Industrial and organizational psychology

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Industrial and organizational psychology is "the branch of applied psychology concerned with the application of psychologic principles and methods to industrial problems including selection and training of workers, working conditions, etc."[1]

Organizational culture and climate

Organizational culture is "beliefs and values shared by all members of the organization. These shared values, which are subject to change, are reflected in the day to day management of the organization.". [2]

Organizational states

Flourishing

Flourishing involves a positive state of psychological or social well-being and positive functioning (not necessarily learning) and addresses life in general rather than just work.[3]

Important contributors to flourishing focus on relationships with others at work and are[4]:

  • Giving to others (due to impact on meaningfulness)
  • Task assistance receipt (due to impact on job satisfaction)
  • Friendship (due to positive emotions at work)
  • Personal growth (due to impact on life satisfaction).

A short scale to measure flourishing has been proposed.[5]

Thriving

Thriving has two components according to factor analysis[6]:

  • Vitality
  • Sense of learning or improvement

Thriving is negatively correlated with burnout.[7][8]

Empowerment

Empowerment has four dimensions according to factor analysis[9]:

  • Meaningfulness or purpose
  • Competence or efficacy
  • Self-determination
  • Impact

Engagement

Empowerment has three dimensions according to factor analysis[6]:

  • Vigor (physical engagement)
  • Dedication (effective engagement)
  • Absorption (cognitive engagement)

Burnout

Main article: Burnout (psychology)

Interventions to promote positive organizational psychology

Available studies have been reviewed.[10] Studies using appreciative inquiry have been done.[11][12]

Public reporting has been used to try to improve organizational culture.[13][14] Recommendations for how to report have been proposed.[15][16]

Leadership

Main article: Leadership

Organizational decision making

Organizational decision making is "the process by which decisions are made in an institution or other organization". [17]

Decision making by voting, compared to consensus building, leads to "highest satisfaction with the group decision-making process, and the lowest amount of expressed negative socio-emotional behaviors"; however, consensus leads to higher "feelings of personal participation".[18]

After voting on organizational procedures, postdecisional voice by the minority group can reduce negative impact on perceptions of fairness and task commitment by employees in the voting minority. [19]

Delphi technique

A Delphi technique may be more effective.[20][21]

The Delphi technique involves[22]:

  1. Identifying a research problem
  2. Completing a literature search
  3. Developing a questionnaire of statements
  4. Conducting anonymous iterative mail or e-mail questionnaire rounds
  5. Providing individual and/or group feedback between rounds
  6. Summarizing the findings

A modified Delphi had been developed by the RAND Corporation.[23][24]

The technique can vary regarding anonymity of participants and the number of iterations or rounds.

The Delphi Technique can be conducted online either asynchronously via email[25] or synchronously using a software such as ExpertLens.[26][27]

