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The Beginning of Organizational Psychology Organizational psychology had its origins in the early 20th century. Sometimes referred to as industrial psychology, organizational psychology is concerned with how humans work and interact in various jobs and organizations. It was only later in the century that the field of organizational psychology developed as an experimental science. Unlike most other academic fields, business leaders immediately understood how research into worker psychology and productivity could have a positive impact on both the worker's well-being and the company's profit margins. Leading organizational psychologists of the early 1900s soon found themselves outside of the classroom and into the factories, conducting research. From 1929 to 1932, Elton Mayo (1880–1949) and his colleagues began a series of studies at a plant near Chicago, Western Electric’s Hawthorne Works. This long-term project took industrial psychology beyond just employee selection and placement to a study of more complex problems of interpersonal relations, motivation, and organizational dynamics. These studies mark the origin of organizational psychology. Analysis of the findings by later researchers led to the term the Hawthorne effect, which describes the increase in performance of individuals who are noticed, watched, and paid attention to by researchers or supervisors. What the original researchers found was that any change in a variable, such as lighting levels, led to an improvement in productivity; this was true even when the change was negative, such as a return to poor lighting. The effect faded when the attention faded. The Hawthorne-effect concept endurestoday as an important experimental consideration in many fields and a factor that has to be controlled for in an experiment. Frederick Taylor was an engineer who saw that if one could redesign the workplace there would be an increase in both output for the company and wages for the workers. In 1911, he put forward his theory in a book titled, The Principles of Scientific Management. His book examines management styles, personnel selection, and training, as well as the work itself, using time and motion studies. One of the examples of Taylor’s theory in action involved workers handling heavy iron ingots, which is a block of heavy steel, gold, silver, or other metal. Taylor showed that the workers could be more productive by taking work rests. This method of rest increased worker productivity from 12.5 to 47.0 tons moved per day with less reported fatigue as well as increased wages for the workers who were paid by the ton. At the same time, the company’s cost was reduced from 9.2 cents to 3.9 cents per ton. Despite these increases in productivity, Taylor’s theory received a great deal of criticism at the time because it was believed that it would exploit workers and reduce the number of workers needed. Also, Taylor’s theory was underpinned by the notion that a worker was fundamentally lazy and the goal of Taylor’s scientific management approach was to maximize productivity without much concern for workers’ well-being. His approach was criticized by unions and those sympathetic to workers. Gilbreth was another influential industrial and organizational psychologist who strove to find ways to increase productivity. Using time and motion studies, Gilbreth wanted to make workers more efficient by reducing the number of motions required to perform a task. She not only applied these methods to industry but also to the home, office, shops, and other areas. She investigated employee fatigue and time management stress and found many employees were motivated by money and job satisfaction. In 1914, Gilbreth wrote the book, The Psychology of Management: The Function of the Mind in Determining, Teaching, and Installing Methods of Least Waste, and she is known as the mother of modern management. You can thank her for the idea to put shelves inside refrigerator doors, and she also came up with the concept of using a foot pedal to operate the lid of a trash can. Today, industrial and organizational psychology is a diverse and deep field of research and practice. Psychologists in this particular field of study are sought after by businesses and large corporations looking to gain insights on the psychology of their staff in order to create an effective working environment. Source: OpenStax. (2019). What is industrial and organizational psychology? Reading Paragraph 1 Organizational psychology had its origins in the early 20th century. Sometimes referred to as industrial psychology, organizational psychology is concerned with how humans work and interact in various jobs and organizations. It was only later in the century that the field of organizational psychology developed as an experimental science. Unlike most other academic fields, business leaders immediately understood how research into worker psychology and productivity could have a positive impact on both the worker's well-being and the company's profit margins. Leading organizational psychologists of the early 1900s soon found themselves outside of the classroom and into the factories, conducting research. 1. What does the author say about organizational psychology in the first paragraph? a. It is an area of psychology that immediately became an experimental science b. It is a discipline that is better suited for companies and organizations than it is for schools c. Business leaders believed this research could improve employees’ health and company gains d. It is the most common field of psychology relating to business and workers Reading Paragraph 2 From 1929 to 1932, Elton Mayo (1880–1949) and his colleagues began a series of studies at a plant near Chicago, Western Electric’s Hawthorne Works. This long-term project took industrial psychology beyond just employee selection and placement to a study of more complex problems of interpersonal relations, motivation, and organizational dynamics. These studies mark the origin of organizational psychology. 2. Which of the following is NOT mentioned about Mayo’s studies in paragraph 2? a. They were one of the first studies in the field of organizational psychology b. They took place in Western Electric’s Hawthorne Works c. Their findings led to the discovery of organizational psychology in the workplace d. They studied the complex problems of industrial employees Reading Paragraph 3 Analysis of the findings by later researchers led to the term the Hawthorne effect, which describes the increase in performance of individuals who are noticed, watched, and paid attention to by researchers or supervisors. What the original researchers found was that any change in a variable, such as lighting levels, led to an improvement in productivity; this was true even when the change was negative, such as a return to poor lighting. The effect faded when the attention faded. The Hawthorne-effect concept endures today as an important experimental consideration in many fields and a factor that has to be controlled for in an experiment. 