Barcus.histof io

Industrial/OrganizationalIndustrial/Organizational
PsychologyPsychology
Sydney BarcusSydney Barcus

Industrial Organizational Psych.Industrial Organizational Psych.
The Ancient stirrings…The Ancient stirrings…
 Aristotle, inAristotle, in PoliticsPolitics, developed, developed
foundations for many modernfoundations for many modern
management concepts:management concepts:
 specialization of laborspecialization of labor
 delegation of authoritydelegation of authority
 departmentalizationdepartmentalization
 decentralizationdecentralization
 leadership selectionleadership selection

Ideas grow…Ideas grow…
 In the mid 17In the mid 17thth
century, Thomas Hobbescentury, Thomas Hobbes
advocated strong centralized leadership asadvocated strong centralized leadership as
a means for bringing "order to the chaosa means for bringing "order to the chaos
created by man". He provided a justificationcreated by man". He provided a justification
for autocratic rule that helped establish thefor autocratic rule that helped establish the
pattern for organizations through the 19thpattern for organizations through the 19th
century.century.
 In the late 17In the late 17thth
Century, John LockeCentury, John Locke
presents that leadership is granted by thepresents that leadership is granted by the
governed… which in effect, advocatesgoverned… which in effect, advocates
participatory managementparticipatory management

Ideas grow…Ideas grow…
 In 1776, Adam Smith’s: The WealthIn 1776, Adam Smith’s: The Wealth
of Nations revolutionized economicof Nations revolutionized economic
and organizational thought byand organizational thought by
suggesting the use ofsuggesting the use of centralizationcentralization
of laborof labor and equipment in factories,and equipment in factories,
division ofdivision of specialized laborspecialized labor, and, and
management of specializationmanagement of specialization inin
factoriesfactories

The field begins to emerge…The field begins to emerge…
 1881: The first school of1881: The first school of professionalprofessional
managementmanagement was started at the Univ. ofwas started at the Univ. of
PennsylvaniaPennsylvania
 1883: Frederick W. Taylor began1883: Frederick W. Taylor began
experiments at the Midvale and Bethlehemexperiments at the Midvale and Bethlehem
Steel plant, which later led to theSteel plant, which later led to the
development of his "scientificdevelopment 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)

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 toW.L. Bryan, encouraged psychologists to
study "concrete activities and functions asstudy "concrete activities and functions as
the appear in every day life". Although hethe appear in every day life". Although he
didn't cite industry directly, he encourageddidn't cite industry directly, he encouraged
these sorts of "real life" applications of athese 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 typographicalIronically, it appeared in print only as a typographical
error. Bryan was quoting a sentence he had written fiveerror. Bryan was quoting a sentence he had written five
years earlier in which he spoke of the need for moreyears earlier in which he spoke of the need for more
research inresearch in individualindividual psychology. Instead, Bryan wrotepsychology. Instead, Bryan wrote
industrialindustrial psychology and did not catch his mistake."psychology and did not catch his mistake."
(Muchinsky, 1997, p10;)(Muchinsky, 1997, p10;)

Walter Dill ScottWalter Dill Scott
 Also in 1903, Walter Dill Scott gave a talk toAlso in 1903, Walter Dill Scott gave a talk to
Chicago business leaders on the application ofChicago business leaders on the application of
psychology to advertising, which led to thepsychology to advertising, which led to the
publication of two books on the topic published inpublication of two books on the topic published in
1903 & 1908.1903 & 1908.
 By 1911 he had published two more booksBy 1911 he had published two more books
((Influencing Men in BusinessInfluencing Men in Business andand IncreasingIncreasing
Human Efficiency in BusinessHuman Efficiency in Business), and became the), and became the
first to apply the principles of psychology tofirst 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 ofHe also became instrumental in the application of
personnel procedures within the army during Worldpersonnel 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 thePioneered the
application ofapplication of
psychologicalpsychological
findings fromfindings from
laboratorylaboratory
experiments toexperiments to
practical matterspractical matters
 He was the first toHe was the first to
encourageencourage
government fundedgovernment funded
research in the arearesearch 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 concernedIn 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, andmonotony, interest, learning, work satisfaction, and
rewards."rewards."
 In 1913 his bookIn 1913 his book Psychology and IndustrialPsychology and Industrial
EfficiencyEfficiency addressed such things as personneladdressed such things as personnel
selection and equipment designselection and equipment design
 Munsterberg’s early concept of I/O psychologyMunsterberg’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 servewas 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'sHis ideas were influential well into the 1950's

