Industrial-Organizational Psychology

A systematic process of collecting information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. It forms the foundation for virtually all human resource functions including selection, training, performance appraisal, and compensation.

The process of using evidence-based tools and methods to identify and hire candidates who are most likely to succeed in a given job. Effective selection systems rely on validated predictors such as structured interviews, cognitive ability tests, work samples, and assessment centers.

The systematic evaluation of employee job performance and contribution to the organization. Modern performance management systems include goal-setting, ongoing feedback, and multi-source (360-degree) evaluations to reduce rater bias and improve accuracy.

Employees' perceptions of fairness in the workplace, encompassing distributive justice (fairness of outcomes), procedural justice (fairness of processes), and interactional justice (fairness in interpersonal treatment). Justice perceptions strongly predict job satisfaction, commitment, and turnover.

A leadership style in which leaders inspire and motivate followers by articulating a compelling vision, serving as role models, stimulating intellectual curiosity, and providing individualized consideration. It contrasts with transactional leadership, which relies on contingent rewards and management by exception.

An employee's overall evaluative judgment about their job, reflecting the degree to which they find their work fulfilling, meaningful, and aligned with their values. It is influenced by factors such as pay, autonomy, relationships, and opportunities for growth.

The psychological bond an employee feels toward their organization. Meyer and Allen's three-component model distinguishes affective commitment (emotional attachment), continuance commitment (cost of leaving), and normative commitment (sense of obligation).

Systematic efforts to improve employee knowledge, skills, and abilities through instructional design, on-the-job learning, coaching, and development programs. Effective training follows a needs assessment, uses evidence-based instructional methods, and measures transfer of learning to the job.

The internal and external factors that energize, direct, and sustain work behavior. Major theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, Deci and Ryan's self-determination theory, and Locke and Latham's goal-setting theory.

The extent to which organizations attract, develop, and retain employees from varied demographic backgrounds, and create a climate in which all individuals feel valued, respected, and able to contribute fully. Research shows that well-managed diversity improves decision-making and innovation.