I/O Psychology

Lesson 1 - 5

examines human behavior in business context and the factors that affect people in an organization

I/O Psychology

focuses on the competencies needed to perform a job, staffing the organization with employees who have the competencies, and increasing those competencies through training

Industrial Approach

creates and organizational culture and structure that will motivate employees to perform well

Organizational Approach

concerned with issues of leadership, employee motivation, job satisfaction, organizational communication, conflict management and etc within the organization

Organizational Approach

study and practice in areas such as analyzing jobs, recruiting applicants, selecting employees, and evaluating employee

Personnel Psychology

concentrate on workplace design, human machine interaction, ergonomics, and physical fatigue and stress

Ergonomics/Human Factors

Employments

colleges and universities

consulting firms

private sector

public sector

wrote the Theory of Advertising

Walter Dill Scott

year in which psychology was first applied to business

1903

wrote Psychology and Industrial Efficieny

Hugo Munsterberg

wrote Increasing Human Efficiency

Walter Dill Scott

year in which psychology made its first big impact

1918 during World War 1

World War I

test recruits and place them in appropriate potitions

taken by intellectuals

Army Alpha

taken by illeterates

Army Beta

created a 163-item knowledge test that was administered to 900 applicants

Thomas Edison

year in which the first Ph,D. in I/O Psychology was given

1920

awarded the first Ph.D in I/O Psychology in Carnegie Tech

Bruce Moore and Merrill Ream

year in which I/O Psychology expanded its scope and had been involved in personnel issues such as selection and placement

1930s

year in which laws focused the attention on HR professionals in developing a fair selection process

1960s

year in which brought a great understanding many organizational psychology issues that involved employee satisfaction and motivation

1970s

wrote Beyond Freedom and Dignity

B.F. Skinner

resulted in increased use of behavior-modification techniques

B.F. Skinner’s Beyond Freedom and Dignity (1971)

Four Major Changes in I/O Psychology during 1980s to 1990s

1. increased use of fairly sophisticated selection technique and methods of analysis
2. application of cognitive psychology in industry
3. increased interest in the effect of work to family life and leisure activities
4. marked increased in the interest of developing methods to select employees

year in which focused on the rapid advances in technology and laws that aims to increase satisfcation

2000s

proponent of improving productivity and improve fatigue by studying the motions used by workers

Frank Gillbreth and Lillian Moller Gillbreth

series of studies conducted at the western Plant in Hawthorne, Illinois that have come to represent any change in behavior when people react to a change in the environment

Hawthorne Studies

when employees change their behavior due solely to the fact that they are receiving attention or are being observed

Hawthorne Effect

high level of uncertainty as to what is wring or right, there appears to e no best solution, and there are both positive and negative consequences to a decision

Type A Dilemma

rationalizing dilemma, usually individuals know what is right but choose the solution that is most advantageous for them

Type B Dilemma

a systematic process for collecting and analyzing information about a job

Job Analysis

a task statement is the indication of the action to be performed and the result f the expected action

Task or Work Activities

an organized body of information usually a factual nature that when applied makes the successful performance of the job action possible

Knowledge

the proficiency in the manual, verbal, or mental manipulation of people, ideas, or things

Skills

the present capacity to execute a job action, to perform a job function by applying an underlying knowledge base and the necessary skills simultaneously

Abilities

includes personal factors as personal factors as personality, willingness, interest, and motivation and such tangible factors as license, degree, and years of experience

Others

refers to the expected range of performance required for the job

Levels of Performance

this pertains to the characteristics of work environment that may have a bearing on jo performance

Workplace Characteristics

the idea that the organization tend to promote good employees until they reach the level at which they are not competent

The Peter Principal

ensure all HR decisions are free from discrimination and are based purely on job specifications

Compliance with Legal Guidelines

process of evaluating systematically on organization’s capabilities which they can give it a competitive advantage

