Labor psychology and organizational psychology

 

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Labor psychology and organizational psychology

Intro

What is organizational psychology?

  • Organizational psychology deals with the relationship between the employee and the social work environment. The relationship with the organization as a whole, the parts of the organization, where partse within which one works and working with colleagues
  • Organizational psychology can also be seen as a combination of skills and knowledge that can be applied to various aspects of life and not just work. For example, organizational psychologists have recently begun researching green society, especially green businesses. Another example of an aspect to which organizational psychology can be applied is poverty (Conte & Landy)

What is labor psychology or occupational psychology?

  • Occupational psychology deals with the relationship between characteristics of work and employee functioning, specifically how employee and employer feel about it
  • For example, the workload, work ethic, the degree of independent decision making, the degree of responsibility one can or cannot handle.

What is personnel psychology?

  • Personnel psychology deals with the relationship between the motivation and performance of an employee in an organization .
  • For example, by training employees, providing insight into personal development or stagnation or, for example, specific recruitment and selection.

What is social psychology?

  • Social psychology deals with the psychosocial aspects of group processes and social interactions in general

   

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Labor- and organizational psychology: The best textbooks summarized

Labor- and organizational psychology: The best textbooks summarized

Summaries and Study Assistance with Labor- and organizational psychology

Table of content

  • Summary with the book: Agents and Instruments of change by Cawsey
  • Summary with the book: Applied Psychology in Human Resource Management by Cascio and Aguinis - 7th edition
  • Summary with the book: Cross-Cultural Management by Thomas and Peterson - 4th edition
  • Summary with the book: Essentials of Organizational Behavior: An Evidence-Based Approach by Scandura
  • Summary with the book: Foundations of sport and exercise psychology by Weinberg
  • Summary with the book: Getting to yes: negotiating an agreement without giving in by Fisher a.o. - 3rd edition
  • Summary with the book: Human Resource Management: Functions, Applications, and Skill Development by Lussier and Hendon - 3rd edition
  • Summary with the book: Introduction to Human Resource Management by Banfield and Kay - 2nd edition
  • Summary with the book: Mastery in Coaching by Passmore - 1st edition
  • Summary with the book: Organizational Behavior by Neck a.o. - 3rd edition
  • Summary with the book: Organizational Behavior: Emerging Knowledge. Global Reality by McShane and Von Glinow - 9th edition
  • Summary with the book: Organisational Behaviour by Sinding and Waldstrom - 6th edition
  • Summary with the book: Organizational Change: Theory and Practice by Burke 4th edition
  • Summary with the book: Organization Theory: Modern, Symbolic, and Postmodern Perspectives by Hatch and Cunliffe
  • Summary with the book: Social Psychology and Organizations by De Cremer a.o.
  • Summary with the book: Straight choices: The psychology of decision making by Newell a.o. 2nd edition
  • Summary with the book: The Psychology of Advertising by Fennis and Stroebe - 3rd edition
  • Summary with the book: Understanding and Managing Organizational Behavior by George and Jones - 6th edition
  • Summary with the book: Work in the 21st century: An introduction to Industrial and Organizational Psychology by Conte and Landy - 6th edition

About Labor- and organizational psychology

  • Organizational psychology focuses on understanding individual and group behavior within organizational settings, while labor psychology concentrates on matching people to jobs and optimizing workplace productivity.
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What is labor psychology?

What is labor psychology?

Labor psychology, while not as widely recognized as other psychology subfields, delves into the psychological aspects of work. It examines the relationship between individuals and their work environment, focusing on how work impacts employees' well-being, motivation, and performance.

What are the main features of labor psychology?

  • Focus on the Workplace: It explores the psychological factors influencing employee behavior, attitudes, and experiences within the work environment.
  • Human Factors: Labor psychology considers how job design, ergonomics, and organizational culture impact employees.
  • Motivation and Engagement: This field studies what motivates employees to perform well and feel engaged in their work.
  • Well-being and Stress: Labor psychology examines how work can impact employee stress levels, job satisfaction, and overall well-being.

What are important sub-areas in labor psychology?

  • Occupational Stress: Studies the causes and consequences of work-related stress, and strategies for stress management.
  • Organizational Culture: Examines how an organization's values, beliefs, and practices influence employee behavior and well-being.
  • Work Motivation: Explores the factors that drive employee motivation, satisfaction, and commitment to their work.
  • Leadership Psychology: Studies the impact of leadership styles on employee motivation, engagement, and performance.
  • Human-Computer Interaction: Examines how technology design and usability influence work efficiency and employee well-being.

