Organizational Psychology (MSc and Postgraduate Diploma)

An overview of the different levels of analysis within organizational research. Emphasis will be placed on the different paradigms from which to analyse organizations, and the roles of theories and facts. Evidence-based and reflexive practice will be evaluated, as well as some specific focus on analysing power, gender and ethics. The aim of this module is to provide a sound basis from which to explore, evaluate and critique any issue within occupational psychology or organizational behaviour.

Introduces the areas of knowledge which are necessary to critically evaluate research reports and papers, and provides the knowledge needed to carry out a quantitative or qualitative research project. Areas covered will include: research design; sampling; both qualitative and quantitative approaches to data collection; the statistical analysis of quantitative data; the preparation of research reports and the use of different paradigms in research.

• Convenor: Chris Dewberry
• Lecturer:  Chris Dewberry
• Pre-requisites: None
• Assessment: Examination

Course content

The module is designed to provide an introduction to key techniques for selection and assessment at work, including issues relating to the reliability and validity of these methods.  It also covers the nature of job performance, the relationships between cognitive ability and personality and job performance, psychological processes affecting selection decisions, and fairness.

Aims

 The aims of this module are to:

• To describe the context in which personnel selection takes.
• To consider the nature of human performance in an organizational context, the ways it can be assessed, and issues relating to such assessment.
• To examine the variables which can be used to predict job performance.
• To describe and evaluate a variety of psychological processes which are likely to  influence the personnel selection and assessment process.
• To describe various personnel selection processes and consider their merits and drawbacks.
• To consider various statistical and other issues relevant to the evaluation of the validity of selection methods.
• To examine ways of evaluating the fairness of selection methods and to discuss the issue of fairness in selection.

Learning objectives

At the end of this module students will:

• Explain the context in which personnel selection takes place.
• Txplain different accounts of the nature of job performance, discuss ways in which performance can be assessed in organizations, and ways in which job performance can be measured.
• Discuss psychological and other variables which may influence job performance.
• Discuss psychological and other variables which may influence the selection and assessment process.
• Describe and evaluate a range of common selection practices and techniques.
• Discuss statistical and other ways of evaluating the validity and reliability of selection methods, and describe evidence relating to the validity a common selection methods.
• Critically evaluate various statistical and other approaches to the evaluation of the fairness of selection methods.

Recommended reading

• Gregory, R. J. (2010). Psychological testing: history, principles, and applications (6th ed.). Boston, Mass.: Allyn and Bacon.
• Chamorro-Premuzic, T. and Furnham, A. (2010). The Psychology of Personnel Selection. Cambridge University Press Cambridge.
• Ployhart, R. E., Schneider, B., & Schmitt, N. (2006). Staffing organizations: Contemporary practice and theory (3rd ed.). Mahwah, N.J.: Lawrence Erlbaum.

Students are helped to develop an understanding of the theoretical basis of career counselling. This is achieved by exploring ideas from the main approaches to counselling generally, and drawing out the implications and applications particularly relevant to career counselling. The module then considers session management, assessment and the use of information and communication technology in career counselling. Ethical and professional issues are also addressed.

• Convenor: Dr Juliet Hassard
• Lecturers:  Dr Juliet Hassard
• Pre-requisites: Normally successful completion of Year 1 modules.
• Assessment: Exam

Course content

The psychology of work and health is primarily concerned with the role and respective interplay between psychological, social and organisational aspects of working, and seeks to understand how these various domains impact upon both individual and organisational health. This field brings together and, moreover, draws on a number of key fields in the area of psychology and related fields including: social psychology, work and organisational psychology, health psychology, environmental psychology, human factors and ergonomics. The current module adopts a biopsychosocial model to understanding workplace health, with the primary aim to facilitate a full and comprehensive understanding of workplace health and safety at both a micro and macro level. The focus of this module is to understand how work can contribute to the impairment of worker’s health, safety, and well-being; and, in turn, how this knowledge can be used to prevent employee ill health and, moreover, promote optimal employee health, engagement, resiliency, and productivity. The module will have a concentrated applied focus, which will demonstrate and discuss the translation and application of psychological theories and principles into development of healthy workplace policies, organisational systems, and management practices.

Aims

The main aims of the work and well-being module are to:

• introduce some of the meanings of work
• introduce some of the meanings of well-being
• outline and discuss the major theories of well-being
• explore the possible relationships between work and well-being, and consider the nature of the evidence for these links
• critically examine the role of technology and work organisation and worker’ s health and safety
• describe the main approaches to work and well-being interventions

Learning objectives

By the end of the module you should be able to:

• outline some of the meanings of work and well-being
• explain and critically evaluate theories of well-being
• outline the history of the stress concept and its limitations
• identify the possible relationships between work and well-being
• evaluate the methodological weaknesses and strengths of research in the field
• outline the evidence for the mutual relationships between work and well-being
• identify work and well-being interventions and their efficacy
• describe how technology and work organisation can play a key role in worker’s health and safety.

Recommended reading

Leka, S., & Houdmont, J (2010). Occupational Health Psychology. Chichester: Wiley-Blackwell

Examines contemporary work motivation theories within a coherent framework and the causes of high performance. Areas to be covered will include: content, need, process, and cognitive theories of work motivation; the identification and measurement of performance criteria; explanations for high performance; and the relationship between performance and a variety of organizational variables including pay, leadership, groups, job design, work systems, technical change, involvement and commitment, attribution and self-efficacy, and goal setting.

The meaning of training and development is explored. Several models of effective training are introduced, and ways of identifying training needs are examined. Theoretical approaches to learning are discussed. Various training methods are covered in relation to both theoretical aspects of learning and the nature of the material to be learnt. Finally, the ways in which training can be evaluated are considered.

New forms of computer-based technology present both opportunities and challenges for organizations. How can this technology be designed to facilitate effective use? What new ways of working are implicated by advanced technologies? This module covers a range of psychological and organizational issues pertaining to the use of new technology at work, from designing and evaluating the human-machine interface to analysing the management of technological change.

The dissertation takes that form of an empirical study, quantitative or qualitative, conducted by the student on some aspect of Organizational Psychology and Human Resource Management. The study is written up as a scientific report of not more than 10,000 words, including bibliography and notes but excluding appendices.

This module provides an overview of current developments in employee relations. It considers the influence of employers, employees, trade unions and the state in shaping the employment relationship. Areas covered include the issues of management strategy and strategic choice; flexibility in employment and managing diversity; the reform of pay determination and performance management; the role of trade unions and the management of conflict; and the role of the state as an employer. The aim of the course is to develop a critical understanding of changing patterns of employee relations.

This module addresses the issues raised by international and comparative Human Resource Management. It explores the impact of national culture, the debates in the comparative HRM literature and examples of differences in the way HRM is conducted around the world. It also examines how international organizations deal with the extra complexity that operating internationally brings to HRM.

This module is concerned with the practice of human resource management in organisations. It considers issues relating to the links between HRM strategy, policy and practice, highlighting potential models of best practice and barriers to successful implementation, where appropriate. It discusses HRM policy and practice concerning recruitment and selection, organizational exit, performance management, careers, training and development, job design and reward. It examines employee relations and equal opportunities in the context of their relationship with HRM.

This module discusses different approaches to managing and leading people at work. In particular two main topics are covered: first, Human Resource Management, which focuses on theory and practice of the management of employment or people in organizations. Second, Leadership, which focuses largely on the management of “soft factors” at work from the perspective of leader and followers and the processes evolving between them.