Synthesis on the specialization of I/O Psychology
Industrial-organizational psychology is the application of psychological theories and
principles to organizations, with a focus on enhancing workplace productivity and addressing
employee physical and mental health. I/O psychologists conduct research on a variety of topics
pertaining to the workplace, including hiring, leadership, teamwork, safety, diversity, and
work-life balance. In addition, they design interventions to address work-life conflicts, create
work environments that promote well-being, and offer assistance to employees with family
obligations. The objective is to enhance employee happiness, productivity, and satisfaction.
Industrial and organizational psychologists do research in a variety of work settings,
including hospitals, firms, unions, and factories, and then implement what they have learned.
They do study on a variety of topics including recruiting practices, leadership, collaboration,
safety, diversity, and work-life balance. There are also some I/O psychologists who work at
universities, either as researchers or lecturers. Moreover, I/O psychologists may work in the
fields of training, coaching, and consulting. They could work for the company's human resources
department directly, or they might operate independently to assist an organization in finding a
solution to a particular issue. However, there are common misconceptions and stigma on the
specialization in I/O psychology, as many perceive that I/O psychology always falls under
human resources careers only. But according to the book of Aamodt (2016), there are a variety of
job careers under I/O psychology as also aforementioned.
During the COVID-19 pandemic, the study by Ibrahim (2022) highlights the significance
of adaptability, organizational response, and work-family conflict in determining employee
well-being. The study emphasizes the need for organizations to comprehend the impact of these
factors on employees and implement policies and practices that promote work-life balance and
employee well-being. In addition, Lonska et al. (2021) highlight the negative effects of the
pandemic on work-life balance, particularly for women with young children. This study offers
valuable insights into the factors that can impact the work-life balance and well-being of
employees, as well as how organizations can support employees, particularly those who are most
susceptible to the negative effects of the pandemic. Lastly, Kossek and Ozeki (1998) highlight
the negative impact of work-family conflict on job satisfaction, particularly among women, in a
review article. This study emphasizes the importance of organizations providing flexible work
arrangements and family-friendly policies for employees with family obligations.
In addition to enhancing employee well-being and providing a better balance between
work and personal life, industrial-organizational psychology, in human resources management,
also focuses on recruiting the most qualified candidates for open positions, providing adequate
training to those candidates, and assisting businesses in the formation of cohesive work groups.
According to (Dolan & Schuler, 1987), "Human Resources" refers to the individuals who work
for an organization, and the term also encompasses the policies and practices that relate to
managing and developing employees. Some of the areas that might be addressed include:
compliance, employee relations, compensation and benefits, employee relations, and training and
development. Attracting and choosing the most qualified applicants for available positions is
what recruitment and hiring are all about. Training and development programs are designed to
help workers acquire the expertise they need to do their jobs well. Goals are established, progress
is tracked, workers are given feedback, and finally, their performance in the workplace is
evaluated as part of the performance management process. Equal and competitive compensation
and benefit plans are developed and managed to incentivize and retain qualified employees.
Compliance guarantees that a firm is following all relevant rules and regulations connected to
employment, whereas employee relations foster a healthy work environment, settle disputes, and
handle employee issues.
Furthermore, due to the fierce competition in today's economy, many people eventually
sometimes failed to make success (Smith, 2017). However people in modern societies look to
artificial tools, including scientific ways of hiring and training, to help with the selection process
(Jones, 2022). This strategy is very effective in the modern context since companies are always
looking for and investing in the greatest possible employees. But, there is also a rising awareness
of the need for employee wellness and a work-life balance in the workplace. In order to build
more welcoming and inclusive workplaces, HR and IO psychologists must take these into
account throughout the hiring, selection, and training phases .
When an individual is employed and given proper training, they become a part of the
company's culture and their actions and output have the potential to affect the company's bottom
line. Creating a safe and encouraging workplace is essential if you want your workers to feel
valued and successful. The culture of an organization is crucial to this end because it shapes how
workers feel about their jobs and how they relate to one another. An organization's culture
consists of the attitudes and practices that determine how its members behave in the workplace.
Senior executives are now beginning to pay attention to the fact that it is a significant factor in
determining whether or not a firm will be successful. Since businesses with robust cultures tend
to have stronger stock performance, culture may be seen as a possible source of competitive
advantage (Folz, 2016).
The specialty in I/O psychology explores the application of self-determination theory
(SDT) in understanding and fostering employees’ motivation and engagement as part of the
corporate culture. SDT is an evidence-based method that focuses on meeting workers'
psychological needs, which leads to high-quality motivation and key performance metrics.
