Industrial-Organizational Psychology

B-2 What are the three main subfields of industrial-organizational psychology?

In developed nations, work has been changing, from farming to manufacturing to knowledge work. More and more work is outsourced to temporary employees. Consultants in remote locations now communicate electronically with the main office and with one another. (This book and its teaching package are developed and produced by a team of people in a dozen cities, from Alaska to Florida.)

The editorial team that supports the creation of this book and its teaching resources reflects a modern trend toward working remotely. Editor Nancy Fleming is in Massachusetts, publisher Kevin Feyen is in New York, editor Betty Probert and manuscript developer Don Probert are in Florida, editor Christine Brune is in Alaska, editor Trish Morgan is in Alberta, development director Tracey Kuehn is in New York, and project manager Kathryn Brownson is in Michigan.

As work changes, will our attitudes toward our work also change? Will our satisfaction with work increase or decrease? What will happen to the psychological contract—that two-way feeling of duty between workers and employers? These are among the questions that fascinate those interested in industrial-organizational (I/O) psychology, a profession that applies psychology’s principles to the workplace.

I/O psychology has three main subfields (see Close-Up: I/O Psychologists on the Job). Human factors psychology explores how machines and environments can best be designed to fit human abilities. Personnel psychology applies psychology’s methods and principles to selecting, placing, training, and evaluating workers. Organizational psychology is the primary focus of this appendix. This subfield considers an organization’s goals, work environments, and management styles, and their influence on worker motivation, satisfaction, and productivity.

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C L O S E - U P

I/O Psychologists on the Job

As scientists, consultants, and management professionals, I/O psychologists are found working in varied areas.

HUMAN FACTORS (ENGINEERING) PSYCHOLOGY

  • Designing optimum work environments
  • Optimizing person-machine interactions
  • Developing systems technologies

PERSONNEL PSYCHOLOGY

Selecting and placing employees

  • Developing and testing assessment tools for selecting, placing, and promoting workers
  • Analyzing job content
  • Optimizing worker placement

Training and developing employees

  • Identifying needs
  • Designing training programs
  • Evaluating training programs

Appraising performance

  • Developing guidelines
  • Measuring individual performance
  • Measuring organizational performance

ORGANIZATIONAL PSYCHOLOGY

Developing organizations

  • Analyzing organizational structures
  • Increasing worker satisfaction and productivity
  • Making organizational change easier

Enhancing quality of work life

  • Expanding individual productivity
  • Identifying elements of satisfaction
  • Redesigning jobs

Source: Adapted from the Society of Industrial and Organizational Psychology (www.siop.org).