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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.
Procedural justice is the idea of fairness in the processes that resolve disputes and allocate resources. One aspect of procedural justice is related to discussions of the administration of justice and legal proceedings. This sense of procedural justice is connected to due process (U.S.), fundamental justice (Canada), procedural fairness (Australia), and natural justice, but the idea of procedural justice can also be applied to nonlegal contexts in which some process is employed to resolve conflict or divide benefits or burdens. Aspects of procedural justice are an area of study in social psychology, sociology, and organizational psychology.
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.
Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. More specifically, workers are expected to regulate their personas during interactions with customers, co-workers, clients, and managers. This includes analysis and decision-making in terms of the expression of emotion, whether actually felt or not, as well as its opposite: the suppression of emotions that are felt but not expressed. This is done so as to produce a certain feeling in the customer or client that will allow the company or organization to succeed.
Workplace bullying is a persistent pattern of mistreatment from others in the workplace that causes either physical or emotional harm. It can include such tactics as verbal, nonverbal, psychological, and physical abuse, as well as humiliation. This type of workplace aggression is particularly difficult because, unlike the typical school bully, workplace bullies often operate within the established rules and policies of their organization and their society. In the majority of cases, bullying in the workplace is reported as having been done by someone who has authority over the victim. However, bullies can also be peers, and subordinates. When subordinates participate in bullying this phenomenon is known as upwards bullying. The least visible segment of workplace bullying involves upwards bullying where bullying tactics are manipulated and applied against "the boss," usually for strategically designed outcomes.
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers.
Greenberg (1987) introduced the concept of organizational justice with regard to how an employee judges the behavior of the organization and the employee's resulting attitude and behaviour. For example, if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity.
Emotional exhaustion is symptom of burnout, a chronic state of physical and emotional depletion that results from excessive work or personal demands, or continuous stress. It describes a feeling of being emotionally overextended and exhausted by one's work. It is manifested by both physical fatigue and a sense of feeling psychologically and emotionally "drained".
Counterproductive norms are group norms that prevent a group, organization, or other collective entities from performing or accomplishing its originally stated function by working oppositely to how they were initially intended. Group norms are typically enforced to facilitate group survival, to make group member behaviour predictable, to help avoid embarrassing interpersonal interactions, or to clarify distinctive aspects of the group’s identity. Counterproductive norms exist despite the fact that they cause opposite outcomes of the intended prosocial functions.
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals – between competing needs and demands – to which individuals respond in different ways.
Workplace aggression is a specific type of aggression which occurs in the workplace. Workplace aggression is any type of hostile behavior that occurs in the workplace. It can range from verbal insults and threats to physical violence, and it can occur between coworkers, supervisors, and subordinates. Common examples of workplace aggression include gossiping, bullying, intimidation, sabotage, sexual harassment, and physical violence. These behaviors can have serious consequences, including reduced productivity, increased stress, and decreased morale.
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables.
Workplace deviance, in group psychology, may be described as the deliberate desire to cause harm to an organization – more specifically, a workplace. The concept has become an instrumental component in the field of organizational communication. More accurately, it can be seen as "voluntary behavior that violates institutionalized norms and in doing so threatens the well-being of the organization".
Workplace revenge, or workplace retaliation, refers to the general action of purposeful retaliation within the workplace. Retaliation often involves a power imbalance; the retaliator is usually someone with more power in the workplace than the victim, and retaliation may be done to silence the victim so the retaliator can avoid accountability for workplace bullying, workplace harassment, or other misbehaviors in the workplace. Retaliation, legally, refers to actions taken as punishment for legally permitted behaviors: disciplinary actions taken by employers in reaction to behaviors that are counter to applicable laws or to established institutional policies are permitted as part of the employer's ability to control the work environment.
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens. It has been proposed that a person-by-environment interaction (the relationship between a person's psychological and physical capacities and the demands placed on those capacities by the person's social and physical environment.) can be utilized to explain a variety of counterproductive behaviors. For instance, an employee who is high on trait anger is more likely to respond to a stressful incident at work with CWB.
Social undermining is the expression of negative emotions directed towards a particular person or negative evaluations of the person as a way to prevent the person from achieving their goals.
Workplace incivility has been defined as low-intensity deviant behavior with ambiguous intent to harm the target. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others. The authors hypothesize there is an "incivility spiral" in the workplace made worse by "asymmetric global interaction".
An authoritarian leadership style is described as being as "leaders' behavior that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates." Such a leader has full control of the team, leaving low autonomy within the group. The group is expected to complete the tasks under very close supervision, while unlimited authority is self-bestowed by the leader. Subordinates' responses to the orders given are either punished or rewarded. A way that those that have authoritarian leadership behaviors tend to lean more on "...unilateral decision-making through the leader and strive to maintain the distance between the leader and his or her followers."
Abusive supervision is most commonly studied in the context of the workplace, although it can arise in other areas such as in the household and at school. "Abusive supervision has been investigated as an antecedent to negative subordinate workplace outcome." "Workplace violence has combination of situational and personal factors". The study that was conducted looked at the link between abusive supervision and different workplace events.
Narcissism in the workplace involves the impact of narcissistic employees and managers in workplace settings.
References
- ↑ Aryee, S; Chen, ZX; Sun, LY; Debrah, YA (2007). "Antecedents and outcomes of abusive supervision: Test of a trickle-down model". The Journal of Applied Psychology. 92 (1): 191–201. doi:10.1037/0021-9010.92.1.191. PMID 17227160.
- ↑ Serenko, A.; Abubakar, M. (2023). "Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors" (PDF). Journal of Knowledge Management. 27 (5): 1409–1435. doi:10.1108/JKM-01-2022-0029.
- ↑ Baron, Robert A.; Neuman, Joel H. (1996). "Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes". Aggressive Behavior. 22 (3): 161–173. doi:10.1002/(SICI)1098-2337(1996)22:3<161::AID-AB1>3.0.CO;2-Q.
- ↑ "How justice changes in the time of Covid". avvocatomatrimonialista.org. 2020-07-20. Retrieved 2023-04-20.
- ↑ Marcus-Newhall, A; Pedersen, WC; Carlson, M; Miller, N (2000). "Displaced aggression is alive and well: A meta-analytic review". Journal of Personality and Social Psychology. 78 (4): 670–89. doi:10.1037/0022-3514.78.4.670. PMID 10794373.