Industrial psychology books pdf


 

1 Research Methods in Industrial and Organizational Psychology: He has co- authored and edited a number of books including the. International Handbook of . textbook appear on appropriate page within text (or on page ). 10 9 8 7 6 5 Introduction to industrial/organizational psychology/Ronald E. Riggio.—6th ed. Figure Specialties within industrial/organizational psychology. There are three prima His book Psychology and Industrial Efficiency () cov- ered three.

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Industrial Psychology Books Pdf

PDF | Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no. Pros and cons of an industrial and organizational psychology career. Industrial/organizational consultancy. .. Books. book of industrial and organizational psychology (Dunnette,. ). This prodigious work brought together the writings of the leading scholars in the field under.

Main article: Job analysis Job analysis encompasses a number of different methods including, but not limited to, interviews, questionnaires, task analysis, and observation. By contrast, a worker-oriented job analysis involves an examination of the knowledge, skills, abilities, and other characteristics KSAOs required to successfully perform the work. Information obtained from job analyses are used for many purposes, including the creation of job-relevant selection procedures, performance appraisals and the criteria they require, and the development of training programs. Personnel recruitment processes include developing job announcements, placing ads, defining key qualifications for applicants, and screening out unqualified applicants. Personnel selection is the systematic process of hiring and promoting personnel. Personnel selection systems employ evidence-based practices to determine the most qualified candidates. Personnel selection involves both the newly hired and individuals who can be promoted from within the organization.

With candidates for employment, individual assessment is often part of the personnel selection process. These assessments can include written tests, aptitude tests, physical tests, psycho-motor tests, personality tests , integrity and reliability tests, work samples, simulations , and assessment centres.

Early in the 20th century Arthur Kornhauser examined the impact on productivity of hiring mentally unstable workers.

Introduction to Psychology/Industrial-Organizational Psychology

Training and training evaluation[ edit ] Main article: Training Training involves the systematic teaching of skills, concepts, or attitudes that results in improved performance in another environment. Evidence indicates that training is often effective, and that it succeeds in terms of higher net sales and gross profitability per employee.

Training programs often include formative evaluations to assess the effect of the training as the training proceeds. Learning outcomes can be organized into three broad categories: cognitive, skill-based, and affective outcomes. Skill-based training aims to impart procedural knowledge e. Affective training concerns teaching individuals to develop specific attitudes or beliefs that predispose trainees to behave a certain way e.

The analysis identifies the training needs of different departments or subunits.

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An organizational analysis also takes into account the climate of the organization and its subunits. For example, if a climate for safety is emphasized throughout the organization or in subunits of the organization e. With organizations increasingly trying to identify "core competencies" that are required for all jobs, task analysis can also include an assessment of competencies.

Industrial and Organisational Psychology: Books

Employee needs can be assessed using a variety of methods that identify weaknesses that training can address. Motivation is generally thought of as a theoretical construct that fuels behavior. An incentive is an anticipated reward that is thought to incline a person to behave a certain way. Studying its influence on behavior, it must be examined together with ability and environmental influences. Because of motivation's role in influencing workplace behavior and performance, many organizations structure the work environment to encourage productive behaviors and discourage unproductive behaviors.

It is often fueled by a person's need or desire for something that is missing from his or her life, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for themselves. Intensity is the amount of energy employees put into goal-directed work performance.

The level of intensity often reflects the importance and difficulty of the goal. These psychological processes involve four factors. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. Second, it serves to stimulate effort. Third, motivation influences persistence. Finally, motivation influences the choice and application of task-related strategies.

For example, a job stressor such as conflict with a supervisor can precipitate anger that in turn motivates counterproductive workplace behaviors.

History of Industrial and Organizational Psychology - Oxford Handbooks

Research suggests that safety-oriented transformational leadership is associated with a positive safety climate and safe worker practices. Shared values are individuals' preferences regarding certain aspects of the organization's culture e.

Basic beliefs and assumptions include individuals' impressions about the trustworthiness and supportiveness of an organization, and are often deeply ingrained within the organization's culture. In addition to an overall culture, organizations also have subcultures.

Main article: Group behavior Group behavior involves the interactions among individuals in a collective.

The individuals' opinions , attitudes , and adaptations affect group behavior and group behavior, in turn, affects those opinions, etc. Those tasks that require predominantly independent work are best left to individuals, and team tasks should include those tasks that consist primarily of interdependent work. These dimensions include skill variety, task identity, task significance, autonomy and feedback.

Individual contributors who perform team tasks that are challenging, interesting, and engaging are more likely to be motivated to exert greater effort and perform better than team members who are working on tasks that lack those characteristics.

During the chartering of new teams, organizational enabling resources are first identified. Examples of enabling resources include facilities, equipment, information, training, and leadership. Team-specific human resources represent the individual contributors who are selected to be team members.

Intra-team processes e. Teams often must respond to shifting organizational contingencies. When resources are scarce, they must be shared by multiple teams. Search within my subject: Select your specializations: Politics Urban Studies U. History Law Linguistics Literature. Music Neuroscience Philosophy Physical Sciences. A History of Industrial and Organizational Psychology.

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Sign in with your library card. Search within References Notes. Challenges and Potential Solutions Work Motivation: Koppes Bryan Laura L. Andrew J. Vinchur Andrew J.

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