breakdown io ver pt 1

Industrial/organizational Psychology

branch of psychology that applies the principles of psychology to workplace.

purpose of I/O psychology

“to enhance the dignity and performance of human beings, and the organizations they work in, by advancing the science and knowledge of human behavior” (Rucci, 2008).

PERSONNEL PSYCHOLOGY

 analyzing jobs  recruiting applicants  selecting employees  determining salary levels  training employees  evaluating employee performance

ORGANIZATIONAL PSYCHOLOGY

* leadership
* job satisfaction


* employee motivation
* organizational communication
* conflict management
* organizational change
* group processes within an organization

HUMAN FACTORS/ERGONOMICS

* workplace design
* human-machine interaction
* ergonomics
* physical fatigue and stress

Army Alpha

used for recruits who could read; literate

Army Beta

recruits who could not read; illiterate.

Frank Gilbreth and Lillian Moller Gilbreth

two most interesting figures in the early years of I/O psychology; first scientist to improve productivity and reduce fatigue by studying the motions used by workers.

Frederick Winslow Taylor

focused on improving industrial efficiency; father of scientific management; advocate for significant training of employees

Max Weber

considered one of the founding fathers of sociology; pioneered the scientific study of organizational structure; promoted bureaucracy as the most rational form of organization.

Hugo Munsterberg

founder of the field of forensic psychology

Walter Dill Scott

focused on the application of psychological principles to business; the theory of advertising; increasing human efficiency in business; assisted in military selection during WWI

Kurt Lewin

focus on group dynamics and organizational development, particularly in sensitivity training

Hawthorne Studies

demonstrated that employee behavior was complex and that the interpersonal interactions between manager and employees played a tremendous role in employee behavior; initially design to investigate such issues as the effects of lighting levels, work schedules, wages, temperature, and rest breaks on employee performance

Hawthorne Effect

employees changed their behavior and become more productive because they were being studied and received attention from their managers

1980s and 1990s

brought four major changes to I/O psychology

* Increased use of fairly sophisticated statistical techniques and methods of analysis
* A new interest in the application of cognitive psychology to industry
* Increased interest in the effects of work on family life and leisure activities
* Renewed interest in developing methods to select employee

Journals

articles written by researchers directly reporting the result of a study

Trade Magazines

articles usually written by professional writers who have developed expertise in a given field

Ethical Dilemmas

ambiguous situations that require a personal judgment of what is right or wrong because there are no rules, policies or laws guiding such decisions

Type A dilemma

high level of uncertainty as to what is right and wrong, no best solution

Type B dilemma

rationalizing dilemmas; individuals know what is right, but choose the solution that is most advantageous to them.

Job Description

a brief, two-to-five page summary of the tasks and job requirements found in job analysis; written result of job analysis.

Job analysis

process of determining the work activities and requirements

Peter Principle

promoting employees until they eventually reach their highest level of incompetence.

Job Classification

classify jobs into groups based on similarities in requirements and duties; useful for determining pay levels, transfers, and promotions.

Job evaluation

determining the worth of a job

Job Title

describes the nature of the job

Brief Summary

only a paragraph in length but should briefly describe the nature and purpose of the job

Work Activities

lists of tasks and activities in which the worker is involved; task and activities should be organized into meaningful categories

Tools and Equipment Used

lists of all the tools and equipment used to perform the work activities

Job Context

describe the environment in which employee works and should mention stress level, work schedule, physical demands, level of responsibility, temperature, number of coworkers, degree of danger, and any other relevant information.

Work Performance

brief description of how an employee’s performance is evaluated and what work standards are expected of the employee

Compensation Information

contain information on the salary grade. Employee’s actual salary or salary range should NOT be listed on the job description

Job Competencies

KSAOs that are necessary to be successful on the job

Job Crafting

informal changes that employees make in their jobs

Ammerman Technique

a job analysis method in which a group of job experts identifies the objectives and standards to be met by the ideal worker

Observations

useful job analysis methods, especially when used in conjunction with other methods such as interviews

Job Participation

actually performing the job

Knowledge

body of information needed to perform a task.

Skill

proficiency to perform a learned task

Ability

basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill.

Other Characteristics

personal factors as personality, willingness, interest and motivation and such tangible factors as licenses, degrees, and years of experience

Job Evaluation

process of determining a job’s worth; two stages:

Determining internal pay equity & Determining External Pay Equity

Determining Internal Pay Equity

* Step 1 : Determining Compensable Job Factors
* Step 2 : Determining the Levels for Each Compensable Factors
* Step 3 : Determining the Factors Weights

Wage trade lines

drawn based on the results of a regression formula in which salary is predicted by the number of job analysis points

Determining External Pay Equity

the worth of job is determined by comparing the job to the external market.

Direct Compensation

the amount of money a job is worth

Comparable Worth

jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand.

Equal Employment Opportunity Commission (EEOC)

discrimination complaints were filed to it

Alternate Dispute Resolution (ADR)

organization’s formal policies regarding how discrimination will be handled internally (grievance process, mediation, arbitration).

