Work and organizational psychology

WHERE TO START?

Job analysis

Tasks and functions
Responsibilities
Work equipment
Context and work environment
Physical and personal factors
Knowledge, skills, certifications, licenses, etc.

Where/how to find information about job?

Employees, managers, specialists, clients, etc.
Observation, interviews, questionnaires, work diaries, documentation.

Job description

Name and Location
Relationships and Job Position
Tasks, Duties, and Responsibilities
Required Knowledge and Skills
Measure of Adequate Job Performance
Required Education and Work Experience
Equipment, Materials, and Working Conditions
Date

Finding talent

What kind of people do we need?
Should we hire internal talent or recruit from outside the organization?
Changing job specifications or focusing on the development of employees?
Individuals who can be immediately utilized VS long-term potential?
Seeking individual contributors VS team players?
Do we need specialists with specific skills or generalists with a broader skill set?
What criteria and instruments will we use for the selection process?

INTERNAL OR EXTERNAL SOURCE FOR RECRUITMENT ?

Internal source

+Familiar with the organization's culture and processes

+Motivated to work when there is place for gowth

+ Quicker and cheeper

-Conflicts in offices

- Lack of new ideas, slow change

External source

+ Broader pool of talent

+ New ideas and changes

-Takes more resources (time, money)

-Possible wrong choice of hire

SELECTION AND RECRUITMENT

Selection

Goal: Identify a candidate with the most promising performance outlook
Process: job application, resume, certificates, recommendations, tests, interviews and probationary work

Orientation

Learning about norms and rules
HR impact: Training, coaching, providing tools and giving feedback

Getting talent to stay

Benefits: money, flexible time, rewards...
Integrating talent with organizational climate
Possibility for advancement in field

MEASURING PERFORMANCE

Management of performance

- periodic and formal review
GOAL: alignment with strategy

ORGANIZATION - information, documentation
MANAGER - documentation, motivation
EMPLOYEE - feedback, rewards, career development
HR - assessment, training, support, fairness, legal compliance, documentation oversight

Strategic planning and job analysis
Planning (standards, objectives)
Execution (responsibility, support)
Assessment (what? behavior vs. results, type? evaluation +/-, summation- summary, formulation- what can be better, scoring? )
Feedback
Modification

DECISIONS, INFLUENCE AND POWER

Decisions

programmed and unprogrammed (frequent, routine vs. without a procedure, new problems)
The decision-making process involves:

analyzing the situation
setting priorities (what and order)
gathering information (objectivity, trust),
defining the problem
considering all solutions and consequences
evaluating alternatives

Potential errors in decision making process include:

ignoring the problem
avoidance
accepting the first solution
perfectionism
overconfidence
availability errors (we see what is more readily available)
presentation style (90% of people will be safe vs. 10% of people are in danger

Decision-making model:

Autocratic (A): Make the decision independently.

Consultative (C): Seek input from others, but make the final decision yourself.

Group-Based (G): Involve a group or team in the decision-making process

clear problem

enough information

is opinion of employees important for decision

Power and influence

Higher position- power and responsibility

Power= subjective attributes (knowledge, dedication, authenticity..) + characteristics of job position (connections, flexibility, relevance for others)

Influence- With reason (do this because of this), Reciprocity: (exchanging favors, offers, or requests), Retribution (threats or ultimatums)

Successful leader

Charisma, good communication skills, trust, consistency, self-awareness
+ training and personal development

*it can be helpfull to have mentioned characteristis, but no one is perfect and it can depend on context and organization

Team leadership - both tasks and employees
It is best to adapt to situation

Types of leadership

Behavior focused on tasks vs. employees/ both

Autocratic Leadership

- Leader makes decisions unilaterally and expects subordinates to follow orders without much input or feedback
- Effective in situations requiring quick decisions or in highly structured environments but can stifle creativity and autonomy

