Industrial/Organizational Industrial/Organizational PsychologyPsychology

Sydney BarcusSydney Barcus

Industrial Organizational Psych.Industrial Organizational Psych.The Ancient stirrings…The Ancient stirrings…

Aristotle, in Aristotle, in PoliticsPolitics, developed , developed foundations for many modern foundations for many modern management concepts:management concepts: specialization of laborspecialization of labor delegation of authoritydelegation of authority departmentalizationdepartmentalization decentralizationdecentralization leadership selectionleadership selection

Industrial Organizational Psych.Industrial Organizational Psych.Ideas grow…Ideas grow…

In the mid 17In the mid 17thth century, Thomas Hobbes century, Thomas Hobbes advocated strong centralized leadership as advocated strong centralized leadership as a means for bringing "order to the chaos a means for bringing "order to the chaos created by man". He provided a justification created by man". He provided a justification for autocratic rule that helped establish the for autocratic rule that helped establish the pattern for organizations through the 19th pattern for organizations through the 19th century.century.

In the late 17In the late 17thth Century, John Locke Century, John Locke presents that leadership is granted by the presents that leadership is granted by the governed… which in effect, advocates governed… which in effect, advocates participatory managementparticipatory management

Industrial Organizational Psych.Industrial Organizational Psych.Ideas grow…Ideas grow…

In 1776, Adam Smith’s: The Wealth In 1776, Adam Smith’s: The Wealth of Nations revolutionized economic of Nations revolutionized economic and organizational thought by and organizational thought by suggesting the use of suggesting the use of centralization centralization of laborof labor and equipment in factories, and equipment in factories, division of division of specialized laborspecialized labor, and , and management of specializationmanagement of specialization in in factories factories

Industrial Organizational Psych.Industrial Organizational Psych.The field begins to emerge…The field begins to emerge…

1881: The first school of 1881: The first school of professional professional managementmanagement was started at the Univ. of was started at the Univ. of Pennsylvania Pennsylvania

1883: Frederick W. Taylor began 1883: Frederick W. Taylor began experiments at the Midvale and Bethlehem experiments at the Midvale and Bethlehem Steel plant, which later led to the Steel plant, which later led to the development of his "scientific development of his "scientific management" philosophymanagement" philosophy(We’ll talk more about Mr. Taylor and his scientific (We’ll talk more about Mr. Taylor and his scientific

management philosophy in few slides)management philosophy in few slides)

Industrial Organizational Psych.Industrial Organizational Psych.Where did the name come from?Where did the name come from?

In the 1903 presidential address to APA, In the 1903 presidential address to APA, W.L. Bryan, encouraged psychologists to W.L. Bryan, encouraged psychologists to study "concrete activities and functions as study "concrete activities and functions as the appear in every day life". Although he the appear in every day life". Although he didn't cite industry directly, he encouraged didn't cite industry directly, he encouraged these sorts of "real life" applications of a these sorts of "real life" applications of a science of psychology. science of psychology.

Postscript note:Postscript note: "The term 'industrial psychology' first "The term 'industrial psychology' first appeared in a 1904 article of Bryan's APA address. appeared in a 1904 article of Bryan's APA address. Ironically, it appeared in print only as a typographical Ironically, it appeared in print only as a typographical error. Bryan was quoting a sentence he had written five error. Bryan was quoting a sentence he had written five years earlier in which he spoke of the need for more years earlier in which he spoke of the need for more research in research in individualindividual psychology. Instead, Bryan wrote psychology. Instead, Bryan wrote industrialindustrial psychology and did not catch his mistake." psychology and did not catch his mistake." (Muchinsky, 1997, p10;) (Muchinsky, 1997, p10;)

Industrial Organizational Psych.Industrial Organizational Psych.Walter Dill ScottWalter Dill Scott Also in 1903, Walter Dill Scott gave a talk to Also in 1903, Walter Dill Scott gave a talk to

Chicago business leaders on the application of Chicago business leaders on the application of psychology to advertising, which led to the psychology to advertising, which led to the publication of two books on the topic published in publication of two books on the topic published in 1903 & 1908. 1903 & 1908.

