involves the process-oriented aspects o Trust tends to decrease rather than increase over
of work; includes wide range of activities aimed at time
maintaining and enhancing team performance o Employees become less forgiving and less
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

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)
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
Merger and Acquisition Change – involves merging and purpose of the group
or acquisition of two or more business b. Content Interventions: comments, questions, or
- combining resources, personnel, and operation from observations about group memberships, agenda
multiple organizations into one setting, review, and testing procedures, interpersonal
De-merger Change – involves splitting of an issues, and conceptual inputs on task-related topics
organization into two or more separate entities c. Structural Interventions: help the group examine
- when an organization has grown too large, and there the stable and recurring methods it uses to accomplish
is a need to streamline operations and simplify tasks and deal with external issues
structures in order to improve efficiency
Downsizing – reducing the size of an organization - Team Building: refers to a broad range of planned
- involves cutting costs and reducing personnel in activities that help groups improve the way they
order to achieve greater efficiency and productivity accomplish tasks, help members enhance their
Relocation Change – moving of an organization or interpersonal and problem-solving skills, and increase
parts of it to a new location team performance
- take advantage of new opportunities in different - Confrontation Meeting: intervention designed to
geographic regions, cultures, and countries mobilize the resources of the entire organization to
Rebranding Change – making modifications to identify problems
organization’s brand or public image, in order to - Microcosm Groups: consists of small number of
create a more compelling and attractive image individuals who reflect the issue being addressed (e.g.,
Different types of Org Interventions used to enhance minorities, marginalized groups)
org effectiveness, well-being, and productivity - Large-Group Interventions: referred to variously as
Human Process Interventions – related to “Search conferences,” “open-space meetings,” “open-
interpersonal relations, group, and organization systems planning” etc.; focuses on issues that affect
dynamics the whole organization or large segments of it
- Process Consultation: creation of a relationship that Technocultural Interventions – targeted toward
permits the client to perceive, understand, and act on structural and technological issues such as
the process events that occur in [his or her] internal organization design, work redesign, and employee
and external environment in order to improve the engagement
situation as defined by the client - structural design, re-engineering, downsizing
- works to help managers, employees, and group
assess and improve human processes, such as Employee Involvement Applications
communication, interpersonal relations, decision- 1. Parallel Structures – involve members in
making, and task performance resolving ill-defined, complex problems, and build
adaptability into bureaucratic organizations
Group Process 2. Total Quality Management – emphasizing quality
1. Communication control and represents a long-term effort to orient all
2. Functional Roles of Group Members of an organization’s activities around the concept of
3. Group Problem Solving and Decision-Making quality
4. Group Norms 3. High Involvement Organizations – members
5. The Use of Leadership and Authority receive extensive training in problem-solving

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
Human Resource Management Interventions – influencing them
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
Strategic Change Interventions – revolves around 4. Managing Learning Process
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
Different strategies and techniques org use to manage competencies and skills, reinforcing new behaviors,
change, and/or cope with change to achieve org and staying in the course
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
3. Participation Involvement Remember to take rest if you need to and be less harsh to
Creating a Vision – to provide valued direction for yourself. Reward yourself, you deserve it. You can never
designing, implementing, and assessing organizational learn everything but at least you still did learn
changes something. Progress is progress. The most important
- can also energize commitment to change by thing is you will get there!
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