Democratic Leadership

- Leader involves team members in decision-making processes and consider their input when making choices
- This style fosters collaboration, innovation, and a sense of ownership among team members

Transformational Leadership

- Transformational leaders inspire and motivate by setting a compelling vision and leading by example
- They encourage personal growth, creativity, and a commitment to a shared organizational mission

Transactional Leadership

- Transactional leaders use a system of rewards and punishments to motivate employees
- They focus on the completion of tasks, performance, and adherence to rules and procedures

Charismatic Leadership

Charismatic leaders possess strong charisma and charm, which can inspire and motivate others.
They often rely on their personal qualities and vision to rally their teams.
Not good in a crisis (leader feels like he is "always right")

CHANGES

Change Management

Planned changes - research, seeking opportunities, encouragement vs.Unplanned
Gradual adaptation vs. Radical changes

Causes of change: Technological development, the economy, social changes

4 categories of change based on innovation and frequency

Continuous Improvement (Incremental Change)

Small, ongoing improvements and adjustments to existing processes, products, or services.
Changes are frequent but typically not radical.
Goal: enhance efficiency, quality, or performance steadily over time

Adaptive Change (Emergent Change)

More significant than continuous improvements
Adjustments to current strategies, structures, or processes to better align with changing conditions
They often address issues that arise unexpectedly

Innovative Change (Strategic Change)

Introduction of new ideas, products, or approaches that depart from current practices
less frequent and often require a strategic shift and inovation in the organization
Goal : explore new opportunities, technologies,or markets to maintain or gain a competitive advantage

Radical Change (Transformational Change)

Radical changes represent a fundamental shift in the organization's direction, culture or operations
Infrequent and often disruptive, requiring a complete overhaul of existing system
The goal is to transform the organization's core processes, values, and mission

What can we change?

Tasks- complexity, challenge, responsibility
Strategy- plans
Culture- values
Employees- education, selection process, advancement
Job description
Technology- educations, trainings, new equipment

Why we fight change?

Fear of unknown
Lack of information
Not feeling the need for change
Doubt in self and/or others
Wrong time
High cost

CLIMATE AND CULTURE

Climate

Prevailing atmosphere, mood or environment within an organization, as perceived by its members
It affects employee satisfaction, motivation, performance, and retention
A positive organizational climate contributes to higher productivity, innovation, and employee well-being, while a negative climate can lead to disengagement and turnover

Psychological climate - individual perception
Aggregated climate - belonging to a group, department
Collective climate - alignment of employees around the perceived environment

Climate factors

sense of rules (structure)
support and warmth
risk (how desirable it is within organization)
identity (belonging and loyalty)
importance of goals (standards)

Culture

Shared values, beliefs, norms, and behaviors that define the way an organization operates and its unique identity.
Includes the company's mission, vision, ethics, communication patterns, leadership style and employee interactions

Common types:

Collaborative Culture

Encourages teamwork, cooperation, and open communication
Values inclusivity and shared decision-making.
Focuses on collective goals and problem-solving.

Innovative Culture

Prioritizes creativity, experimentation, and risk-taking
Values new ideas, adaptability, and a willingness to challenge the status quo
Encourages employees to think outside the box

Hierarchical Culture

Follows a strict chain of command and clear lines of authority
Emphasizes structure, rules, and adherence to established processes
Often found in traditional and bureaucratic organizations

Competitive Culture

Emphasizes individual achievement, performance and competition among employees
Values results, innovation, and achieving personal goals
Often seen in sales-driven organizations

Culture should align with the company's mission and objectives to foster long-term success
Organizations may undergo cultural transformations to adapt to changing markets, industries or leadership

LITERATURE

Neil Anderson, Deniz S. Ones, Handan Kepir Sinangil & Chockalingam Viswesvaran (2001.). Handbook of Industrial, Work & Organizational Psychology (Volume 1). Sage.

Paul E. Spector (2003.). Industrial & Organizational Psychology. Wiley

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