By 1911 he had published two more books By 1911 he had published two more books ((Influencing Men in BusinessInfluencing Men in Business and and Increasing Increasing Human Efficiency in BusinessHuman Efficiency in Business), and became the ), and became the first to apply the principles of psychology to first to apply the principles of psychology to motivation and productivity in the workplace. motivation and productivity in the workplace.

He also became instrumental in the application of He also became instrumental in the application of personnel procedures within the army during World personnel procedures within the army during World War I.War I.

Hugo Munsterberg:Hugo Munsterberg:“The Father of Industrial Psychology”“The Father of Industrial Psychology”

Pioneered the Pioneered the application of application of psychological psychological findings from findings from laboratory laboratory experiments to experiments to practical matters practical matters

He was the first to He was the first to encourage encourage government funded government funded research in the area research in the area

of industrial psyc.of industrial psyc.

Hugo Munsterberg:Hugo Munsterberg:“The Father of Industrial Psychology”“The Father of Industrial Psychology”

In 1911 he cautioned managers to be concerned In 1911 he cautioned managers to be concerned with "all the questions of the mind...like fatigue, with "all the questions of the mind...like fatigue, monotony, interest, learning, work satisfaction, and monotony, interest, learning, work satisfaction, and rewards." rewards."

In 1913 his book In 1913 his book Psychology and Industrial Psychology and Industrial EfficiencyEfficiency addressed such things as personnel addressed such things as personnel selection and equipment design selection and equipment design

Munsterberg’s early concept of I/O psychology Munsterberg’s early concept of I/O psychology assumed that people need to fit the organization, assumed that people need to fit the organization, and thus the role of “applied behavioral sciences” and thus the role of “applied behavioral sciences” was to of help organizations shape people to serve was to of help organizations shape people to serve as replacement parts for organizational machines. as replacement parts for organizational machines. His ideas were influential well into the 1950's His ideas were influential well into the 1950's

Frederick TaylorFrederick Taylor

About the same time as Munsterberg, Frederick About the same time as Munsterberg, Frederick Taylor began publishing similar philosophies on Taylor began publishing similar philosophies on management -- which had a tremendous impact on management -- which had a tremendous impact on organizational management organizational management

Taylor realized the value of redesigning the work Taylor realized the value of redesigning the work situation (thru use of time and motion studies) to situation (thru use of time and motion studies) to achieve both higher output for the company and achieve both higher output for the company and higher wages for the worker “Pay the worker, not higher wages for the worker “Pay the worker, not the job”.the job”.

His book His book Shop Management Shop Management (1909) explained (1909) explained management's role in motivating workers to avoid management's role in motivating workers to avoid "natural soldiering", i.e., the natural tendency of "natural soldiering", i.e., the natural tendency of people to "take it easy"people to "take it easy"

Frederick TaylorFrederick TaylorThe good news…The good news… 1911 Taylor's book 1911 Taylor's book The Principles of Scientific The Principles of Scientific

ManagementManagement; suggested: ; suggested: scientifically design work methods for efficiency scientifically design work methods for efficiency

select the best workers and train them in the best select the best workers and train them in the best methodsmethods

A study he did showed workers who handle heavy A study he did showed workers who handle heavy iron ingots were more productive when given work iron ingots were more productive when given work rests rests Training when to work and when to rest raised Training when to work and when to rest raised

productivity from 12.5 to 47.0 tons moved per productivity from 12.5 to 47.0 tons moved per dayday Less fatigue reported by the workersLess fatigue reported by the workers This allowed for increased wages increased wages This allowed for increased wages increased wages Costs dropped from 9.2 to 3.9 cents per tonCosts dropped from 9.2 to 3.9 cents per ton

Frederick TaylorFrederick TaylorThe controversy…The controversy… Taylor's methods led to charges that he Taylor's methods led to charges that he

inhumanely exploited workers for higher wages inhumanely exploited workers for higher wages and that great numbers of workers would be and that great numbers of workers would be unemployed because fewer were needed unemployed because fewer were needed (a (a sensitive topic since unemployment was already high at sensitive topic since unemployment was already high at the time)the time)

Both the Interstate Commerce Commission Both the Interstate Commerce Commission

and the U.S. House of Representatives began and the U.S. House of Representatives began investigationsinvestigations

Taylor replied that increased efficiency would Taylor replied that increased efficiency would

produce greater not lesser prosperity produce greater not lesser prosperity

Outbreak of WWI distracted most from the Outbreak of WWI distracted most from the controversy before much was resolved controversy before much was resolved

Lillian GilbrethLillian GilbrethThe Mother of Modern ManagementThe Mother of Modern Management

In 1900 at age 22, she In 1900 at age 22, she earned a BA in Lit from earned a BA in Lit from Berkeley, despite her Berkeley, despite her Father’s belief that Father’s belief that educating women was educating women was a waste of time. a waste of time.