3. Which of the following best expresses the essential information in the highlighted sentence in paragraph 3? Incorrect choices change the meaning in important ways or leave out essential information. a. Good lighting increased productivity and poor lighting led to a decrease in productivity b. Any change, positive or negative, resulted in increased productivity c. Researchers found that darkening the lights improved worker’s productivity d. Changing the lighting levels affected the productivity of workers 4. The word endures in the third paragraph is closest in meaning to a. Continues b. Changes c. Ceases d. Ends Reading Paragraph 4 Frederick Taylor was an engineer who saw that if one could redesign the workplace there would be an increase in both output for the company and wages for the workers. In 1911, he put forward his theory in a book titled, The Principles of Scientific Management. His book examines management styles, personnel selection, and training, as well as the work itself, using time and motion studies. 5. In paragraph 4, what does the author point out about Frederick Taylor? a. His son wrote about his theory in a book called The Principles of Scientific Management b. He compared various management styles and personnel training in his book c. He presented his hypothesis at a scientific conference in 1911 d. He was an engineer who wrote about management in the workplace Reading Paragraph 5 One of the examples of Taylor’s theory in action involved workers handling heavy iron ingots, which is a block of heavy steel, gold, silver, or other metal. Taylor showed that the workers could be more productive by taking work rests. This method of rest increased worker productivity from 12.5 to 47.0 tons moved per day with less reported fatigue as well as increased wages for the workers who were paid by the ton. At the same time, the company’s cost was reduced from 9.2 cents to 3.9 cents per ton. Despite these increases in productivity, Taylor’s theory received a great deal of criticism at the time because it was believed that it would exploit workers and reduce the number of workers needed. Also, Taylor’s theory was underpinned by the notion that a worker was fundamentally lazy and the goal of Taylor’s scientific management approach was to maximize productivity without much concern for worker well-being. His approach was criticized by unions and those sympathetic to workers. 6. What can be inferred from paragraph 5 about the workers in Taylor’s theory? a. Workers were more tired on the job prior to implementing work rests b. His theory showed that workers were inherently lazy c. Many condemned Taylor because he was unsympathetic to workers d. Taylor’s theory was later disproved by other psychologists Reading Paragraph 5 One of the examples of Taylor’s theory in action involved workers handling heavy iron ingots, which is a block of heavy steel, gold, silver, or other metal. Taylor showed that the workers could be more productive by taking work rests. This method of rest increased worker productivity from 12.5 to 47.0 tons moved per day with less reported fatigue as well as increased wages for the workers who were paid by the ton. At the same time, the company’s cost was reduced from 9.2 cents to 3.9 cents per ton. Despite these increases in productivity, Taylor’s theory received a great deal of criticism at the time because it was believed that it would exploit workers and reduce the number of workers needed. Also, Taylor’s theory was underpinned by the notion that a worker was fundamentally lazy and the goal of Taylor’s scientific management approach was to maximize productivity without much concern for workers’ well-being. His approach was criticized by unions and those sympathetic to workers. 7. In paragraph 5, the author mentions “despite these increases in productivity” in order to a. Explain why Taylor's theories were never implemented b. Provide an example of criticism many researchers must be prepared to face c. Elaborate on the fact that Taylor had negative opinions toward workers d. State that there were more concerns besides just an increase in worker output Reading Paragraph 6 Gilbreth was another influential industrial and organizational psychologist who strove to find ways to increase productivity. Using time and motion studies, Gilbreth wanted to make workers more efficient by reducing the number of motions required to perform a task. She not only applied these methods to industry but also to the home, office, shops, and other areas. She investigated employee fatigue and time management stress and found many employees were motivated by money and job satisfaction. In 1914, Gilbreth wrote the book, The Psychology of Management: The Function of the Mind in Determining, Teaching, and Installing Methods of Least Waste, and she is known as the mother of modern management. You can thank her for the idea to put shelves inside refrigerator doors, and she also came up with the concept of using a foot pedal to operate the lid of a trash can. 8. According to paragraph 6, which best describes Gilbreth? a. She was an organizational psychologist focused on studying teachers b. She was fatigued and stressed about time when she was an employee c. She is one of the most famous psychologists in her field d. She is sometimes referred to as the mother of modern management 9. Look at the four squares (A, B, C, D) that indicate where the following sentence could be added to the passage. Her contributions to increased efficiency can still be found in modern homes today. Where would the sentence best fit? Gilbreth was another influential industrial and organizational psychologist who strove to find ways to increase productivity. A Using time and motion studies, Gilbreth wanted to make workers more efficient by reducing the number of motions required to perform a task. She not only applied these methods to industry but also to the home, office, shops, and other areas. She investigated employee fatigue and time management stress and found many employees were motivated by money and job satisfaction. B In 1914, Gilbreth wrote the book, The Psychology of Management: The Function of the Mind in Determining, Teaching, and Installing Methods of Least Waste, and she is known as the mother of modern management. C You can thank her for the idea to put shelves inside refrigerator doors, and she also came up with the concept of using a foot pedal to operate the lid of a trash can. D 10. DIRECTIONS: An introductory sentence for a brief summary of the passage is provided below. Complete the summary by selecting the THREE answer choices that express the most important ideas in the passage. Some sentences do not belong in the summary because they express ideas that are not presented in the passage or are minor ideas in the passage. This question is worth 2 points. a. Gilbreth worked to reduce motions in a task in order to make people more efficient in their jobs b. Organizational psychology is the study of how people interact within their jobs or organizations c. Organizational psychologists are sought out by businesses d. The studies done by Elton Mayo led to the discovery of the Hawthorne effect e. Organizational psychology has increased work productivity in the U.S. since the early 1900s f. Frederick Taylor theories contributed to a better understanding of how to improve productivity |
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