Grievance System

employees take their complaints to an internal committee that makes a decision regarding the complaints

Mediation

employees and the organization meet with a neutral third party who tries to help the two sides reach a mutually agreed upon solution

Arbitration

two sides present their case to a neutral third party who the makes a decision as to which side is right.

Binding Arbitration

neither side can appeal the decision (kung anong result ‘yun na ‘yun… hindi na pwedeng baguhin pa)

Protected Class

any group of people for which protective legislation has been passed (race, color, sex, national origin, religion, age, disability, pregnancy)

Bona fide occupational qualification (BFOQ)

a job can be performed only by a person in a particular class

Adverse Impact

employment decision results in negative consequences

Four-fifths rule

the percentage of applicants hired from one group is compared to the percentage of applicants hired in the most favored group.

Quid Pro Quo

granting of sexual favors is tied to such employment decisions as promotions and salary increases

Hostile Environment

sexual harassment occurs when an unwanted pattern of conduct related to gender unreasonably interferes with an individual’s performance.

Pattern of behavior

coworker continually makes unwanted romantic or sexual overtures or repeatedly makes inappropriate remarks

Based on Gender

conduct must be due to the sex of the employee.

Negative to the Reasonable Person

any pattern of behavior based on gender that causes an employee discomfort might constitute sexual harassment

Affirmative Action

one of the most misunderstood legal concepts concerning employment.

\- the process of ensuring proportional representation of employees based on variables such as race and sex. Affirmative-action strategies include intentional recruitment of minority applicants, identification and removal of employment practices working against minority applicants and employees, and preferential hiring and promotion of minorities.

Recruitment

attracting people with the right qualifications to apply for the job

Internal Recruitment

promote someone from within the organization

External Recruitment

hire someone from outside the organization.

Newspaper advertisement

typically ask the applicant to respond in one of four ways:

* Respond by calling
* Apply-in-person ads
* Send-resume ads
* Blind box

Writing Recruitment Ads

Ads displaying the company emblem and using creative illustrations the greatest number of applicants, but ads include the salary range and company phone number attract the highest-quality applicants

Electronic Media

Radio ads can be more easily targeted to the desired audience.

Situation-Wanted Ads

placed by the applicant rather than by organizations

Point-of-Purchase Methods

advertising principles used to market products to consumers (e.g. posted on store windows, buses, etc)

Virtual Job Fair

web based; applicants can talk to or instant-message a recruiter, learn more about the company, and submit resumes

Employment Agencies

operate in one of two ways. They charge either the company or the applicant when the applicant takes the job; 10%-30% of applicant’s first-year salary.

Executive Search Firms

head hunters; jobs they represent tend to be higher-paying such as managers.

Public Employment Agencies

designed primarily to help the unemployed find work, but they often offer services such as career advisement and resume preparation

Employee Referral

current employees recommend family members and friends for specific job openings

Direct Mail

an employer typically obtains a mailing list and sends help-wanted letters or brochures; useful for positions involving specialized skills

Job Fairs

used by 70% of organizations and are designed to provide information in a personal fashion to as many applicants as possible. Three ways:

* Many types of organizations have booths at the same location.
* Many organizations are in the same field in one location.
* Organization holds its own job fair

Realistic Job Previews (RJP)

giving the applicant an honest assessment of the job.

Expectation-Lowering Procedure (ELP)

lowers an applicant’s expectations about work and expectations in general

Employment Interviews

most commonly used method to select employees

Structured Interview

Three criteria of a structured interview

* The source of the questions is a job analysis (job-related questions)
* All applicants are asked the same questions
* There is a standardized scoring key to evaluate each answer

One-on-one Interview

one interviewer interviewing one applicant.

Serial Interview

series of single interview

Return Interview

similar to serial interview with the difference being a passing of time between the first and subsequent interview.

Panel Interview

multiple interviewers asking questions and evaluating answer of the same applicant at the same time.

Group Interview

multiple applicants answering questions during the same interview.

Face-to-face Interview

both the interviewer and the applicant are in the same room.

Telephone Interview

used to screen applicants but do not allow the use of visual cues.

Videoconference Interview

applicant and interviewer can hear and see each other, but the setting is not as personal

Written Interview

applicant answering a series of written questions and then sending the answers back through regular mail or through email

Clarifiers

allow the interview to clarify information in the resume, cover letter, and application, fill in gaps, and obtain other necessary information

Disqualifiers

questions that must be answered a particular way or the applicant is disqualified.

Skill-level determiners

interviewee’s level of expertise

Future-focused questions (Situational questions)

ask an applicant what she would do in a particular situation

Past-focused questions (Behavioral questions)

interview questions focused on past behavior.

Organizational-fit questions

extent to which an applicant will fit into the culture of an organization or with the leadership of a particular supervisor

Right/Wrong Approach

correct & incorrect answers

Typical-Answer Approach

create list of all possible answers then SMEs will rate (Benchmark Answers)