Introduction to Organizational Psychology
Informacje ogólne
Kod przedmiotu: | 2500-EN-S-110 |
Kod Erasmus / ISCED: |
14.4
|
Nazwa przedmiotu: | Introduction to Organizational Psychology |
Jednostka: | Wydział Psychologii |
Grupy: |
Business Psychology Specialization specialization courses for 4 and 5 year |
Punkty ECTS i inne: |
(brak)
|
Język prowadzenia: | angielski |
Rodzaj przedmiotu: | fakultatywne |
Skrócony opis: |
(tylko po angielsku) 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. |
Pełny opis: |
(tylko po angielsku) 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 |
Literatura: |
(tylko po angielsku) 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. |
Efekty uczenia się: |
(tylko po angielsku) 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 |
Metody i kryteria oceniania: |
(tylko po angielsku) 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. |
Właścicielem praw autorskich jest Uniwersytet Warszawski.