Organizations

See also

References

  1. ↑ Anonymous (2024), Industrial psychology (English). Medical Subject Headings. U.S. National Library of Medicine.
  2. ↑ Anonymous (2024), Organizational culture (English). Medical Subject Headings. U.S. National Library of Medicine.
  3. ↑ Spreitzer, Gretchen, et al. "A socially embedded model of thriving at work." Organization science 16.5 (2005): 537-549. doi:10.1287/orsc.1050.0153
  4. ↑ Colbert, Amy E., Joyce E. Bono, and Radostina K. Purvanova. "Flourishing via workplace relationships: Moving beyond instrumental support." Academy of Management Journal 59.4 (2016): 1199-1223. doi:10.5465/amj.2014.0506
  5. ↑ Diener, Ed, et al. "New well-being measures: Short scales to assess flourishing and positive and negative feelings." Social Indicators Research 97.2 (2010): 143-156. doi:10.1007/s11205-009-9493-y
  6. ↑ 6.0 6.1 Schaufeli, Wilmar B.; Bakker, Arnold B.; Salanova, Marisa (2006). "The Measurement of Work Engagement With a Short Questionnaire". Educational and Psychological Measurement. SAGE Publications. 66 (4): 701–716. doi:10.1177/0013164405282471. ISSN 0013-1644.
  7. ↑ Porath, Christine; Spreitzer, Gretchen; Gibson, Cristina; Garnett, Flannery G. (2011-05-19). "Thriving at work: Toward its measurement, construct validation, and theoretical refinement". Journal of Organizational Behavior. Wiley-Blackwell. 33 (2): 250–275. doi:10.1002/job.756. ISSN 0894-3796.
  8. ↑ Hildenbrand K, Sacramento CA, Binnewies C (2016). "Transformational Leadership and Burnout: The Role of Thriving and Followers' Openness to Experience". J Occup Health Psychol. doi:10.1037/ocp0000051. PMID 27631555.
  9. ↑ Spreitzer, G. M. (1995-10-01). "PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION". Academy of Management Journal. The Academy of Management. 38 (5): 1442–1465. doi:10.2307/256865. ISSN 0001-4273.
  10. ↑ Meyers, M. Christina; van Woerkom, Marianne; Bakker, Arnold B. (2013). "The added value of the positive: A literature review of positive psychology interventions in organizations". European Journal of Work and Organizational Psychology. Informa UK Limited. 22 (5): 618–632. doi:10.1080/1359432x.2012.694689. ISSN 1359-432X.
  11. ↑ Ruhe MC, Bobiak SN, Litaker D, Carter CA, Wu L, Schroeder C; et al. (2011). "Appreciative Inquiry for quality improvement in primary care practices". Qual Manag Health Care. 20 (1): 37–48. doi:10.1097/QMH.0b013e31820311be. PMC 4222905. PMID 21192206.
  12. ↑ Peelle, Henry E. (2006). "Appreciative Inquiry and Creative Problem Solving in Cross-Functional Teams". The Journal of Applied Behavioral Science. SAGE Publications. 42 (4): 447–467. doi:10.1177/0021886306292479. ISSN 0021-8863.
  13. ↑ Haldane, Andrew (March 20, 2017). "Productivity puzzles". bankofengland.co.uk. Bank of England. Retrieved 2017-07-16.
  14. ↑ Anonymous. "2016 NHS Staff Survey Results". National Health Service. Retrieved 2017-07-17.
  15. ↑ Fox, Jonathan (2007). "The uncertain relationship between transparency and accountability". Development in Practice. Informa UK Limited. 17 (4–5): 663–671. doi:10.1080/09614520701469955. ISSN 0961-4524.
  16. ↑ Fox, Jonathan A. (2015). "Social Accountability: What Does the Evidence Really Say?". World Development. Elsevier BV. 72: 346–361. doi:10.1016/j.worlddev.2015.03.011. ISSN 0305-750X.
  17. ↑ Anonymous (2024), Organizational decision making (English). Medical Subject Headings. U.S. National Library of Medicine.
  18. ↑ Green, Stephen G.; Taber, Thomas D. (1980). "The effects of three social decision schemes on decision group process". Organizational Behavior and Human Performance. 25 (1): 97–106. doi:10.1016/0030-5073(80)90027-6. ISSN 0030-5073.
  19. ↑ Hunton, James E.; Price, Kenneth H.; Hall, Thomas W. (1996). "A field experiment examining the effects of membership in voting majority and minority subgroups and the ameliorating effects of postdecisional voice". Journal of Applied Psychology. 81 (6): 806–812. doi:10.1037/0021-9010.81.6.806. ISSN 0021-9010.
  20. ↑ Van de Ven, Andrew H., and Andre L. Delbecq. "The effectiveness of nominal, Delphi, and interacting group decision making processes." Academy of management Journal 17.4 (1974): 605-621. JStor
  21. ↑ Van de, A. H.; Delbecq, A. L. (1974-12-01). "The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes". Academy of Management Journal. The Academy of Management. 17 (4): 605–621. doi:10.2307/255641. ISSN 0001-4273.
  22. ↑ Humphrey-Murto S, Varpio L, Wood TJ, Gonsalves C, Ufholz LA, Mascioli K; et al. (2017). "The Use of the Delphi and Other Consensus Group Methods in Medical Education Research: A Review". Acad Med. doi:10.1097/ACM.0000000000001812. PMID 28678098.
  23. ↑ "Delphi Method". rand.org. RAND Corporation. Retrieved 2017-07-15.
  24. ↑ Fitch, K (2001). "The RAND/UCLA Appropriateness Method User's Manual". rand.org. RAND Corporation. ISBN 0-8330-2918-5. Retrieved 2017-07-15.
  25. ↑ Rideout C, Gil R, Browne R, Calhoon C, Rey M, Gourevitch M; et al. (2013). "Using the Delphi and snow card techniques to build consensus among diverse community and academic stakeholders". Prog Community Health Partnersh. 7 (3): 331–9. doi:10.1353/cpr.2013.0033. PMC 4154599. PMID 24056515.
  26. ↑ Khodyakov D, Grant S, Meeker D, Booth M, Pacheco-Santivanez N, Kim KK (2017). "Comparative analysis of stakeholder experiences with an online approach to prioritizing patient-centered research topics". J Am Med Inform Assoc. 24 (3): 537–543. doi:10.1093/jamia/ocw157. PMID 28011596.
  27. ↑ Khodyakov D, Grant S, Barber CE, Marshall DA, Esdaile JM, Lacaille D (2017). "Acceptability of an online modified Delphi panel approach for developing health services performance measures: results from 3 panels on arthritis research". J Eval Clin Pract. 23 (2): 354–360. doi:10.1111/jep.12623. PMID 27619536.


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