Frederick TaylorFrederick Taylor
 About the same time as Munsterberg, FrederickAbout the same time as Munsterberg, Frederick
Taylor began publishing similar philosophies onTaylor began publishing similar philosophies on
management -- which had a tremendous impact onmanagement -- which had a tremendous impact on
organizational managementorganizational management
 Taylor realized the value of redesigning the workTaylor realized the value of redesigning the work
situation (thru use of time and motion studies) tosituation (thru use of time and motion studies) to
achieve both higher output for the company andachieve both higher output for the company and
higher wages for the worker “Pay the worker, nothigher wages for the worker “Pay the worker, not
the job”.the job”.
 His bookHis book Shop ManagementShop Management (1909) explained(1909) explained
management's role in motivating workers to avoidmanagement'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"

The good news…The good news…
 1911 Taylor's book1911 Taylor's book The Principles of ScientificThe Principles of Scientific
ManagementManagement; suggested:; suggested:
 scientifically design work methods for efficiencyscientifically design work methods for efficiency
 select the best workers and train them in the bestselect the best workers and train them in the best
methodsmethods
 A study he did showed workers who handle heavyA study he did showed workers who handle heavy
iron ingots were more productive when given workiron ingots were more productive when given work
restsrests
 Training when to work and when to rest raisedTraining when to work and when to rest raised
productivity from 12.5 to 47.0 tons moved perproductivity 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 wagesThis 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

The controversy…The controversy…
 Taylor's methods led to charges that heTaylor's methods led to charges that he
inhumanely exploited workers for higher wagesinhumanely exploited workers for higher wages
and that great numbers of workers would beand that great numbers of workers would be
unemployed because fewer were neededunemployed because fewer were needed (a(a
sensitive topic since unemployment was already high atsensitive topic since unemployment was already high at
the time)the time)
 Both the Interstate Commerce CommissionBoth the Interstate Commerce Commission
and the U.S. House of Representatives beganand the U.S. House of Representatives began
investigationsinvestigations
 Taylor replied that increased efficiency wouldTaylor replied that increased efficiency would
produce greater not lesser prosperityproduce greater not lesser prosperity
 Outbreak of WWI distracted most from theOutbreak of WWI distracted most from the
controversy before much was resolvedcontroversy before much was resolved

Lillian GilbrethLillian Gilbreth
The Mother of Modern ManagementThe Mother of Modern Management
 In 1900 at age 22, sheIn 1900 at age 22, she
earned a BA in Litearned a BA in Lit
from Berkeley, despitefrom Berkeley, despite
her Father’s belief thather Father’s belief that
educating women waseducating women was
a waste of time.a waste of time.
 She spoke at theShe spoke at the
commencement, the 1commencement, the 1stst
woman ever to do sowoman ever to do so
at any U of C campusat any U of C campus
 She earned a MA fromShe earned a MA from
Berkeley (also in Lit.)Berkeley (also in Lit.)
in 1902.in 1902.

 After graduation, she meets and falls inAfter graduation, she meets and falls in
love with an uneducated builder namedlove 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 managementand Lillian looks into scientific management
principles. They begin consulting together.principles. They begin consulting together.
 In 1915, Lillian receives a PhD inIn 1915, Lillian receives a PhD in
Educational Psychology, with an emphasisEducational Psychology, with an emphasis
in management, at Brown University. Atin management, at Brown University. At
commencement, she is accompanied bycommencement, she is accompanied by
her 4 children, all under age 5.her 4 children, all under age 5.

 1924: Nine years have passed, and she has had1924: Nine years have passed, and she has had
another 8 children. She and Frank performanother 8 children. She and Frank perform
groundbreaking work in process simplification,groundbreaking work in process simplification,
efficiency and employee motivation. She is the firstefficiency and employee motivation. She is the first
to recognize the impact of stress and fatigue onto 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 weand makes tremendous contributions to how we
work, which endure to this day. She puts all of herwork, 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,
calledcalled Cheaper By the Dozen.Cheaper By the Dozen.

