From: web-form@Oswego.EDU
Sent: Friday, November 16, 2007 2:04 PM
To: ucc@oswego.edu
Subject: Web Form: Course_Submission

Department_Chair: Karen Wolford
Department_Chair_Email: wolford@oswego.edu
Additional_Contact: Pam Brand dept. curr.comm. chair
Additional_Contact_Email: brand@oswego.edu

Course_Number: Psy 345
Course_Type: Updated Course
Course_Title: Industrial/Organizational Psychology

Catalog_Description: This course describes and explains psychological aspects of work-related behavior, providing students with the skills necessary to effectively address the issues that impact human behavior in the workplace. Students will examine how psychological theories, methods, and research apply to the workplace.

Prerequisites: Psy 100

Fl_irregular basis: Yes
Semester_Hours: 3

Justification: 
Industrial/Organizational Psychology is an established subdiscipline of psychology with a recognized professional association (The Society for Industrial and Organizational Psychology, or SIOP; Division 14 of the American Psychological Association, www.siop.org), professional journals, and many graduate programs dedicated to I/O Psychology at both the masters and doctorate levels. Growing job opportunities in I/O Psychology and related areas (e.g., Industrial and Labor Relations; Business Administration) should attract our undergraduates, necessitating an undergraduate elective offering in this area. It is intended to benefit students in Psychology, Human Development, and other disciplines (e.g., business majors, communication studies majors); as such, it is appropriately offered as a 300-level elective for students with a minimum prerequisite of PSY100.

Course_Objectives: 
Students who complete this course successfully should be able to:
A.conduct a basic job analysis (i.e., specific job description that identifies the nature and component tasks performed by workers) and use this analysis to:
	1.	develop methods for recruiting appropriate job applicants;
	2.	design appropriate training programs;
	3.	assemble or develop job performance evaluation materials and methods
B.describe the strengths and weaknesses of various employee selection practices
C.evaluate job-related psychological testing programs to determine whether the programs are appropriate, practical, and effective
D.conduct a basic performance appraisal that yields useful and meaningful information for the employee and organization
E.develop a rudimentary training and development program for entry-level employees
F.describe effective leadership strategies and approaches for identifying and developing effective leaders
G.explain the interrelationships among motivation, job satisfaction, and job involvement and identify ways to increase these dimensions
H.identify the strengths and weaknesses of organizational structures according to the type of industry
I.conduct a basic workplace safety audit to decrease work-related injuries
J.identify factors that contribute to workplace stress, health, and violence, and ways to improve these dimensions

Course_Description: 
This course is designed to: 
	1) describe and explain psychological aspects of work-related behavior; 
	2) provide students with the skills necessary to effectively address the issues that impact human behavior in the workplace, and 
	3) provide an overview of the theories, research methods, and findings in Industrial/Organizational Psychology. 

A sample course outline follows:
A.Industrial/Organizational Psychology's history and research methods
	1.	origins in military recruit testing during World War I
	2.	expansion during World War II because of technological advances
	3.	current emphasis on organizational factors such as leadership and motivation
	4.	current challenges in I/O psychology (e.g., telecommuting, changing technologies and skills required; globalization; 		workplace diversity) 
	5.	careers in I/O Psychology and educational requirements
	6.	research methods appropriate to I/O Psychology's content areas (experimental methods; naturalistic observation; surveys and 		opinion polls; web-based research; descriptive and inferential statistics)

B.Employee selection
	1.	importance of organizational entry on employee's career trajectory
	2.	employee preferences, skills, abilities, and the recruitment process
	3.	job and worker analyses
	4.	recruitment decisions and selection techniques
	5.	fair employment practices (adverse impact; discrimination)
	6.	types of interviews (traditional/unstructured, structured, situational, online), their effectiveness and impact on 				interviewer judgments
	7.	assessment centers: characteristics and predictive ability

C.Psychological testing in organizational contexts
	1.	principles of psychological testing (standardization, objectivity, test noms, reliability, validity, validity generalization)
	2.	administering psychological tests (individual, group, computerized/adaptive tests, speed tests, power tests)
	3.	types of psychological tests (cognitive abilities, interests, aptitudes, motor skills, personality, integrity, situational 		judgment)
	4.	limitations on psychological testing
D.Performance appraisal
	1.	overview: justification, effectiveness, strengths/weaknesses, opposition
	2.	objective performance appraisal methods (output measures, computerized performance monitoring)
	3.	judgmental performance appraisal methods (written narratives, merit rating techniques, management by objectives)
	4.	biases in performance appraisal (halo effect, etc.)
	5.	methods for improving performance appraisals
E.Training and development
	1.	goals of organizational training programs
	2.	psychological factors involved in the learning process
	3.	training methods (on-the-job, vestibule, apprenticeships, computer-assisted instruction, behavior modification, job rotation, 		case studies, business games, in-basket training, role playing, behavior modeling, executive coaching, diversity training)
	4.	career development and planning
	5.	evaluating organizational training programs
F.Leadership
	1.	approaches to leadership (scientific management, human relations, Theory X, Theory Y)
	2.	theories of leadership (contingency, path-goal, leader-member exchange, implicit leadership theory)
	3.	styles of leadership (authoritarian, democratic, transactional, transformational)
	4.	power and leadership (types of power and their consequences)
	5.	leadership functions (consideration, initiating structure)
	6.	characteristics of effective leadership (first-line supervisors, managers, executives)
G.Motivation and job satisfaction
	1.	theories of motivation (achievement motivation, needs hierarchy, VIE, equity, goal-setting)
	2.	job satisfaction (measuring job satisfaction, job facet satisfaction)
	3.	job involvement and organizational commitment
	4.	personal and organizational factors that influence motivation, job satisfaction, job involvement, and organizational 				commitment
H.Organizational structures
	1.	classic style: bureaucracies
	2.	modern styles: participative, total quality management, self-managing work groups, virtual work groups
	3.	organizational change and development
	4.	socializing new employees/resocializing employees
	5.	organizational culture; person-organization fit
	6.	labor unions
	7.	informal groups; social loafing; group cohesiveness
	8.	technological change and organizational structure
I.Working conditions
	1.	physical working conditions (work sites, office and workspace design, illumination, noise, color, music, 					temperature/humidity)
	2.	work schedules (working hours, permanent part-time employees; alternative work schedules, telecommuting)
	3.	psychological and social issues (job simplification, boredom, fatigue, ethnic harassment, gender harassment)
J.Safety, violence, health, and stress in the workplace
	1.	workplace accidents (workplace and personal factors, prevention)
	2.	violence (protecting employees; identifying "violence prone" employees)
	3.	health (alcoholism, drug use, computers and physical health issues, HIV in the workplace)
	4.	stress and the worker (physiological effects, individual differences in stress responses)
	5.	causes of workplace stress (work-family conflicts, work underload/overload, organizational change, role ambiguity and role 			conflict, other workplace stressors)
	6.	consequences of workplace stress (burnout, mass psychogenic illness, workaholism)
	7.	treating workplace stress (organizational and individual techniques)

Resources: No additional resources needed; Deborah Curry has already reviewed and approved course outline

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Other_Comments: 
This course has been offered from time to time for many years; it will probably be offered more often now that the 5-year PSY BA/MBA program has been approved. Title and content has been updated to reflect this subdiscipline of psychology

IP_Adress: 129.3.51.1