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What is Industrial-Organisational (I-O) Psychology?
a field within industrial-organizational psychology; assessing and improving various aspects of human behaviour and performance within the context of organisations
What is the goal of industrial-organisational psychology?
to enhance organisational effectiveness and employee well-being
What is i-o assessment and testing?
a systematic process of gathering and evaluating information about various aspects of an organisation—its structure, culture, performance, and effectiveness
HOW DOES I-O ASSESSMENT/TESTING FUNCTION?
by use of psychological tests—it gathers data on individuals' abilities, personality traits, skills, and other relevant factors; assessing and improving various aspects of human behaviour and performance
WHAT ARE THE KEY AREAS THAT ORGANISATIONAL PSYCHOLOGY WANT TO IMPROVE?
selection and placement
performance appraisal
training and development
job analysis
employee engagement and satisfaction
leadership and management development
diversity and inclusion
stress and well-being
Ethical Behaviour and Compliance
Team Dynamics
WHY IMPROVE SELECTION AND PLACEMENT?
by designing tests/assessments they can predict job performance and have people who will succeed in the roles they want; roles that best fit expectations in skills, abilities, and personality traits
WHY IMPROVE PERFORMANCE APPRAISAL?
developing objective tools/methods of employee performance so that organisations can make informed decisions regarding; feedback, improvements, promotions, raises or terminations
WHY IMPROVE TRAINING AND DEVELOPMENT?
gives opportunity for organisations to identify areas of improvement and allow for the development and evaluation of training initiatives for employees
WHY IMPROVE JOB ANALYSIS?
to better understand specific knowledge, skills, and abilities required for different roles within an organisation; by creating job descriptions,developing selection tests, and determining compensation structures
WHY IMPROVE EMPLOYEE ENGAGEMENT AND SATISFACTION?
to reduce employee turnover and allow environments to promote employee engagement, job satisfaction, and overall wellbeing
WHY IMPROVE LEADERSHIP AND MANAGEMENT DEVELOPMENT?
identify which employees have the potential in the company by; developing leadership skills, providing feedback and coaching to improve management abilities
WHY IMPROVE DIVERSITY AND INCLUSION?
this would hold organisations responsible regarding potential biases in hiring, promotion, and performance evaluation processes—informing diversity and inclusion initiatives, making organizations more equitable and diverse
WHY IMPROVE STRESS AND WELL-BEING?
identify sources of stress and implement strategies to improve mental health and productivity
WHY IMPROVE ETHICAL BEHAVIOUR AND COMPLIANCE?
assessing employees' understanding of and adherence to ethical standards and legal compliance; to prevent unethical behaviour and legal issues within the workplace
WHY IMPROVE TEAM DYNAMICS?
helps the organisation to assess communication, cooperation, and conflict resolution to teams work more effectively together
SUMMARISE: WHY IS I-O ASSESSMENT/TESTING IMPORTANT?
it allows companies to make informed decisions that allow for continuous improvement—whereby allows resources to be appropriately provided to employees thus them being more engaged and attentive as they would be able to adapt when it comes to new challenges
WHAT ARE THE TYPES OF I-O ASSESSMENTS/TESTING?
employee engagement surveys — assess employee satisfaction, motivation, and commitment
performance appraisals — evaluate individual and team performance against objectives
cultural assessments — examine organizational culture, values, and alignment with goals
360 degree feedback — collect feedback on employees' performance from peers, managers, and subordinates
What is involved in the assessment process?
planning—define objectives, select assessment tools, and plan data collection
data collection—gather data through surveys, interviews, observations, or document reviews
analysis—analyze the collected data to identify trends, strengths, and areas of improvement
feedback and action—share assessment results with stakeholders and develop action plans for improvement
monitoring—continuously monitor progress and adjust strategies as needed
What are some ethical considerations in I-O assessment/testing?
informed consent—obtain consent from participants and provide information about the assessment purpose
confidentiality—safeguard the privacy of participant and protect their data
fairness—ensure assessments are fair, unbiased, and do not discriminate
transparency—communicate assessment processes and results openly
WHAT HAPPENS DURING SELECTION?
workplaces consider how fit a person is for the job and organisation
WHAT DOES IT MEAN BY PERSON-JOB FIT?
compatibility between the person’s needs and the supplies that job provides
WHAT DOES IT MEAN BY PERSON-ORGANISATION FIT?
compatibility between job demands and the person’s ability to meet those demands
Why would we need I-O assessments for the selection and placement process?
to evaluate and choose the most suitable candidates for job openings—choice of which technique to use often depends on factors like the nature of the job, available resources, and legal considerations
WHAT ARE SOME SELECTION TECHNIQUES?
application forms
resume and cv reviews
reference & background check
social media screening
interviews
panel interviews
What are the pros and cons of using application forms for selection?