What are key concepts in labor psychology?

  • Job Satisfaction: The extent to which an employee feels fulfilled and satisfied with their work.
  • Work Motivation: The internal and external factors that drive an employee to exert effort towards work goals.
  • Organizational Culture: The shared values, beliefs, and behaviors that characterize an organization.
  • Occupational Stress: The physical and psychological strain caused by work demands, exceeding an employee's ability to cope.
  • Work-Life Balance: The ability to manage personal and professional demands effectively to achieve well-being.
  • Ergonomics: The science of designing workplaces and equipment to fit the needs of the human body, promoting safety and comfort.

Who are influential figures in labor psychology?

  • Frederick Winslow Taylor (Management Consultant): Pioneered scientific management, focusing on efficiency and productivity in the workplace, though his ideas have been criticized for neglecting the human element.
  • Elton Mayo (Industrial Psychologist): Conducted the Hawthorne Studies, highlighting the importance of social factors on employee motivation and productivity.
  • Abraham Maslow (Psychologist): Developed the hierarchy of needs, a theory of motivation that can be applied to understanding employee needs and motivation in the workplace.
  • Frederick Herzberg (Psychologist): Proposed the two-factor theory of job satisfaction, differentiating between factors that motivate (motivators) and those that merely satisfy basic work needs (hygienes).

Why is labor psychology important?

  • Enhanced Employee Well-being: Helps create workplaces that promote employee well-being and reduce work-related stress.
  • Increased Productivity: Understanding employee motivation and engagement can lead to improved performance and productivity.
  • Reduced Turnover: By addressing factors like job satisfaction and work-life balance, labor psychology can help reduce employee turnover.
  • Improved Work Design: Informs the design of safe, efficient, and user-friendly workplaces that optimize employee performance.
  • Positive Organizational Culture: Labor psychology can guide the development of a positive and supportive organizational culture that fosters employee engagement.

How is labor psychology applied in

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Latest blogs, jobs, projects, organizations, and tips tagged with: Labor psychology and organizational psychology

Oefententamen B Sociale Psychologie - Sociale Arbeids & Organisatiepsychologie - B1 - Psychologie - UvA

Vragen

Vraag 1

Deze vraag betreft de oefening:
De kans op polarisatie en radicalisering van individuen en groepen zal groter worden wanneer:

  1. Personen niet worden blootgesteld aan afwijkende meningen

  2. Er veel uitwisseling is van tegengestelde meningen

  3. Er sprake is van verdieping van al bestaande meningen en voorkeuren

Vraag 2

Deze vraag betreft de oefening:
Groupthink is ook geburikt in analyses van de recente kabinetsformaties. Groupthink bleek onder andere uit:

  1. De enorme druk om consensus te bereiken binnen het CDA

  2. De polariserende effecten die de PVV had op het CDA en de VVD

  3. De pogingen om de verschillen tussen linkse en rechtse partijen te vergroten

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Oefententamens Social and Work & Organisational Psychology - UvA

Oude tentamens en oefenvragen bij Organizational Behavior voor het eerstejaars vak Social and Work & Organisational Psychology - UvA

Deel A bevat vragen bij sociale psychologie, deel B gaat over Arbeids- en Organisatiepsychologie

De 128 oefenvragen bij McShane en Von Glinow zijn gebaseerd op de 6e druk, de 121 vragen bij Smith & Mackie zijn gebaseerd op de 3e druk

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Oefententamen A Arbeids- en Organisatiepsychologie - Sociale Arbeids & Organisatiepsychologie - B1 - Psychologie - UvA

Vragen

Vraag 1

Als de output van een persoon de directe input van een andere persoon (of eenheid) is, en niet meer terug komt bij eerdere personen in de keten, dan is er sprake van de volgende vorm van onderlinge taakafhankelijkheid (task interdependence):

  1. Wederkerige onderlinge afhankelijkheid (reciprocal interdependence)

  2. Samengestelde onderlinge afhankelijkheid (pooled interdependence)

  3. Sequentiële onderlinge afhankelijkheid (sequential interdependence)

Vraag 2

Noem de drie hoofdkenmerken van actief luisteren.

