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Industrial Organizational Psychology - Coggle Diagram

- - - - Individualists are more likely to define themselves in terms of an independent self.
      - people see themselves as being a unique individual with a stable collection of personal traits and that these traits drive behavior
    - - This means that people see themselves as A) defined differently in each new social context and B) social context, rather than internal traits, are the primary drivers of behavior
- - - - focuses on the job itself, and involves developing a list of tasks that the job involves.
      - it produces a job description that we can later use to identify training needs and the valuable behaviors that we should reward.
    - - focuses on identifying the qualities needed by an employee to successfully perform the job in question
      - “KSAs”
        
        I-O psychologists have tried to identify several key characteristics of employees, including their knowledge (things they know), their skills (such as skill at persuading others), and their abilities (more stable traits they possess, like mathematical ability)
      - KSAs is crucial to developing a selection system that identifies job applicants with the right qualifications to be successful.
  - - - which refers to an employee’s overall evaluation of their job, is the most fundamental attitude studied in I-O psychology
      - When a worker has positive feelings and thoughts about his or her job, positive outcome are likely. These outcomes include performing their job at a high level, feeling motivated, and being inclined to do extrarole behaviors that are helpful but aren’t explicitly required as part of the job.
      - Individual difference theory
        This theory suggests that “some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does” (Aamodt, 2010, p. 367). Therefore, for some, roles don’t matter; every task motivates and satisfies them.
      - Discrepancy theory
        Job satisfaction requires certain employee values, expectations, and needs to be met. When not addressed, employee satisfaction suffers.
      - Social learning theory
        The social learning theory suggests that employees observe the degree of happiness of those nearby and then model them.
  - - - Self-regulation theory
        This theory suggests that “employees monitor their own progress toward attaining goals and then make the necessary adjustments; that is, they self-regulate” (Aamodt, 2010, p. 342)
      - Expectancy theory
        “The individual chooses to behave in accordance with the alternative that she or he associates with the highest subjective expected utility” (Rogelberg, 2007, p. 235). The possible outcomes of behavior are factored against the probability of a particular performance level, and the higher the score, the greater the employee’s motivation.
      - Equity theory
        Focuses on the causes and consequences of individuals’ perceived fairness in relationships with others. It suggests our job satisfaction and motivation are related to how well we believe we are being treated compared with others (Rogelberg, 2007; Aamodt, 2010).