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Industrial and organizational psychology "focuses the lens of psychological science on a key aspect of human life, namely, their work lives. In general, the goals of I-O psychology are to better understand and optimize the effectiveness, health, and well-being of both individuals and organizations." It is an applied discipline within psychology and is an international profession. I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
A performance appraisal, also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal, sometimes shortened to "PA", is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
360-degree feedback is a process through which feedback from an employee's colleagues and associates is gathered, in addition to a self-evaluation by the employee.
Job satisfaction, employee satisfaction or work satisfaction is a measure of workers' contentment with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective, and behavioral components. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job. or cognitions about the job.
In general, incentives are anything that persuade a person or organization to alter their behavior to produce the desired outcome. The laws of economists and of behavior state that higher incentives amount to greater levels of effort and therefore higher levels of performance. For comparison, a disincentive is something that discourages from certain actions.
Managerial economics is a branch of economics involving the application of economic methods in the organizational decision-making process. Economics is the study of the production, distribution, and consumption of goods and services. Managerial economics involves the use of economic theories and principles to make decisions regarding the allocation of scarce resources. It guides managers in making decisions relating to the company's customers, competitors, suppliers, and internal operations.
Goal setting involves the development of an action plan designed in order to motivate and guide a person or group toward a goal. Goals are more deliberate than desires and momentary intentions. Therefore, setting goals means that a person has committed thought, emotion, and behavior towards attaining the goal. In doing so, the goal setter has established a desired future state which differs from their current state thus creating a mismatch which in turn spurs future actions. Goal setting can be guided by goal-setting criteria such as SMART criteria. Goal setting is a major component of personal-development and management literature. Studies by Edwin A. Locke and his colleagues, most notably, Gary Latham have shown that more specific and ambitious goals lead to more performance improvement than easy or general goals. Difficult goals should be set ideally at the 90th percentile of performance, assuming that motivation and not ability is limiting attainment of that level of performance. As long as the person accepts the goal, has the ability to attain it, and does not have conflicting goals, there is a positive linear relationship between goal difficulty and task performance.
Organizational behavior or organisational behaviour is the "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
Personnel economics has been defined as "the application of economic and mathematical approaches and econometric and statistical methods to traditional questions in human resources management". It is an area of applied micro labor economics, but there are a few key distinctions. One distinction, not always clearcut, is that studies in personnel economics deal with the personnel management within firms, and thus internal labor markets, while those in labor economics deal with labor markets as such, whether external or internal. In addition, personnel economics deals with issues related to both managerial-supervisory and non-supervisory workers.
The overjustification effect occurs when an expected external incentive such as money or prizes decreases a person's intrinsic motivation to perform a task. Overjustification is an explanation for the phenomenon known as motivational "crowding out". The overall effect of offering a reward for a previously unrewarded activity is a shift to extrinsic motivation and the undermining of pre-existing intrinsic motivation. Once rewards are no longer offered, interest in the activity is lost; prior intrinsic motivation does not return, and extrinsic rewards must be continuously offered as motivation to sustain the activity.
Motivation crowding theory is the theory from psychology and microeconomics suggesting that providing extrinsic incentives for certain kinds of behavior—such as promising monetary rewards for accomplishing some task—can sometimes undermine intrinsic motivation for performing that behavior. The result of lowered motivation, in contrast with the predictions of neoclassical economics, can be an overall decrease in the total performance.
Onboarding or organizational socialization is the American term for the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. In standard English, this is referred to as "induction". In the United States, up to 25% of workers are organizational newcomers engaged in onboarding process.
Organizational behavior management (OBM) is a subdiscipline of applied behavior analysis (ABA), which is the application of behavior analytic principles and contingency management techniques to change behavior in organizational settings. Through these principles and assessment of behavior, OBM seeks to analyze and employ antecedent, influencing actions of an individual before the action occurs, and consequence, what happens as a result of someone's actions, interventions which influence behaviors linked to the mission and key objectives of the organization and its workers. Such interventions have proven effective through research in improving common organizational areas including employee productivity, delivery of feedback, safety, and overall morale of said organization.