  1. Empatie tonen (emphatize), informatie organiseren (organize information) en antwoorden (responding)

  2. Evalueren (evaluating), onderbrekingen voorkomen (aviod interruptions) en interesse behouden (maintain interest)

  3. Voelen (sensing), evalueren (evaluating) en antwoorden (responding)

Vraag 3

Elektronisch mail (e-mail):

  1. Maakt statusverschillen

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Oefententamen B Arbeids & Organisatiepsychologie - Sociale Arbeids & Organisatiepsychologie - B1 - Psychologie - UvA

Vragen

Vraag 1

Een oude auto wordt uit elkaar gehaald om te zien hoe deze werkt en gemaakt is. Dit betreft de toepassing van

  1. Menselijk kapitaal (human capital)

  2. Structureel kapitaal (structural capital)

  3. Relatie kapitaal (relationship capital)

Vraag 2

In het huidige bedrijfsleven bestaan er steeds meer verschillen tussen werknemers (workforce diversity). Anna is 25 en werkt als psycholoog bij een groot adviesbureau. Ze werkt daar samen met Arnold en Lies. Arnold is 37 jaar oud en van Aziatische afkomst. Lies is 41 en heeft een lichte fysieke beperking. Ondanks alle verschillen kunnen de drie zonder problemen met elkaar samenwerken. De hierboven beschreven verschillen tussen Anna, Arnold en Lies zijn voorbeelden van:

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Organizational changes - summary of chapter 15 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior
Chapter 15
Organizational changes

Lewin’s force field analysis model

Organizations operate as open systems that need to keep pace with ongoing changes in their external environment.
Successful organizations monitor their environments and take appropriate steps to maintain a compatible fit with new external conditions.

Employees in successful companies embrace change as an integral part of organizational life.

Force field analysis: Kurt Lewin’s model of systemwide change that helps change agents diagnose the forces that drive and

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Organizational culture- summary of chapter 14 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior
Chapter 14
Organizational culture

Organizational culture: the values and assumptions shared within an organization.

Elements of organizational culture

Shared values and assumptions relate to each other and are associated with artifacts.

Values: stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. Conscious perceptions about what is good or bad, right or wrong.
Shared values: values that people within the organization or wok unit have in common and place neat the top of their hierarchy of values.

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Designing organizational structures - summary of chapter 13 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior 
Chapter 13
Designing organizational structures

Organizational structure: the division of labor as well as the patterns of coordination, communication, workflow, ad formal power that direct organizational activities.

Two fundamental processes in organizational structure:

  • Division of labor
  • Coordination

Four main elements of organizational structure:

  • Span of control
  • Centralization
  • Formalization
  • Departmentalization

Contingencies of organizational design:

  • External environment
  • Organizational size
  • Technology
  • Strategy

Division of labor and coordination

Division of labor

Division of labor: the subdivision of work

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Leadership in organizational settings- summary of chapter 12 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior
Chapter 12
Leadership in organizational settings

What is leadership?

Leadership: influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

  • Leaders motivate others through persuasion and other influence tactics
  • Leaders are enablers

Shared leadership

Shared leadership: the view that leadership is a role, not a position assigned to one person. Consequently, people within the team and organization lead each other.

Shared leadership typically supplements formal leadership.

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Conflict and negotiation in the workplace - summary of chapter 11 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior
Chapter 11
Conflict and negotiation in the workplace

Meaning and consequences of conflict

Conflict: the process in which one party perceives that its interests are being opposed or negatively affected by another party.

Conflict is ultimately based on perceptions. It exists whenever one party believes that another might obstruct its efforts, regardless of whether the other party actually intends to do so.

Is conflict good or bad?

Conflict can

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Power and influence in the workplace - summary of chapter 10 of Organizational Behavior by Mcshane, S. (8th edition)

Organizational Behavior
Chapter 10
Power and influence in the workplace

The meaning of power

Power: the capacity of a person, team or organization to influence others.

  • It is only the potential
  • Power is based on the target’s perception that the power controller holds
  • Power involves asymmetric (unequal) dependence of one party on another party
    Countervailing power: the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship.
  • All power relationships depend on
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Labor- and organizational psychology: De beste artikelen samengevat

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This is a summary of the book Organizational Behavior by Mcshane, S (8th edition). This book is about psychology at the workplace. It contains for instance ways to increase employee satisfaction and workplace dynamics. The book is used in the course 'Labor and and organisational psychology' at the f...

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Oefententamens Social and Work & Organisational Psychology - UvA

Oude tentamens en oefenvragen bij Organizational Behavior voor het eerstejaars vak Social and Work & Organisational Psychology - UvA Deel A bevat vragen bij sociale psychologie, deel B gaat over Arbeids- en Organisatiepsychologie De 128 oefenvragen bij McShane en Von Glinow zijn gebaseerd op de ...

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