Francia, Ma.

Jhessica BSPSYCHOLOGY4C

1. What is Industrial Psychology?

 Industrial-organizational psychology is the branch of psychology that applies psychological
theories and principles to organizations. Often referred to as I-O psychology, this field
focuses on increasing workplace productivity and related issues such as the physical and
mental well-being of employees. Industrial-organizational psychologists perform a wide
variety of tasks, including studying worker attitudes and behavior, evaluating companies,
and conducting leadership training. The overall goal of this field is to study and understand
human behavior in the workplace.
2. History of Industrial/Organizational Psychology
 Western
FATHER OF INDUSTRIAL PSYCHOLOGY: HUGO
EARLY YEARS MUNSTERBERG
1881: University of Pennsylvania -The main pioneer in the application of
established the first school of professional psychology. He was revolutionary in
management taking findings from laboratory
1883: Frederick W. Taylor began experiments and applying the findings
experiments at the Midvale and towards real world settings.
Bethlehem Steel plant, which -He warned managers to be more
contributed to his "scientific concerned in regards to their
management" philosophy employees, "all the questions of the
1903: W.L. Bryan gave a presidential mind...like fatigue, monotony, interest,
address to the APA and called for "real learning, work satisfaction, and
life" applications of Psychology rewards." He also championed for
THE MAIN MEN OF 1910 government funding in industrial psych.
Walter Dill Scott: research.
-In the early 1900s Walter Scott gave an 1913: released "Psychology and
influential talk to business leaders on Industrial Efficiency"
the application of Psychology in -Common philosophy assumed people
advertising. needed to mold themselves to fit 
1911: Released two books, "Influencing the organization. Therefore applied
Men in Business" and "Increasing behavioral science served to help
Human Efficiency in Business." organizations shape people to fit their
-He was the first to apply psychology needs.
principles to motivation and productivity in the PSYCHOLOGY AND WWI
workplace. Robert Yerkes:
Frederick W. Taylor: accredited for getting psychology into
1909: His book "Shop Management" the war.
highlighted management's role in -He proposed ways to screen recruits
motivating workers and avoiding the for mental deficiency and assign
tendency to "take it easy" recruits to jobs in the army
1911: He released "The Principles of -proposed committees of psychologists
Scientific Management," which should investigate soldier motivation,
explained two of his key principles: morale, psychological problems of
1.) Scientifically design work methods physical incapacity, and discipline
for efficiency Walter Dill Scott:
2.) Select the best workers and train Did research on best placement of
them in the best methods soldiers in the army
Francia, Ma. Jhessica BSPSYCHOLOGY4C
-He classified and decided where to
place enlistees, conducted evaluations
of performances of the officers, and
developed and prepared job duties
1917: "Journal of Applied Psychology"
began publication, which is still a highly
respected IO Psychology journal today
1918: Army approved intelligence tests
developed by Yerkes to aid in the
assessment of recruits
IO PSYCHOLOGY GAINING ESTEEM
1921: James Cattell started the
Psychological Corporation
-It provided reference checks on
prospective psychologists for
companies and aimed to advance
psychology and prove usefulness to
organizations
-Today however it is the largest
publisher of Psychological tests
1920-1930: Ohio State, Carnegie
Institute of Technology, Univ. of
Minnesota, and Stanford University
began offering doctoral degrees
specializing in IO Psych.
THE GREAT INFLUENCE: THE HAWTHORNE
STUDIES
1924: Researchers from Harvard
University studied the relationship
between lighting and efficacy at
Hawthorne Works of the Western
Electric Company
-The researchers found that increased
lighting did increase the workers
efficiency, however their efficiency still
remained high when the lights were
dimmed, which caused some confusion.
-After investigating further, other
researchers found that the employees
at Hawthorne Work were trying to
impress the Harvard researchers, who
were giving them attention they didn't
normally have. Eventually they  1945: Kurt Lewin formed the Research
began returning to their regular level of
productivity. Which coining the term
the Hawthorne Effect.
Hawthorne Effect: Change in behavior
following the onset of a novel
treatment (new or increased attention,
most commonly) the effect eventually
wears off and the observed behavior
returns to normal as the "novelty"
dissipates.
1933: Elton Mayo began the first call for
a human relations movement following
the study
-He showed the existence of informal
employee groups and how they affect
production. He also championed the
idea that employees should not be
treated as human capital, and a
sympathetic and understanding
supervisor was very important and
needed in the workplace.
IO PSYCH IN THE 1930S
1930s: There was an Advancement in
measurement of attitudes by Likert and
Thurstone
Clinical Psychologist Morris Viteles
wrote 3 prominent books in IO psych.:
1932: Industrial Psychology
1934: The Science of Work
1953: Motivation and Morale in
Industry
1939: Kurt Lewin had his name on the
first publication for an empirical study
of the effects of leadership styles
WWII AND IO PSYCHOLOGY
Successful Contributions During WW!!:
-Army General Classification Tests
-Performance Tests for the US Office of
Strategic Services under situational
stress. It was a highly successful new
and innovative assessment conducted
to identify the best candidates to
become OSS agents
-IO Psychologists were sought after by
the army for help in employee selection
and placement techniques due to these
contributions
Center for Group Dynamics at MIT
which was later moved to the
University of Michigan in 1948
Francia, Ma. Jhessica BSPSYCHOLOGY4C
1946: Division 14 of the American
Psychological Assocation (APA) was
formed by IO Psychologists
-1983 Division 14 was incorporated as
the Society for Industrial and
Organizational Psychology
THE NIFTY FIFTIES
In the early 50's Abraham Maslow and
Carl Rogers Theories on Motivation
supported the human relations
movement
1954: Peter F. Drucker outlined his
Management by Objectives (MBO)
approach and John C. Flanigan outlined
his Critical Incidents Technique
-Douglas McGregor released his Theory
X and Theory Y assumptions about the
relations between employees and their
organization
60S A NEW ERA IN THE WORKPLACE
In the early 60's Fred Fiedler's
contingency model of leadership called
for different styles of leadership under
different circumstances
1964: There was a proposal of Vroom's
VIE theory (valence, instrumentality,
expectancy) of motivation
Mid 1960s: David McClelland
established need for the achievement
theory
Late 1960s: Frederick Herzberg wrote
the two-factor theory of motivation and
Edwin Locke began his study of
motivation and outlined his goal-setting
approach
1964: Civil Rights Act Passed making it,
"unlawful to discriminate in any  techniques such as quality circles were
employment practice on the basis of
race, color, religion, sex, or national
origin"
1966: Katz and Kahn published a text
that outlined theories and research on
organizational behavior in open,
sociotechnical systems
70S AND NEW DEVELOPMENTS
1971: In "Beyond Freedom and Dignity"
B.F. Skinner was a strong advocate for
behavior modification strategies to
motivate people in organizations
Early 1970s:
-Cognitive Approaches used to study
topics in Psychology started to influence
IO Psychology
-Porter & Lawler revised the expectancy
model of motivation
Mid 1970s: Increased civil rights laws
and Supreme Court cases related to
biases and prejudice lead to a surge in
research on biases in Organizations
1980S AND THE GREAT CHANGES
In the beginning of the 1980s America
was still holding onto classical theories
of management. This caused harsh
consequences for the businesses who
went along with the changes in
technological and business
environments
1984: Japanese businesses were
prospering using new methods
proposed by Americans which were
outlined as such by Academy of
Management Review, which were
stated as:
-"Superior manufacturing processes
-Increased quality and quantity coupled
with reduced cost
-Participatory management techniques
-Use of statistical quality control
techniques
-Consensus decision making
-Lifetime job security
-Long-term planning"
Mid 80s: Participatory management
gaining attention
1986:The Supreme Court had it's first
ruling over sexual harassment with
Meritor Savings Bank v. Vinson
Late 80s
-Interest in organizational climate and
groups regained interest
-New participatory management
techniques began. Such as: Total 
Francia, Ma. Jhessica BSPSYCHOLOGY4C

