Industrial-organizational (I-O) psychology is the branch of psychology that applies psychological principles to the workplace, covering personnel selection, performance appraisal, training, motivation, leadership and organizational culture, with roots in the early twentieth-century Hawthorne studies of worker behavior. This description is adapted from Wikipedia contributors under CC BY-SA 4.0; changes were made. https://creativecommons.org/licenses/by-sa/4.0/
Facts
Disputed
Key DebateWhether the field's tools and research agenda have served employers' interests in productivity more than workers' interests in fair treatment and protection. 1 I-O psychology has been criticized, particularly for its mid-twentieth-century record, as being responsive mainly to the concerns of management rather than workers; the industrial psychologist Arthur Kornhauser was noted as largely alone among his contemporaries in focusing on protecting workers rather than raising their productivity. Key DebateWhether the productivity gains attributed to the Hawthorne studies reflect a genuine psychological effect of attention and social relationships on workers, or are better explained by other confounds in the original experimental design; the question is now folded into the broader replication and interpretation debates that surround early twentieth-century organizational research. 1 The Hawthorne studies were never designed as tightly controlled experiments by later standards, so the field itself disagrees about how much of the productivity effect named after them is real. Central QuestionHow do psychological principles explain and improve employee behavior, motivation and performance within organizations? 1 Industrial-Organizational Psychology
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The Hawthorne studies are the founding case study of the branch.
Source Wikipedia: Industrial and organizational psychology
Includes
Source Absenteeism - Wikipedia
Source Abusive supervision - Wikipedia
Source Alice Eagly (Wikipedia)
Source Clayton Alderfer (Wikipedia)
Source Wikipedia: Cognitive resource theory
Source Douglas McGregor (Wikipedia)
Source Edwin Locke (Wikipedia)
Source Wikipedia: Elton Mayo
Source Wikipedia: Emotional labor
Source Employee silence (Wikipedia)
Source Wikipedia: Expectancy Theory
Source Wikipedia: Hawthorne Effect
Repointed from Social Psychology (branch 1389): the Hawthorne studies are the founding case of I-O psychology, not social psychology.
Source Wikipedia: Industrial and organizational psychology
Source Honeymoon-Hangover Effect (Wikipedia)
Source Wikipedia: Job Characteristic Theory
Source Job security (Wikipedia)
Source Wikipedia: Law of Triviality
Source Wikipedia: Loran Nordgren
Source Wikipedia: Miriam Erez
Source Nut Island effect, Wikipedia
Source Wikipedia: Parkinson's Law
Source Peter principle - Wikipedia
Source Wikipedia: Phyllis Tharenou
Source Psychological contract - Wikipedia
Source Wikipedia: Pyrrhic Defeat Theory
Source Queen bee syndrome - Wikipedia
Source Wikipedia: Social Undermining
Source Wikipedia: Theory X and Theory Y
Source Victor Vroom (Wikipedia)
Sources
1. Wikipedia: Industrial and organizational psychology
WikipediaDefinition and Scope
an applied discipline within psychology
Notable Criticisms
being responsive only to the concerns of management
View the Source Wikipedia: Elton Mayo
Wikimedia FoundationIncludes: Elton Mayo, IntroductionQuote, Includes: Elton Mayo, Introduction
His field research in industry had a significant impact on industrial and organizational psychology.
View the Source Wikipedia: Cognitive resource theory
Includes: Cognitive Resource Theory, Article leadQuote, Includes: Cognitive Resource Theory, Article lead
Cognitive resource theory (CRT) is a leadership theory of industrial and organisational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualisation of the Fiedler contingency model.
View the Source Wikipedia: Theory X and Theory Y
Wikimedia FoundationIncludes: Theory X and Theory Y, Lead sentenceQuote, Includes: Theory X and Theory Y, Lead sentence
Theory X and Theory Y are theories of human work motivation and management.
View the Source Wikipedia: Expectancy Theory
Wikimedia FoundationIncludes: Expectancy Theory, Lead sentenceQuote, Includes: Expectancy Theory, Lead sentence
Expectancy theory (or expectancy theory of motivation) proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be.
View the Source Douglas McGregor (Wikipedia)
Includes: Douglas McGregor, Lead sentenceQuote, Includes: Douglas McGregor, Lead sentence
Douglas Murray McGregor (September 6, 1906, October 1, 1964) was an American management professor at the MIT Sloan School of Management and president of Antioch College from 1948 to 1954.
View the Source Clayton Alderfer (Wikipedia)
Includes: Clayton Alderfer, Lead sentenceQuote, Includes: Clayton Alderfer, Lead sentence
Clayton Paul Alderfer (September 1, 1940 - October 30, 2015) was an American psychologist and consultant known for developing Abraham Maslow's hierarchy of needs into a framework of three essential categories: existence, relatedness, and growth.
View the Source Nut Island effect, Wikipedia
Includes: Nut Island Effect, Lead sentenceQuote, Includes: Nut Island Effect, Lead sentence
The Nut Island effect describes an organizational behavior phenomenon in which a team of skilled employees becomes isolated from distracted top managers resulting in a catastrophic loss of the ability of the team to perform an important mission.
View the Source Wikipedia: Pyrrhic Defeat Theory
Wikimedia FoundationIncludes: Pyrrhic Defeat Theory, Lead sentenceQuote, Includes: Pyrrhic Defeat Theory, Lead sentence
Pyrrhic defeat theory is the idea that those with the power to change a system benefit from the way it currently works.
