Industrial and Organizational Psychology

Clinical Psychology is not a primary area of focus in Industrial and Organizational Psychology, which primarily deals with workplace-related issues.

Organizational culture encompasses the shared values, beliefs, and norms that shape the behavior and interactions of individuals within an organization.

Maslow's Hierarchy of Needs proposes that individuals are motivated by a hierarchy of needs, starting with basic physiological needs and progressing to higher-level needs for self-actualization.

Herzberg's Two-Factor Theory proposes that job satisfaction is influenced by Motivational Factors (e.g., challenging work, recognition) and Hygiene Factors (e.g., salary, working conditions).

Expectancy Theory suggests that employees are motivated by their expectations about the relationship between their effort, performance, and outcomes (e.g., rewards, recognition).

Organizational Justice encompasses the perception of fairness in the distribution of rewards and resources within an organization, including Distributive Justice (fairness in outcomes), Procedural Justice (fairness in processes), and Interactional Justice (fairness in interpersonal treatment).

Autocratic Leadership is characterized by a strong focus on control, where the leader makes decisions without consulting others and closely monitors performance.

Democratic Leadership involves consulting with team members, encouraging participation, and making decisions collaboratively.

Laissez-Faire Leadership is characterized by a lack of active involvement from the leader, who gives employees considerable freedom to make decisions and manage their own work.

Transformational Leadership involves inspiring and motivating followers through clear communication, charisma, and a shared vision that transcends individual interests.

Job Analysis involves systematically collecting and analyzing data about the tasks, responsibilities, and requirements of a specific job.

Absolute Standards involve comparing an employee's performance to a predetermined set of standards, without considering the performance of others.

360-Degree Feedback involves collecting feedback from multiple sources, including peers, supervisors, and subordinates, to provide a comprehensive evaluation of an employee's performance.

Forced Ranking involves ranking employees against each other, often resulting in a forced distribution of ratings, where a certain percentage of employees must fall into each performance category.

Performance Management involves the ongoing process of identifying and addressing performance issues with the goal of improving employee performance.