factors in industrial psychology

7/30/2019 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.

factors in industrial psychology

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