This module provides an introduction to industrial and organizational (I/O) psychology. I/O psychology is an area of psychology that specializes in the scientific study of behavior in organizational settings and the application of psychology to understand work behavior. The U.S. Department of Labor estimates that I/O psychology, as a field, will grow 26% by the year 2018. I/O psychologists typically have advanced degrees such as a Ph.D. or master’s degree and may work in academic, consulting, government, military, or private for-profit and not-for-profit organizational settings. Depending on the state in which they work, I/O psychologists may be licensed. They might ask and answer questions such as “What makes people happy at work?” “What motivates employees at work?” “What types of leadership styles result in better performance of employees?” “Who are the best applicants to hire for a job?” One hallmark of I/O psychology is its basis in data and evidence to answer such questions, and I/O psychology is based on the scientist-practitioner model. The key individuals and studies in the history of I/O psychology are addressed in this module. Further, professional I/O associations are discussed, as are the key areas of competence developed in I/O master’s programs.

This resource is a video abstract of a research paper created by Research Square on behalf of its authors. It provides a synopsis that's easy to understand, and can be used to introduce the topics it covers to students, researchers, and the general public. The video's transcript is also provided in full, with a portion provided below for preview:

"Employees can be a fountain of idesas on how an organization is run. Yet sometimes, they might feel compelled to keep quiet, fearing conflict or controversy. This so-called “defensive silence” can damage both performance and employee morale. While the source of this fear can vary, new research links defensive silence to repeated structural reform within an organization. Among the most devastating examples of employee silence is the Space Shuttle Columbia disaster of 2003. The cause—a flying piece of insulating foam on takeoff— was long known to NASA engineers as a possible risk. But to avoid disputes, they withheld their concerns from management, who assumed that mission safety was ensured. Research on the origins of defensive silence is still emerging. There is, however, reason to believe that structural reforms could play a role. These shifts in organizational boundaries, tasks, or position can help public organizations adapt to a dynamic environment..."

The rest of the transcript, along with a link to the research itself, is available on the resource itself.

TED Studies, created in collaboration with Wiley, are curated video collections — supplemented by rich educational materials — for students, educators and self-guided learners. In Leading Wisely, speakers share powerful insights about leaders across a wide range of fields and domains who inspire great results from their teams. Great management in a turbulent global economy has never been so important. Relevant areas of interest, study and coursework include: 

Psychology is designed to meet scope and sequence requirements for the single-semester introduction to psychology course. The book offers a comprehensive treatment of core concepts, grounded in both classic studies and current and emerging research. The text also includes coverage of the DSM-5 in examinations of psychological disorders. Psychology incorporates discussions that reflect the diversity within the discipline, as well as the diversity of cultures and communities across the globe.Senior Contributing AuthorsRose M. Spielman, Formerly of Quinnipiac UniversityContributing AuthorsKathryn Dumper, Bainbridge State CollegeWilliam Jenkins, Mercer UniversityArlene Lacombe, Saint Joseph's UniversityMarilyn Lovett, Livingstone CollegeMarion Perlmutter, University of Michigan

By the end of this section, you will be able to:Define organizational psychologyExplain the measurement and determinants of job satisfactionDescribe key elements of management and leadershipExplain the significance of organizational culture

By the end of this section, you will be able to:Understand the scope of study in the field of industrial and organizational psychologyDescribe the history of industrial and organizational psychology

This resource is a video abstract of a research paper created by Research Square on behalf of its authors. It provides a synopsis that's easy to understand, and can be used to introduce the topics it covers to students, researchers, and the general public. The video's transcript is also provided in full, with a portion provided below for preview:

"Change, as they say, is good. But can repeated structural change be bad? New research says that for public organizations, that could be the case. A look at the structural reform history of public organizations in Belgium reveals that repetitive reorganization is linked to employee absenteeism—possibly due to stress and anxiety bred by a culture of constant change. Over the past decade, reforms in the public sector have become exceedingly common—whether through mergers or acquisitions, the adoption of new tasks, or changes in legal status. The trend, it appears, is a response to increasing demands on public sector performance. But while an organizational pivot can often be beneficial, repeated change could actually do more harm than good. Experts have warned [organizations swamped with repetitive structural reforms] that staff could suffer from high levels of stress and anxiety—a process dubbed “repetitive change injury”..."

The rest of the transcript, along with a link to the research itself, is available on the resource itself.