pros: they provide basic info about the candidate—education, work history, contact details—great for initial screening for minimum qualification
cons: may not reveal enough about the candidate’s qualifications and or personality—leading it to be prone to inaccuracies and omissions
What are the pros and cons of using resume and cv reviews for selection?
pros: is a quick overview of a candidate’s background—gives employers the ability to assess the qualifications, experience and skills pertaining to company goals/desires
cons: an overview doesn’t give a complete picture or paint potentiality of fit with the organisation—due to potential inaccuracies and or exaggeration
What are the pros and cons of using reference & background check for selection?
pros: both cohesively provide insight on past performance, habits and character—allowing companies to have accurate information and view on whether the candidate meet standards and requirements
cons: references have subjective viewpoints and can be all-round time consuming—there are also legal considerations surrounding background checks
What are the pros and cons of using social media screening for selection?
pros: make insight opinions on the candidates behaviour, attitudes and professionalism
cons: social media is a space of subjectiveness, bias and inaccuracy—can raise privacy concerns
What are the pros and cons of using interviews for selection?
pros: physical interactions wit the candidate—insight on communication skills, personality, motivation and cultural fit
cons: presence of interviewer bias and subjective judgements—leads to individuals painting themselves different and also is time consuming
What are the pros and cons of using panel interviews for selection?
pros: reduction of individual bias with diverse perspectives
cons: different perspectives mean different to conflicting opinions thus disrupting coordination—can be an intimidating process for the candidate
Why would using psychological test and assessments be helpful in organisational psychology?
It measures cognitive abilities, personality traits, and other relevant factors, helping predict a candidate's suitability for a role
How might cognitive ability tests be helpful?
These tests gives organisations abilities to predict job performance, be more objective in their evaluation, reduces the presences of bias, time saving and can be distributed to a large audience
Why might cognitive ability tests be unhelpful?
potential for bias—there can be a lack of consideration for culture, socioeconomic, underrepresented and disadvantaged backgrounds
narrow focus—central focus on cognitive ability removes other factors that are crucial for job performance
limited in job relevance—cannot be used universally across jobs
How might aptitude tests be helpful?
This test can help understand the skills of the candidates—especially in cases where training is necessary—this can be customised regarding the job outline and demands; this in turn allows for candidates with or without experience to grow and improve
Why might aptitude tests be unhelpful?
limited transferability—job specific, thus results may not accurately predict job success
not comprehensive—central focus on certain skills can omit other important factors
resource intensive—it is time consuming and costly to create and validate custom tests for aptitude
potential for misuse—relying solely on scores without considering other factors may lead to biased/incomplete hiring decisions
How might personality tests be helpful?
These tests can give insight on the individual and how they may fit into the organisation’s culture and job requirements—with the addition of an objective dimension, reducing bias, standardised
Why might personality tests be unhelpful?
presentation of an individual—an individual may present themselves different which would affect the accuracy of the results
behaviour is only measured through one dimension—we act differently in different situations
misuse & legal/ethical concern—can discriminate certain groups which gives rise to concerns when not distributed appropriately
are not standalones—they should not be a singular thing we depend on
A false positive in personnel selection is:
the appointment of someone whose job performance turns out to be substandard
What is the John Holland’s Self Directed Search (SDS)?
the most popular vocational interest test
What are the five sections included in the SDS?
Occupational Daydreams: a respondents occupational aspirations
Activities: whereby responses to certain activities (like/dislike) are viewed
Competencies: a respondent’s subjective perception of competence on skills and tools
Occupations: respondents provide insight into what type of jobs they like or dislike
Self-Estimates: where respondents are asked to rate their abilities in various areas, such as mechanical ability, teaching ability or sales ability
Holland determined the RIASEC, which were the ideal personality types; what are they?
Realistic
Investigative
Artistic
Social
Enterprising
Conventional
According to John Holland: What does it mean by people who are realistic?
they like to:
be independent
no nonsense
prefer being outdoors
working with tools or machinery
work solo
According to John Holland: What does it mean by people who are investigative?
they like to:
analyse
solve problems
theorise
deal with abstract concepts
According to John Holland: What does it mean by people who are artistic?
they like to:
value creativity
have a need to express themselves in creative or artistic ways
nonconformist
emotional
According to John Holland: What does it mean by people who are social?
they like to:
enjoy interacting with others
have a heightened sense of ethics and social responsibility
impractical and uninterested in manual activities
According to John Holland: What does it mean by people who are enterprising?
they tend to be:
strong business orientation
hold leadership positions
value political and economic power
dislike dealing with abstract concepts and intangibles
According to John Holland: What does it mean by people who are conventional?
they tend to be:
reasonably business oriented
inclined towards administrative positions
dislike ambiguity and vague task requirements
conservative
