Introduction to Organizational Psychology

elective courses

The course is designed to provide an introduction to the field of

organizational psychology. We will explore the basic concepts, theories

and research related to organizational psychology.

The course is designed to provide an introduction to the field of

organizational psychology. We will explore the basic concepts, theories

and research related to organizational psychology.

Organizational psychology focuses on the behavior of employees in the

workplace and apply psychological principles and research methods to

improve the overall work environment, including two main outcomes

such as employees' performance and well-being.

Organizational psychologists have expertise in the design, execution and

interpretation of research in psychology and apply their findings to help

address human and organizational problems in the context of organized

work, especially they:

 Design and optimize job and work quality of work life

 Develop criteria to evaluate performance of individuals and

organizations

 Analyse organizational communication and conflicts

 Identify training and development needs

 Formulate, implement training and talent management programs

and evaluate their effectiveness

The course discusses in details issues such as job analysis and

competencies, personnel selection, employee motivation and satisfaction,

performance appraisal, learning and training, group processes and

leadership, communication, talent management, conflict and e

Main reading: Furnham, A. (2008). The psychology of behavior at work.

The individual in the organization. New York: Psychology Press (selected

chapters)

1. HR functions

 Caldwell, R. (2008). HR business partner competency models: recontextualizing

effectiveness. Human Resource Management

Journal, 18, 275-294.

2. Job analysis and competencies

 Campion, M.A., Fink, A.A., Ruggerberg, B.J., Carr, L., Philips, G.E.,

& Odman, R.B. (2011). Doing competencies well: Best practices in

competency modeling. Personel Psychology, 64, 225-262.

3. Personnel selection

 Furnham chapter 3

4. Performance appraisal and feedback

 Morgerson, F.,P., Mumford, T.V., & Campion, M.A. (2005).

Coming full circle. Using research and practice to address 27

questions about 360-degree feedback programs. Consulting

Psychology Journal: Practice and research, 57, 196-209.

5. Employee motivation and satisfaction

 Furnham chapter 6

6. Learning and training at work

 Furnham chapter 9

7. Talent management in organizations

 Collings, D.G. & Mellahi, K. (2009). Strategic talent management:

A review and research agenda. Human Resource Management

Review, 19, 304-313.

8. Communication in organizations

 Venkatarami, V. & Tangirala, S. (2010). When and why do central

employees speak up? An examination of mediating and

moderating variables. Journal of Applied Psychology, 95, 582-591.

9. Conflict and ethics in organization

 Furnham chapter 8

10. Group processes at work

 Furnham chapter 10

11. Leadership

 Furnham chapter 12

 Judge, T., A. & Piccolo, R.F. (2004). Transformational and

transactional leadership: A meta-analitic test of their relative

validity. Journal of Applied Psychology, 89, 755-768.

12. Innovation in organizations

 Crossan, M.M. & Apaydin, M. (2010). A multidimensional

framework of organizational innovation: A systematic review of

the literature. Journal of Management Studies, 47, 1154-1191.

13. Organizational climate and culture

 Furnham chapter 13

14. Evaluation of HR practices

 Ulrich, D. (1997). Measuring Human Resources: An overview of

practice and a prescription for results. Human Resource

Management, 36, 303-320.

15. Change management

 Cole, S., Harris, S.G., & Bernerth, J.B. (2006). Exploring the

implications of vision, appropriateness, and execution of

organizational change. Leadership & Organization Development

Journal, 27, 352-367.

The course provides valuable knowledge and insights that help students

to understand the behaviour of people in organisational contexts. At the

end of the course, students will learn how psychological theories and

research can be applied successfully to:

 Select and assess employees

 Motivate employees

 Train and develop competencies of employees and assess

effectiveness of trainings and developmental programs

 Measure individual performance

 Analyze group processes, leadership styles and practices

 Assess the quality of work environments

 Plan and implement organizational change

1. Final Exam (30 points): multiple-choice test including 30 closeended

questions (one correct answer only) + 2 essay questions

(30 points), 60 minutes.

2. Two individual assignments: a job description - analysis (20

points) and a leadership training - analysis (20 points)

Grading Policy:

Number of points Grade

< 60 Fail - 2

60-63 3

64-69 3.5

70-79 4

80-89 4.5

90-95 5

> 90 5!

Attendance rules

2 unexcused absences are permitted. The 3rd and 4th unexcused absence

results in additional work. More than 4 absences (excused or unexcused)

result in course failure.