Organizational Analysis

most useful result o job analysis; relatively short summary of a job

Job Description

must describe the nature of the job

Job Title

should briefly describe the nature and purpose of the job

Brief Summary

lists the tasks and activities in which the worker is involved

Work Activities

information in this section is used for employee selection and training

Tools an Equipment Used

describes the environment in which the employee works

Job Context

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

Work Performance

information on the salary grade, but the actual salary should not be written in the job descrption

Compensation Information

KSAOs such as interest, personality, and training that are necessary to be successful on the job

Job Competencies

informal changes that employees make in their jobs

Job Crafting

group of job experts identifies he objective and standard to be met by the ideal worker

Ammerman Technique

job analyst to actually see the worker do their job and obtain information that the worker may have forgotten to mention

Observing Incumbents

analyzing job by actually performing it

Job Participation

process of determining a job’s worth

Job Evaluation

comparing job within an organization

Determining Internal Pay Equity

sent to organization to see pay for similar job

Salary Surveyam

amount of money paid to an employee

Direct Compensationcomp

comparing jobs to external market

Determining External Pay Equity

equal pay to equal work

Identical Duties

Similar Worth and Responsibility

regardless of supply and demand

attracting people with the right qualification to apply for a job

Recruitment

recruiting employees from outside the organization

External Recruitment

recruiting employees already employed by organization

Internal Recruitment

career progression; employee move from a position to another

Noncompetitive promotions

internal applicants compete with one another for a limited number of higher position

Competitive promotions

running ads in periodicals

Newspaper Ads

applicants are instructed to call the company

Respond by calling

applicants will directly apply in person

Apply-in-person ads

applicants are asked to send a resume directly to the company when the company expects a large response

Send-Resume Ads

applicants are asked to put their resume in box; neither the name nor the address of the company are provided

Blind Box Recruitment Ads

commercials are an excellent public relations vehicle

Electronic Media

based on the same POP advertising principle used to market products consumer

Point-of-Purchase Methods

virtual job fair; held in campus in which students can tour a company

Campus Recruiters

headhunters; specialize in placing applicants in high-paying jobs

Executive Search Firms

private employment agencies, public employment agencies, and executive search firms

Outside Recruiters

current employee refers a friend/family

Employee Referral

mass mailing of information about job openings

Direct Mail

employer-based websites

job boards

social networking sites

Internet

several employers are at one location so many applicants can obtain information at one job

* many type of organization at same location
* many organization in same field in one location
* organization to hold its own

Job Fair

recruit underrepresented groups

Increasing applicant diversity

when traditional recruitment is unsuccessful

Nontraditional population

the “best” are already employed

Recruiting Passive Applicants

job applicants are told the positive and negative aspect of job

Realistic Job Preview (RJP)m

methods of selecting employees in which the interviewer asks questions and makes decision based on the answers

Employment Interview

determined by the source of the questions

Structure

questions are based on a job analysis, every applicant is asked the same question, and there is a standardized scoring system

Structured Interview

applicants are not asked the same questions and there are no standard scoring system

Unstructured Interviews

determined by the number of interviews and interviewers

* one-on-one interviews
* serial interviews
* return interviews
* panel interview
* group interview
* serial-panel-group

Style

which they are done in person

* face-to-face interview
* telephone interview
* videoconference interview
* written interviews

Medium

clarifies information on the resume

Clarifier

wrong answer will disqualify the applicant

Disqualifier

designed to tap an applicants KS

Skill-level determiner

applicants are given a situation and asked how they would handle it

Future-Focused question

applicants are presented with series of situations and asked how they would handle it

Situational question

taps an applicant’s experience

Past-focused question

the question focus on behavior in previous jobs

Patterned

taps how well an applicant’s values and personality will fit the organizational culture

Organizational-fit questions

especially skill-level determiners

Right/Wrong Approach

compares an applicant’s answers with benchmark answers

Typical-answer approach