Using Psychology in Business: A Practical Guide for Managers

Citation

Mann, S. (2000), "Using Psychology in Business: A Practical Guide for Managers", Leadership & Organization Development Journal, Vol. 21 No. 8. https://doi.org/10.1108/lodj.2000.02221hae.001

Using Psychology in Business: A Practical Guide for Managers

Using Psychology in Business: A Practical Guide for Managers

Mark ParkinsonGowerAldershot1999224 pp.ISBN 0 566 08129 6 (hardback)£45

Keywords Occupational psychology, Job analysis, Selection, Psychometric tests, Motivation, Development

Many business managers claim to use psychology in their repertoire of skills – but just as many (those who see psychology as mere "common sense") seem outraged by the very idea. At last, here is a book that explains how psychology can be effectively and properly used in business to enhance every aspect from selection and recruitment to training and team-building. Using psychology in this way, says the author (a senior psychology consultant), can "produce significant gains in productivity at all levels" while simultaneously creating a "more dynamic and energized workforce". Being a psychologist myself, I am obviously biased, but I cannot help but think that no manager can afford to ignore the value that psychology can bring.

Using Psychology in Business provides practical advice on using a number of psychological techniques, all of which are explained with real-life examples. There are also useful checklists, comments and sources for further information. The eight chapters follow a logical sequence, starting with measuring and defining jobs and ending with the role of the psychology consultant. Chapter 1 explores a range of job analysis methods and includes a questionnaire so that readers can perform their own analyses in order to generate accurate job specifications to help their recruitment process. Benchmarking, equality and fairness issues are also explored here. However, the real business of selection and recruitment is dealt with in Chapter 2 which discusses a range of techniques from the traditional interview to more modern biodata forms. Chapter 3 focuses on the final area of selection – the use of psychometrics and assessment centres. While this provides a useful insight, the hints about extra training resources and access to tests suggest that, quite rightly, these are areas that need more professional psychological input (from a consultant such as the author, perhaps?!).

Chapter 4 leaves the area of recruitment and moves onto "people" issues within an organization. First off is a review of what motivates staff before discussing the methods of measuring motivation. A range ofstrategies for retaining essential staff, such as risk analysis and modifying work patterns is provided. The focus then changes to performance management and appraisal systems while Chapter 5 moves away from individual issues to start looking at team development. Included in this chapter is a section on leadership styles,characteristics of top teams and advice on running a "team health check".

Chapter 6 concerns the strategic role of training and personal development and advice is provided on choosing and evaluating training as well as the role of factors such as learning styles. In Chapter 7, the issue of individual development and support is expanded by considering stress (measurement and management) and work place counselling. The book ends with a chapter on employing a business consultant – how to go about it and even what fees to expect.

Overall, I think this is an excellent introduction for non-psychologists of the important role that psychology and psychologists can play in an organisation. However, as a practical guide, I feel that the text is somewhat limited and may only serve as a stimulus to employing a psychology consultant (in which case the final chapter may be the most useful). The text is more useful in demonstrating the areas in which psychology can help, and how it can, than in actually training non-psychologists to employ psychological techniques. Despite these limitations, I would recommend Using Psychology in Business to managers who want an introduction to the use of psychology, to those cynical about its benefits, to those considering employing a psychology consultant, and to those managers with some psychology background.

Sandi MannUniversity of Central Lancashire, Preston, UK