View the Source Wikipedia: Emotional labor
Wikimedia FoundationIncludes: Emotional Labor, Lead sentenceQuote, Includes: Emotional Labor, Lead sentence
Emotional labor is the act of managing one's own emotions and the emotions of others to meet job expectations.
View the Source Peter principle - Wikipedia
Includes: Peter Principle, Lead sentenceQuote, Includes: Peter Principle, Lead sentence
The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another.
View the Source Abusive supervision - Wikipedia
Includes: Abusive Supervision, Lead sentenceQuote, Includes: Abusive Supervision, Lead sentence
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.
View the Source Psychological contract - Wikipedia
Includes: Psychological Contract, Lead sentenceQuote, Includes: Psychological Contract, Lead sentence
A psychological contract, a concept developed in contemporary research by organizational scholar Denise Rousseau, represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee.
View the Source Wikipedia: Parkinson's Law
Includes: Parkinson's Law, Lead sentenceQuote, Includes: Parkinson's Law, Lead sentence
Parkinson's Law is the title of a satirical essay by the naval historian C. Northcote Parkinson which was published in The Economist in 1955, following the report of the Royal Commission on the Civil Service.
View the Source Wikipedia: Law of Triviality
Includes: Law of Triviality, Lead sentenceQuote, Includes: Law of Triviality, Lead sentence
The law of triviality is C. Northcote Parkinson's 1957 argument that people within an organization commonly give disproportionate weight to trivial issues.
View the Source Wikipedia: Social Undermining
Includes: Social Undermining, Lead sentenceQuote, Includes: Social Undermining, Lead sentence
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.
View the Source Employee silence (Wikipedia)
Includes: Employee Silence, Lead sentenceQuote, Includes: Employee Silence, Lead sentence
Employee silence refers to situations where employees withhold information that might be useful to the organization of which they are a part, whether intentionally or unintentionally.
View the Source Job security (Wikipedia)
Includes: Job Insecurity, Lead sentenceQuote, Includes: Job Insecurity, Lead sentence
Job security is the probability that an individual will keep their job; a job with a high level of security is such that a person with the job would have a small chance of losing it.
View the Source Victor Vroom (Wikipedia)
Includes: Victor Vroom, Lead sectionQuote, Includes: Victor Vroom, Lead section
Victor Harold Vroom (August 9, 1932 - July 26, 2023) was a Canadian psychologist and business school professor at the Yale School of Management.
View the Source Wikipedia: Loran Nordgren
Includes: Loran Nordgren, Lead sectionQuote, Includes: Loran Nordgren, Lead section
Loran F. Nordgren is an American professor of psychology who studies the adoption of new ideas and behaviors.
View the Source Wikipedia: Hawthorne Effect
Wikimedia FoundationIncludes: Hawthorne Effect, Lead sectionQuote, Includes: Hawthorne Effect, Lead section
The Hawthorne effect is a type of behavioral reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed.
View the Source Wikipedia: Job Characteristic Theory
Wikimedia FoundationIncludes: Job Characteristics Theory, Lead sectionQuote, Includes: Job Characteristics Theory, Lead section
Job characteristics theory is a theory of work design.
View the Source Queen bee syndrome - Wikipedia
Includes: Queen Bee Syndrome, Lead sectionQuote, Includes: Queen Bee Syndrome, Lead section
Queen bee syndrome is a social phenomenon where women in positions of authority or power treat subordinate females worse than males, purely based on gender.
View the Source Absenteeism - Wikipedia
Includes: Absenteeism, Lead sectionQuote, Includes: Absenteeism, Lead section
Absenteeism is a habitual pattern of absence from a duty or obligation without good reason.
View the Source Honeymoon-Hangover Effect (Wikipedia)
Includes: Honeymoon-Hangover Effect, Lead sectionQuote, Includes: Honeymoon-Hangover Effect, Lead section
In organisational psychology, the honeymoon-hangover effect describes the relationship between voluntary employee job change and job satisfaction.
View the Source Edwin Locke (Wikipedia)
Includes: Edwin Locke, Lead sectionQuote, Includes: Edwin Locke, Lead section
According to the Association for Psychological Science, "Locke is the most published organizational psychologist in the history of the field.
View the Source Wikipedia: Miriam Erez
Includes: Miriam Erez, Lead sectionQuote, Includes: Miriam Erez, Lead section
Miriam Erez (born 1943) is an Israeli industrial and organizational (I-O) psychologist and management scholar.
View the Source Wikipedia: Phyllis Tharenou
Includes: Phyllis Tharenou, Lead sectionQuote, Includes: Phyllis Tharenou, Lead section
Phyllis Tharenou is an Australian organisational psychologist and management scholar whose research has focused on understanding women's career advancement, training and development effectiveness, and professionals' international careers.
View the Source Alice Eagly (Wikipedia)
Includes: Alice Eagly, LeadQuote, Includes: Alice Eagly, Lead
Her primary research focus is social psychology, as well as personality psychology and Industrial Organizational Psychology.
View the Source Dissenting Readings (1 dissenting reading)
Key Debate
Economists Steven Levitt and John List re-examined the original Hawthorne Works illumination-experiment data directly in 2011 and found only modest, inconsistent evidence for an observation effect of the size and reliability the traditional "being watched changes behavior" account describes, once other changes to the work, lighting schedules, pay incentives and the day of the week, were accounted for. Their reading does not deny that something changed at Hawthorne; it denies that a clean observation effect is what the original data actually show, folding the Hawthorne studies' own productivity claims into psychology's broader replication and interpretation debates rather than settling them.
A dissenting reading, from Steven Levitt and John ListWikipedia: Hawthorne Effect, Wikimedia Foundation
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