Edwin A. Locke is an American psychologist and a pioneer in goal-setting theory. He is a retired Dean's Professor of Motivation and Leadership at the Robert H. Smith School of Business at the University of Maryland, College Park. He was also affiliated with the Department of Psychology. As stated by the Association for Psychological Science, "Locke is the most published organizational psychologist in the history of the field. His pioneering research has advanced and enriched our understanding of work motivation and job satisfaction. The theory that is synonymous with his name—goal-setting theory—is perhaps the most widely-respected theory in industrial-organizational psychology. His 1976 chapter on job satisfaction continues to be one of the most highly-cited pieces of work in the field."
Cognitive evaluation theory (CET) is a theory in psychology that is designed to explain the effects of external consequences on internal motivation. Specifically, CET is a sub-theory of self-determination theory that focuses on competence and autonomy while examining how intrinsic motivation is affected by external forces in a process known as motivational "crowding out."
Personnel psychology is a subfield of industrial and organizational (I-O) psychology. Personnel psychology is the area of I-O psychology that primarily deals with the recruitment, selection and evaluation of personnel, and with other job aspects such as morale, job satisfaction, and relationships between managers and workers in the workplace. It is the field of study that concentrates on the selection and evaluation of employees; this area of psychology deals with job analysis and defines and measures job performance, performance appraisal, employment testing, employment interviews, personnel selection and employee training, and human factors and ergonomics.
Praise as a form of social interaction expresses recognition, reassurance or admiration.
The term incentive system refers to a variety of fields, including biology, education, and philosophy.
Employee recognition is the timely, informal or formal acknowledgement of a person's behavior, effort, or business result that supports the organization's goals and values, and exceeds their superior's normal expectations. Recognition has been held to be a constructive response and a judgment made about a person's contribution, reflecting not just work performance but also personal dedication and engagement on a regular or ad hoc basis, and expressed formally or informally, individually or collectively, privately or publicly, and monetarily or non-monetarily.
Beth Sulzer-Azaroff was a psychologist and pioneering figure in the field of behavior analysis. She conducted research on organizational behavior management and promoted the use of applied behavior analysis for teaching children with autism. The Federation of Associations in Behavioral & Brain Sciences noted her contributions as "instrumental in translating findings from the basic behavior analytic laboratory to the applied setting, from the classroom to the factory."
References
- ↑ Johnson, Douglas A.; Dickinson, Alyce M.; Huitema, Bradley E. (2008). "The effects of objective feedback on performance when individuals receive fixed and individual incentive pay". Performance Improvement Quarterly. 20 (3–4): 53–74. doi:10.1002/piq.20003. ISSN 1937-8327.
- ↑ McGee, Heather M.; Dickinson, Alyce M.; Huitema, Bradley E.; Culig, Kathryn M. (December 2006). "The Effects of Individual and Group Monetary Incentives on High Performance". Performance Improvement Quarterly. 19 (4): 107–130. doi:10.1111/j.1937-8327.2006.tb00387.x. ISSN 0898-5952.
- ↑ Bucklin, Barbara R.; McGee, Heather M.; Dickinson, Alyce M. (2004-03-29). "The Effects of Individual Monetary Incentives With and Without Feedback". Journal of Organizational Behavior Management. 23 (2–3): 65–94. doi:10.1300/j075v23n02_05. ISSN 0160-8061.
- ↑ Garbers, Yvonne; Konradt, Udo (2014). "The effect of financial incentives on performance: A quantitative review of individual and team-based financial incentives". Journal of Occupational and Organizational Psychology. 87 (1): 102–137. doi:10.1111/joop.12039. ISSN 2044-8325.
- ↑ Henley, Amy J. (2021). "Employee-Focused Incentive-Based Programs". Taylor & Francis: 167–190. doi:10.4324/9780429324840-13. ISBN 978-0-429-32484-0. Archived from the original on 2021-06-25.
- ↑ "Doug Johnson". Association for Behavior Analysis International . Retrieved 2024-12-31.
- ↑ "Heather McGee". Association for Behavior Analysis International . Retrieved 2024-12-31.
- 1 2 "WMU psychology professor honored with lifetime achievement award". Western Michigan University . 2013. Retrieved 2024-12-31.
- ↑ "Distinguished Member Awards". OBM Network . Archived from the original on 2024-12-21. Retrieved 2024-12-31.
- ↑ "Psychology faculty earn awards". Western Michigan University . Retrieved 2024-12-31.