Quality Management (TQM), the next Justice of the U.S. Supreme

Continuous Quality Improvement (CQI),
and
Continuous Process Improvement (CPI)
- Stress in the workplace became a new
topic for discussion and research
1990S AND TODAY
1990: Meta-analysis became a was held
statistical technique
1990s
-Increased attention was given to sexual
harassment in the law as well as in
psychology
1991: Clarence Thomas was charged for
sexual harassment by Anita Hill during
his confirmation hearings to become
Court
1992: The first legal basis for SH victims
to sue for punitive damages was written
into the Civil Rights Act
1993: The second ever ruling for sexual
harassment before the Supreme Court
1998-2001: The U.S. Supreme Court had
a landmark ruling on sexual harassment
Late '90s
-Increased attention was being placed
on balancing work and family lives
-A new topic of workplace aggression
and workplace violence

 In the Philippines
People Management Association of the Philippines (1956) - thirty-seven (37) executives
representing varied industrial and business establishments in Manila, held the first
organization meeting of what would become known as PMAP at the Rizal Hall of the U.P.
Institute of Public Administration.
-October 13, 1956, the PMAP Constitution was ratified and the first Board of Directors and
Officers were elected. Mr. Perfecto Sison of AG&P Manila was elected as the first PMAP
President. And so began the impressive professional growth of PMAP.
3. Principles of Management
14 Principles of Management