Nevertheless, the article noted by Locke and Schattke, who was criticized by SDT of (Ryan &
Deci, 2019), noting that it is "extremely insufficient" and in need of fundamental revision. The
authors of the paper contend that Locke and Schattke's objections are not supported by any new
evidence, and there are hundreds of studies that support SDT. The paper then covers a few
significant arguments stated by Locke and Schattke, such as their views on intrinsic motivation
and autonomy, and gives data that contradicts their beliefs. The authors suggest that SDT's
emphasis on autonomy, competence, and relatedness at work is significant in affecting employee
commitment, effort, vitality, and performance. According to Abraham Korman's evaluation of a
book on industrial psychology written by Lamkin et al. (1971), this subfield of psychology needs
to work more closely with the newly developed area of organizational psychology. Using
concepts from cognitive dissonance and self-theory, Korman also provides a theory of work
behavior that is internally coherent. The book is a great starting point for learning about different
methods for maximizing the use of human resources because of its engaging writing style and
extensive list of sources. The reviewer acknowledges that the book is primarily concerned with
industrial psychology, but suggests that it still be read by contemporary businesses. Employees
that are favorably motivated at work have the potential to alter inequities within the company as
well as significantly improve the culture of the organization.
Concerning organizational culture and change more generally, the new method relies on
the participation of all employees. Under this framework, the responsibility for fostering the
company's culture is shared across a wide range of stakeholders, rather than being assigned to a
single division. This method is reflective of modern business in that it allocates responsibility for
shaping company culture across a variety of official and informal channels (Yohn, 2021).
Industrial-organizational psychology, in conclusion, focuses on the use of psychological
theories and principles to improve workplace efficiency and employee physical and mental
health. As a result of the COVID-19 pandemic, the importance of employee adaptability,
organizational reaction, and the balance between work and home life has been brought to light.
Industrial-organizational psychology is vital to human resource management, which includes
recruitment, training, development, compensation, benefits, compliance, and employee relations.
Creating a friendly and inclusive workplace that promotes employee wellbeing and work-life
balance is crucial. The organization's culture is also essential, as it influences how employees
feel about their jobs and how they interact with one another. Industrial-organizational psychology
investigates the application of self-determination theory (SDT) to comprehending and
encouraging the motivation and engagement of employees as part of the business culture.
Although there is a need to collaborate more closely with the recently created field of
organizational psychology, industrial-organizational psychology offers useful insights into
boosting employee happiness, productivity, and satisfaction, which are essential to attaining
economic success.
References
Aamodt, M. (2016). Industrial Psychology, 8th ed. Cengage Learning Asia Ptd Ltd
Folz, C. (2016, September 22). How To Change Your Organizational Culture. SHRM; SHRM.
https://www.shrm.org/hr-today/news/hr-magazine/1016/pages/how-to-change-your-organizationa
l-culture.aspx
Ibrahim. (2022). Employee Well-Being During COVID-19 Pandemic: The Role of Adaptability,
Work-Family Conflict, and Organizational Response - Ibrahim Al-Jubari, Aissa Mosbah, Suha
Fouad Salem, 2022. SAGE Open.
https://journals.sagepub.com/doi/full/10.1177/21582440221096142
Jones, K. (2022, July 16). 6 ways AI can improve the talent acquisition process.
SearchHRSoftware.
https://www.techtarget.com/searchhrsoftware/tip/6-ways-AI-can-improve-the-talent-acquisition-
process
Kossek, E., & Ozeki, C. (1998). Work-Family Conflict, Policies, and the Job-Life Satisfaction
Relationship: A Review and Directions for Organizational Behavior-Human Resources
Research. Journal of Applied Psychology, 83(2), 139–149.
Lonska, J., Mietule, I., Litavniece, L., Arbidane, I., Vanadzins, I., Matisane, L., & Paegle, L.
(2021). Work–Life Balance of the Employed Population During the Emergency Situation of
COVID-19 in Latvia. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.682459
Ryan, R. M., & Deci, E. L. (2019). Research on intrinsic and extrinsic motivation is alive, well,
and reshaping 21st-century management approaches: Brief reply to Locke and Schattke (2019).
Motivation Science, 5(4), 291–294. https://doi.org/10.1037/mot0000128
Smith, A. (2017). The Role of Self-Interest and Competition in a Market Economy | Education
Resources | St. Louis Fed. Stlouisfed.org.
https://www.stlouisfed.org/education/economic-lowdown-podcast-series/episode-3-the-role-of-se
lf-interest-and-competition-in-a-market-economy
Yohn D. L. (2021). Company Culture Is Everyone’s Responsibility. Harvard Business Review.
https://hbr.org/2021/02/company-culture-is-everyones-responsibility