Some of her contributions:Some of her contributions:
 Designed the layout of keys on a typewriterDesigned the layout of keys on a typewriter
keyboardkeyboard
 Invented scaffoldingInvented scaffolding
 Created the process hospitals use to organizeCreated the process hospitals use to organize
instruments during surgeryinstruments during surgery
 Designed the first continuous-surface-model kitchenDesigned 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 injuriesInvented “hospital corners” to prevent back injuries
in nursesin nurses
 Designed a myriad of household appliances andDesigned a myriad of household appliances and
industrial equipment.industrial equipment.

World War IWorld War I
 Robert Yerkes was the most influential in gettingRobert Yerkes was the most influential in getting
psychology into the warpsychology into the war
 He proposed ways of screening recruits for mentalHe 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 soldierCommittees of psychologists also investigated soldier
motivation, morale, psychological problems of physicalmotivation, morale, psychological problems of physical
incapacity ("shell shock"), and disciplineincapacity ("shell shock"), and discipline
 Army was skeptical and approved only a modest numberArmy 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 generalwhich 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, andconducted performance evaluations of officers, and
developed and prepared job duties and qualifications fordeveloped and prepared job duties and qualifications for
over 500 military jobsover 500 military jobs

After World War IAfter World War I
 Psychological Corporation started byPsychological Corporation started by
James Cattell in 1921James Cattell in 1921
 Main purpose was to advance psychologyMain purpose was to advance psychology
and promote its usefulness to industryand promote its usefulness to industry
 Also to maintain quality reputation of fieldAlso to maintain quality reputation of field
by serving as a place for companies to getby serving as a place for companies to get
reference checks on prospectivereference checks on prospective
psychologistspsychologists
 Helped companies weed out quacks fromHelped companies weed out quacks from
qualified professionalsqualified professionals
 Mission has shifted: Today serves as oneMission has shifted: Today serves as one
of largest publishers of psychological testsof largest publishers of psychological tests

The Hawthorne StudiesThe Hawthorne Studies
 In 1924 a series of experiments began at theIn 1924 a series of experiments began at the
Hawthorne Works of the Western Electric CompanyHawthorne Works of the Western Electric Company
 Researchers from Harvard University set out toResearchers from Harvard University set out to
study the relation between lighting and efficiencystudy 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 improvebut 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 novelbehavior following the onset of a novel
treatment (generally new or increasedtreatment (generally new or increased
attention). Effect eventually wears offattention). Effect eventually wears off
(behavior returns to original) as the(behavior returns to original) as the
"novelty" dissipates"novelty" dissipates

The Hawthorne StudiesThe Hawthorne Studies
 In 1933In 1933 Elton MayoElton Mayo made his interim report on themade his interim report on the
Hawthorne studies. It contains the first significantHawthorne studies. It contains the first significant
call for the human relations movementcall for the human relations movement
 Mayo showed the existence of informal employeeMayo showed the existence of informal employee
groups and their effects on production, thegroups and their effects on production, the
importance of employee attitudes, the value of aimportance of employee attitudes, the value of a
sympathetic and understanding supervisor, and thesympathetic and understanding supervisor, and the
need to treat people as people -- not simply asneed to treat people as people -- not simply as
human capitalhuman capital
 This was one of the benchmark events in theThis was one of the benchmark events in the
development of industrial psychologydevelopment of industrial psychology
 By this time, several Universities offered a PhDBy 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 personnelApplied psychology in personnel
managementmanagement (5th ed.)(5th ed.).. Upper Saddle River, NJ: Prentice Hall.Upper Saddle River, NJ: Prentice Hall.
 Munchinsky, P.M.(2002): Psychology Applied to Work: AnMunchinsky, P.M.(2002): Psychology Applied to Work: An
Introduction to Industrial and Organizational PsychologyIntroduction to Industrial and Organizational Psychology
 Spector, P. E. (2000).Spector, P. E. (2000). Industrial and organizational psychology:Industrial and organizational psychology:
Research and practiceResearch and practice (2nd ed.). New York, NY: John Wiley &(2nd ed.). New York, NY: John Wiley &
SonsSons
WebsitesWebsites
www.SIOP.orgwww.SIOP.org
www.wcupa.edu/_Academics/sch_cas.psy/Career_Paths/Industrial/Cawww.wcupa.edu/_Academics/sch_cas.psy/Career_Paths/Industrial/Ca
www.sdsc.edu/ScienceWomen/www.sdsc.edu/ScienceWomen/gilbrethgilbreth.html.html

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