She spoke at the She spoke at the commencement, the commencement, the 11stst woman ever to do woman ever to do so at any U of C so at any U of C campuscampus

She earned a MA from She earned a MA from Berkeley (also in Lit.) Berkeley (also in Lit.) in 1902. in 1902.

Lillian GilbrethLillian GilbrethThe Mother of Modern ManagementThe Mother of Modern Management

After graduation, she meets and falls in After graduation, she meets and falls in love with an uneducated builder named love with an uneducated builder named Frank Gilbreth.Frank Gilbreth.

Frank is interested in workplace efficiency, Frank is interested in workplace efficiency, and Lillian looks into scientific management and Lillian looks into scientific management principles. They begin consulting together.principles. They begin consulting together.

In 1915, Lillian receives a PhD in In 1915, Lillian receives a PhD in Educational Psychology, with an emphasis Educational Psychology, with an emphasis in management, at Brown University. At in management, at Brown University. At commencement, she is accompanied by commencement, she is accompanied by her 4 children, all under age 5.her 4 children, all under age 5.

Lillian GilbrethLillian GilbrethThe Mother of Modern ManagementThe Mother of Modern Management

1924: Nine years have passed, and she has had 1924: Nine years have passed, and she has had another 8 children. She and Frank perform another 8 children. She and Frank perform groundbreaking work in process simplification, groundbreaking work in process simplification, efficiency and employee motivation. She is the first efficiency and employee motivation. She is the first to recognize the impact of stress and fatigue on to recognize the impact of stress and fatigue on time management. (go figure) Frank dies.time management. (go figure) Frank dies.

Lillian continues to work full time until the age of 88, Lillian continues to work full time until the age of 88, and makes tremendous contributions to how we and makes tremendous contributions to how we work, which endure to this day. She puts all of her work, which endure to this day. She puts all of her 12 children through college.12 children through college.

2 of her children write a book modeled after her, 2 of her children write a book modeled after her, called called Cheaper By the Dozen.Cheaper By the Dozen.

Lillian GilbrethLillian GilbrethSome of her contributions:Some of her contributions: Designed the layout of keys on a typewriter Designed the layout of keys on a typewriter

keyboardkeyboard Invented scaffoldingInvented scaffolding Created the process hospitals use to organize Created the process hospitals use to organize

instruments during surgeryinstruments during surgery Designed the first continuous-surface-model kitchen Designed the first continuous-surface-model kitchen

(created to assist handicapped women work in the (created to assist handicapped women work in the kitchen)kitchen)

Invented “hospital corners” to prevent back injuries Invented “hospital corners” to prevent back injuries in nursesin nurses

Designed a myriad of household appliances and Designed a myriad of household appliances and industrial equipment.industrial equipment.

Industrial Organizational Psych.Industrial Organizational Psych.World War IWorld War I Robert Yerkes was the most influential in getting Robert Yerkes was the most influential in getting

psychology into the war psychology into the war He proposed ways of screening recruits for mental He proposed ways of screening recruits for mental

deficiency and assigning selected recruits to army jobsdeficiency and assigning selected recruits to army jobs

Committees of psychologists also investigated soldier Committees of psychologists also investigated soldier motivation, morale, psychological problems of physical motivation, morale, psychological problems of physical incapacity ("shell shock"), and disciplineincapacity ("shell shock"), and discipline

Army was skeptical and approved only a modest number Army was skeptical and approved only a modest number of proposals, primarily in the assessment of recruits -- of proposals, primarily in the assessment of recruits -- which Yerkes and others developed as a general which Yerkes and others developed as a general intelligence test. intelligence test.

