Studied by 3 people
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)
Note 
Flashcard (29)