factors in industrial psychology
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Human factors in Industrialand Organizational
Psychology
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OBJECTIVES
Describe the four basic concepts ofworking with people;
Define workforce diversity;
Describe the factors leading to workforcediversity; Describe the three changes thathave occurred in the new world of work;
and
Know three critical workplace behaviours.
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Working with People: IndividualDifferences
It may be said that organization's exist to serve people,rather than people existing to serve organization's. I/Opsychologists recognize and rightly so that worksettings can be made both pleasant and productive bytaking a people-centric approach.
Human Dignity
Workforce Diversity (Over 400 million
women are employed in various streams. Over 30% of theworkforce in IT sector is women. Socially disadvantagedpeople have entered organisations as a result of policies ofreservation and concessions.)
Old employees have grown in number due to increased lifeexpectancy and better medical care.
Organisations are indeed becomingleaner and meaner
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The Myers-Briggs Type
Indicator
Extroverted(E)
Introverted(I)
Sensing(S)
Intuitive(N)
Thinking(T)
Feeling(F)
Judging(J)
Perceiving(P)
Sociableand
Assertive
Extroverted(E)
Introverted(I)
Sensing(S)
Intuitive(N)
Thinking(T)
Feeling(F)
Judging(J)
Perceiving(P)
Flexibleand
Spontaneous
Sociableand
Assertive
Quiet andShy
UnconsciousProcesses
Uses
Values &Emotions
Practicaland
Orderly
Use Reason
and Logic
Want Order& Structure
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Extroversion Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, andtrusting
Conscientiousness
Responsible, dependable,persistent, and organized
EmotionalStability
Calm, self-confident, secure understress (positive), versus nervous,
depressed, and insecure under stress(negative)
Openness toExperience
Curious, imaginative, artistic,and sensitive
The Big Five Model of Personality Dimensions
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Factors leading to workforce diversity
WorkplaceDiversity
LegalRequireme
nts
Social
Responsibility
Increase in
International
Business
Capacity
Building
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The New World of Work melting pot approach and salad bowl approach
The only thing constant is change.
Downsizing- is the act of scaling down the number ofemployees on a companys payroll permanently
(as opposed to temporarily like layoffs). Major reasons ofdownsizing are strategic or structural: to improveproductivity, plant obsolescence, mergers and acquisitions,
transfer of locations, new technology, and so on.
The employer-employee relationship is movingaway from long-term and stable in the direction ofshort-term and contingent (Khandelwal, 2009).
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Desired
Conditions
CurrentConditions
Before
Change
After
Change
Force Field Analysis Model
During
Change
DrivingForces
Restraining
Forces DrivingForces
RestrainingForces
DrivingForces
RestrainingForces
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Three distinct steps for achievingbehavioural and attitudinal change
Unfreezing
the diagnosis stage
Participants are made aware of problems in order to
increase their willingness to change their behaviour. Changing
the intervention stage
Individuals experiment with new workplace behaviour.
Re-freezing
the reinforcement stage
Individuals acquire a desired new skill or attitude andare rewarded for it by the organization.
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Restraining Forces (Resistance to
Change)Many forms of resistance
e.g., complaints,absenteeism, passivenoncompliance
View resistance as aresource
1. Symptoms of deeperproblems in the changeprocess
2. A form of constructiveconflict -- may improvedecisions in the change
process
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Beers Rational model of organizationalchange.
Amount of Change =(Dissatisfaction(D) X Model(M) X
Success(P)) > Cost of Change
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QUALITY CONSCIOUSNESS
Quality has become the new mantra.
Customers are no longer loyal to aparticular brand. It thus becomes
imperative for organisations to enhanceand deliver quality.
New terms like Total Quality Management(TQM), six sigma(DMAIC), and business
process engineering.
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Employee turnover Just as brand loyalty is a thing of the past,
similarly lifelong loyalty of employees to thecompany or to the employer is extr
INVISIBLE costs of turnover include the impacton the morale and productivity of work units, apossibility of a snowball effect, i.e. turnover itselfcauses more turnover (Mowday et al., 1982),delays on important projects, discontinuity
of customer/client service with resultant negativeimpact on customer/client satisfaction,
loss of intellectual capital with the assumedpossibility that a former employee may become afuture competitor (Wagner and Hollenbeck,
1995).emely rare.
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The Future ahead.?o We will increasingly be creating virtual
organisations(Burke & Cooper, 2002).
o Will it lead to greater flexibility or better work-lifebalance, particularly for women?
o Will companies prefer hiring women? How will theemployeremployee relationship change?
o Will a new employment contract emerge?
o Will teamwork be a major factor in the way workis carried out?
o Will there be a greater emphasis onsofter skillslike communication, negotiation, flexibility, etc. toperform successfully in newly evolving jobs?
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WORKPLACE BEHAVIOURS Ethical Behaviour in Organisations.
Sexual Harassment at the Workplace.
Employee Privacy Issues- For instance, as attractionthe workplace is becoming common (estimates sayabout 80 percent of employees have either observed
or been in a romantic relationship at their workplace),some companies have a strict no dating policy amongemployees.
The fundamental idea of CSR is that businesscorporations have an obligation to contribute to thewelfare of the society and to work for social betterment
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Organisational Citizenship Behaviour
(OCB) OCB is a unique aspect of individual activity at work, first mentioned in
the early 1980s. According to Organ (1988), it represents individualbehaviour that is discretionary, not directly or explicitly recognised bythe formal reward system, and in the aggregate promotes the efficientand effective functioning of the organisation
He identified five categories of OCB:
Altruism the helping of an individual coworker on a task
Courtesy alerting others in the organisation about changes thatmay affect their work
Conscientiousnesscarrying out ones duties beyond theminimum requirements
Sportsmanship refraining from complaining about trivial matters
Civic virtue participating in the governance of the organisation.
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Deviant Workplace BehaviourVoluntary behaviour that violates significant norms and
in doing so threatens the well-being of an organisation, itsmembers or both (Robinson &Bennet, 1995, p. 556).
Interpersonal deviance. This targets specificstakeholders such as coworkers and can include gossipingabout coworkers, spreading rumours, blaming coworkers,and so on.
Organisational deviance. This includes production
deviance (leaving early, intentionally working slowly,wasting resources, etc.), property deviance (theft,
sabotage, intentional errors in work, misusing expense
accounts, etc.), and also includes withdrawal behaviour
like tardiness and being absent from work.
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Employee Silence and Cyber loafingEmployee silence- This is intentional or
unintentional failure to withhold any kind of informationthat might be useful to the organisation.
Cyberloafing is a new form of workplacedeviance has emerged as the use of technologybecomes
a much bigger part of peoples lives. This includes simplysurfing the web and doing non-work related task on theinternet such as chatting on social networking site and
other.