Walter Dill Scott classified and placed enlistees, Walter Dill Scott classified and placed enlistees, conducted performance evaluations of officers, and conducted performance evaluations of officers, and developed and prepared job duties and qualifications for developed and prepared job duties and qualifications for over 500 military jobs over 500 military jobs

Industrial Organizational Psych.Industrial Organizational Psych.After World War IAfter World War I

Psychological Corporation started by Psychological Corporation started by James Cattell in 1921 James Cattell in 1921

Main purpose was to advance psychology Main purpose was to advance psychology and promote its usefulness to industry and promote its usefulness to industry

Also to maintain quality reputation of field Also to maintain quality reputation of field by serving as a place for companies to get by serving as a place for companies to get reference checks on prospective reference checks on prospective psychologists psychologists Helped companies weed out quacks from Helped companies weed out quacks from

qualified professionalsqualified professionals Mission has shifted: Today serves as one Mission has shifted: Today serves as one

of largest publishers of psychological testsof largest publishers of psychological tests

Industrial Organizational Psych.Industrial Organizational Psych.The Hawthorne StudiesThe Hawthorne Studies In 1924 a series of experiments began at the In 1924 a series of experiments began at the

Hawthorne Works of the Western Electric Company Hawthorne Works of the Western Electric Company Researchers from Harvard University set out to Researchers from Harvard University set out to

study the relation between lighting and efficiency study the relation between lighting and efficiency Increased lighting resulted in increased efficiency, Increased lighting resulted in increased efficiency,

but to their surprise, efficiency continued to improve but to their surprise, efficiency continued to improve as the lighting dimmed to faint moonlight levelsas the lighting dimmed to faint moonlight levels

The Hawthorne EffectThe Hawthorne Effect -- change in -- change in behavior following the onset of a novel behavior following the onset of a novel treatment (generally new or increased treatment (generally new or increased attention). Effect eventually wears off attention). Effect eventually wears off (behavior returns to original) as the (behavior returns to original) as the "novelty" dissipates"novelty" dissipates

Industrial Organizational Psych.Industrial Organizational Psych.The Hawthorne StudiesThe Hawthorne Studies In 1933 In 1933 Elton MayoElton Mayo made his interim report on the made his interim report on the

Hawthorne studies. It contains the first significant Hawthorne studies. It contains the first significant call for the human relations movement call for the human relations movement

Mayo showed the existence of informal employee Mayo showed the existence of informal employee groups and their effects on production, the groups and their effects on production, the importance of employee attitudes, the value of a importance of employee attitudes, the value of a sympathetic and understanding supervisor, and the sympathetic and understanding supervisor, and the need to treat people as people -- not simply as need to treat people as people -- not simply as human capital human capital

This was one of the benchmark events in the This was one of the benchmark events in the development of industrial psychologydevelopment of industrial psychology

By this time, several Universities offered a PhD By this time, several Universities offered a PhD program in I/O Psychology. program in I/O Psychology.

ReferencesReferences

BooksBooks Cascio, W. F. (1997). Cascio, W. F. (1997). Applied psychology in personnel Applied psychology in personnel

management management (5th ed.)(5th ed.).. Upper Saddle River, NJ: Prentice Hall. Upper Saddle River, NJ: Prentice Hall. Munchinsky, P.M.(2002): Psychology Applied to Work: An Munchinsky, P.M.(2002): Psychology Applied to Work: An

Introduction to Industrial and Organizational Psychology Introduction to Industrial and Organizational Psychology Spector, P. E. (2000). Spector, P. E. (2000). Industrial and organizational psychology: Industrial and organizational psychology:

Research and practice Research and practice (2nd ed.). New York, NY: John Wiley & (2nd ed.). New York, NY: John Wiley & Sons Sons

WebsitesWebsites

www.SIOP.orgwww.SIOP.org

www.wcupa.edu/_Academics/sch_cas.psy/Career_Paths/Industriwww.wcupa.edu/_Academics/sch_cas.psy/Career_Paths/Industrial/Career06.htmal/Career06.htm

www.sdsc.edu/ScienceWomen/www.sdsc.edu/ScienceWomen/gilbrethgilbreth.html.html