Psychological approach to work

Question 1

Practical use of organisational psychology. (Work psychology)

Answer 1

Guide management decision-making

Question 2

Work psychology (Apa)

Answer 2

I/O psychology is the scientific study of human behaviour in the workplace.

Question 3

(1) Human Behaviour

Answer 3

Observable - hard facts - scientific evidence (impact employee behaviour, hence organisational performance).

Question 4

(2) Assessment

Answer 4

I/O psychologists assess individual, group & organisational dynamics (both qualitative & quantitative data)

Question 5

(3) Using research to generate insights

Answer 5

Separating psych from ‘opinions’ - the research founded is used to identify solutions to improve the well-being & performance of organisations & employees.

Question 6

Organisational psychology

Answer 6

I/O psychology is more quantitative (focuses on specific methods i.e., surveys) compared to organisational behaviour. Studies published in personality & neurobehaviour journals

Question 7

Organisational behaviour

Answer 7

Organisational behaviour as a discipline is more broad incorporating economics, anthropology, and sociology theories.

Question 8

What do organisational psychologists do?

Answer 8

I/O psychologists apply their findings in a variety of ways to help solve human and organisational problems in the workplace.

Question 9

Examples of how I/O psychologists might improve a workplace

Answer 9

• identify training & development needs
• optimise quality of work life
• formulate & implement training programs
• coach employees & organisational leaders
• develop criteria to evaluate performance of individuals and organisations
• assess consumer preferences, customer satisfaction & marketing strategies.

Question 10

Why is evidence-based management not practiced in organisations?

Answer 10

Littered with management fads (Walshe & Rundall, 2001).

Question 11

Why is it important to use evidence?

Answer 11

Data is a powerful way to show what is happening & is incredibly useful for substantiating one’s claims or giving reasons for our decisions in the workplace.

Question 12

Correlation

Answer 12

A positive/ negative relationship between two variables

Question 13

Regression

Answer 13

y= mx + b

Question 14

Case Study 1: The Andon Cord in Toyota in Japan (Jidoka “automation with human touch)

Answer 14

• Andon cord (in Japanese Factories = lower incidence of manufacturing defects and errors)
• Yet this system did not improve the productivity of manufacturing factories in the U.S because (1) the corporate culture was different (the american firms used a more taylorist & fordist approach to manufacturing, with emphasis on production volume over quality)
• & (2)- employees were unsure of how to use the system accurately (many people pulling the cords - the point is that if one person pulls the cord - all production work stops).
• As per reading, avoid mindless mimicry of competitors’ practices without understanding the logic behind it.

Question 15

Note: Having data is not enough

Answer 15

We need to interpret the data to gain correct insights & we need to know how our data applies to a particular setting.

Question 16

Case Study 2: Cisco’s 3 rules for successful mergers

Answer 16

• No mergers with similar-sized companies (since this leads to power struggles)
• Focus on geographical proximity (as this helps with integration)
• Choose companies with similar performance culture (which helps with leveraging capabilities & making quick changes in the firm - less resistance).

Question 17

Application: Manager describes employees as ‘difficult’. What might be the causes?

Answer 17

• individual differences in work attitudes, personalities, motivation & goals (individual dynamics - such differences can hinder team communication of tasks, roles, which also results in poor team coordination).
• The organisation does not have a strong employee performance & reward system (organisational dynamic - structure - ineffective hr system)
• maybe a case of leadership overestimating the abilities of employees & employees not knowing how to go about asking the manager for clarification, feedback &/ or guidance (group & organisational dynamics - leadership style, impacting team collegiality & cohesiveness)
• employees may be experiencing burnout so they seem to not be putting in effort, but they are just tired & overworked (employee wellbeing - stress levels)