1. Division of Work-In practice, employees are specialized in different areas and they have
different skills. Different levels of expertise can be distinguished within the knowledge areas
(from generalist to specialist).
2. Authority and Responsibility-In order to get things done in an organization, management has
3. Discipline- This third principle of the 14 principles of management is about obedience. It is
often a part of the core values of a mission and vision in the form of good conduct and
respectful interactions.
4. Unity of Command-The management principle ‘Unity of command’ means that an individual
employee should receive orders from one manager and that the employee is answerable to that
manager.
5. Unity of Direction-This management principle of the 14 principles of management is all about
focus and unity. All employees deliver the same activities that can be linked to the same
objectives.
6. Subordination of Individual Interest-here are always all kinds of interests in an organization. In
order to have an organization function well, Henri Fayol indicated that personal interests are
subordinate to the interests of the organization (ethics).
7. Remuneration-Motivation and productivity are close to one another as far as the smooth
running of an organization is concerned.There are two types of remuneration namely non-
monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or
other financial compensation).
Francia, Ma. Jhessica BSPSYCHOLOGY4C

8. The Degree of Centralization-Management and authority for decision-making process must be

properly balanced in an organization.
9. Scalar Chain-Hierarchy presents itself in any given organization. This varies from senior
management (executive board) to the lowest levels in the organization.
10. Order-employees in an organization must have the right resources at their disposal so that
they can function properly in an organization.
11. Equity-employees must be treated kindly and equally.
12. Stability of Tenure of Personnel-represents deployment and managing of personnel and this
should be in balance with the service that is provided from the organization.
13. Initiative-employees should be allowed to express new ideas.This encourages interest and
involvement and creates added value for the company.
14. Esprit de Corps- stands for striving for the involvement and unity of the employees.

Five Functions of Management

1. Planning-looking ahead.This requires an active participation of the entire organization. With
respect to time and implementation, planning must be linked to and coordinated on different
levels.
2. Organizing.
3. Commanding-When given orders and clear working instructions, employees will know exactly
what is required of them.
4. Coordinating-aims at stimulating motivation and discipline within the group dynamics. This
requires clear communication and good leadership.
5. Controlling
Control takes place in a four-step process:
1. Establish performance standards based on organizational objectives
2. Measure and report on actual performance
3. Compare results with performance and standards
4. Take corrective or preventive measures as needed

(ROLES)
Interpersonal Category
The managerial roles in this category involve providing information and ideas.
Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority, and as
a figurehead.
Leader – This is where you provide leadership for your team, your department or perhaps your
entire organization; and it's where you manage the performance and responsibilities of
everyone in the group.
Liaison – Managers must communicate with internal and external contacts. You need to be able
to network effectively on behalf of your organization.
Informational Category
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. Disseminator – This is where you
communicate potentially useful information to your colleagues and your team.
Spokesperson – Managers represent and speak for their organization.
Decisional Category
The managerial roles in this category involve using information.
Francia, Ma. Jhessica BSPSYCHOLOGY4C

Entrepreneur – As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the
manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator –This involves allocating funding, as well as assigning staff and other
organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within your
team, department, or organization.

The main features/characteristics of management principles are given below:

1. Universal application: are universal in nature that means they can be applied to all types of
organisations irrespective of their size and nature.
2. General guidelines: are not static or absolute statements. These cannot be applied blindly in
all the situations. The applicability of management principles depends on conditions and nature
of organisation.
3. Evolutionary/formed by practice and experiments: developed only after deep and thorough
research work.
4. Flexibility: can be applied differently under different conditions. Some changes can be made in
application of principles according to the requirement of the company. These are not set of rigid
statements. These can be modified by the managers who are using them.
5. Behavioural in nature: formed to guide and influence the behaviour of employees. These
principles insist on improving relationship between superior, subordinates and all the members
of organisation. They also establish relations between human and material resources.
6. Based on cause and effect relationship: it tell us if a particular principle is applied in a
situation, what might be the effect.
7. Contingent: dependent upon the situations prevailing in organization. Their application and
effect depend upon the nature of organization. The application of principle has to be changed
according to the nature, size and type of organization.

REFERENCES:
https://www.verywell.com/what-is-industrial-organizational-psychology-2795302
https://www.toolshero.com/management/14-principles-of-management/
https://www.mindtools.com/pages/article/management-roles.htm
http://www.yourarticlelibrary.com/management/the-naturefeaturescharacteristics-of-
management-principles/8636/
http://www.siop.org/tip/oct12/13spotlight.aspx
http://www.tiki-toki.com/timeline/entry/326447/History-of-Industrial-Organizational-
Psychology/