Lesson 7 - 9 (Industrial Psychology)

Needs Analysis

the first step in developing an employee training system​

Organizational Analysis

determine those organizational factors that either facilitate or inhibit training effectiveness​

Task Analysis

use the job analysis to identify the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies needed to perform the tasks under the identified conditions

Person Analysis

determining which employees needs training and in which areas​

• Performance Appraisal Scores​

• Survey​

• Interview​

• Skill and Knowledge Test​

• Critical Incident

methods of conducting needs analysis

Increase employee buy-in

allowing the employees to choose and plan the types of training offered​

Skill-based pay

an employee participates in a training program that is designed to increase a particular skill an employee needs either to be promoted or receive a pay raise​

Vertical Skill Plans

pay for skill in a single job​

Horizontal skill plans

focus on skills used across multiple jobs​

Depth skill plans

rewards employees for learning specialized skills​

Basic Skills Plans

focus on such basic skills as math and English​

In-House trainers

used when training program will be presented too frequently to justify the cost​

External Trainers

when the trainers in an organization lack the expertise on a particular topic

Videotapes

can be repeated many times​

College/Universities

lower costs, access to excellent training facilities, access to well-known faculty, and the potential for employees to receive college credit for completing the training​

Programmed Instructions

could use the books, video, or interactive videos.

Computer-Based Training/Web-based Programmed Instructions (e-learning)

employees could choose from a variety of training programs offered on-site, through the internet, or though the organization’s intranet

Interactive Video

most common distance learning

Webinars

more interactive distance learning

Webcasts

one way communication distance learning

Modeling (Social learning)

employees learn by watching how other employees perform or model a behavior

Cross Training

teaching employees how to perform task traditionally performed by other employees ​

Coaching

takes in two forms: experienced employees and professional coaches​

Experienced Employees

highly effective, allowing the employee learn from the expert​

Pass through Programs

experienced workers are temporarily assigned to training department​

Professional Coaches

similar to consultants and hired to coach a particular employee​

Mentoring

veteran in the organization takes special interest in a new employee and helps him not only to adjust to the job but also in the organization

Overlearning

practicing a task even after it has been successfully learned​

Content Validity

comparing training content with the knowledge, skills and abilities required to perform a job​

Employee Reactions

involve asking the trainee if they enjoyed the training and what they learned​

Employee Learning

creating a test to determine whether an employee actually learned​

Application of Training

the extent to which employees actually can use the learned material​

Business Impact

determined by evaluating whether the goals of the training were met​

Return on Investment

after accounting for the cost of the training

Motivation

he internal force that drives a worker to action as well as the external factors that encourage that action

Consistency Theory

employees who feel good about themselves are motivated to perform better at work than employees who do not feel that they are valuable and worthy people​

Chronic Self-Esteem

person’s overall feeling about himself​

Situational Self-Esteem

person’s feeling about himself in a particular situation​

Socially Influenced Self-Esteem

how a person feels about himself on the basis of the expectations of others​

Experience-with-Success

employee is given a task so easy that he will almost certainly succeed

Self-Fulfilling Prophecy

states that an individual will perform as well or as poorly as he expects to perform​

Galatea Effect

the relationship between self-expectations and performance​

Pygmalion Effect

if an employee feels that the manager has confidence in him, his self-esteem will increase​

Golem Effect

occurs when negative expectations of an individual cause a decrease in that individual’s actual performance​

Intrinsic Motivation

they will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task​

Extrinsic Motivation

they don’t particularly enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences​

Work Preference Inventory

measures the intrinsic and extrinsic motivation​

Esteem needs

recognition and success

Love and belongingness needs

interaction with others

Safety needs

physical, psychological, financial

Basic biological needs

food, air, water, shelter

ERG Theory

needs theory with three levels: existence, relatedness, and growth

Two-Factor Theory

could be divided into Hygiene factors and motivators (Aldefer)​

Hygiene Factors

those job-related elements that result from but do not involve the job itself​

Motivators

job elements that do concern actual tasks and duty (Herzberg)​

Goal Setting

employee is given a goal such as increasing attendance, selling more products, or reducing the number of grammar error in reports​

Self-Regulation Theory

employee monitor their own progress toward attaining goals and then make the necessary adjustments; that is to self-regulate​

Timing of incentive

reinforcer or punisher is most effective if it occurs soon after the performance of the behavior​

Contingency of the consequences

reward and punishment must be made contingent upon performance, and this contingency of consequence must be clear

Premack Principle

reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer​

Financial Rewards incentive

can be used to motivate better worker performance either by making variable pay an integral part of an employee’s compensation package or by using financial rewards as a bonus for accomplishing certain goals​

Recognition incentive

reward through recognition program​

Social Recognition incentive

consists or personal attention, signs of approval, and expressions of appreciations; informal recognitions

Travel incentive

Individual Incentive Plans

designed to make high levels of individual performance financially worthwhile and the research is clear monetary incentive increase performance over the use of a guaranteed hourly salary

Pay For Performance

also called as earnings-at-risk (EAR) plans, pay employees according to how much they individually produced

Merit Pay

base their incentives on performance appraisal scores rather than on such objective performance measures as sales and productivity​

Group Incentive Plans

get employees participate in the success or failure of the organization​

Profit Sharing

provide employee with percentage of profits above a certain amount​

Gainsharing

ties groupwide financial incentives to improvements in organizational performance

Stock Options

employees are given the opportunity to purchase stock in the future​

Job Satisfaction ​

the attitude employees have toward their jobs

Organizational Commitment

the extent to which an employee identifies with and is involved with an organization

Affective Commitment

the extent to which and employee wants to remain with an organization and cares about the organization

Continuance Commitment​

the extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization

Normative Commitment​

the extent to which employees feel an obligation to remain with an organization

Individual Difference Theory

postulates that some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does ​

Genetic Predisposition

job satisfaction not only may be fairly stable across jobs but also may in part be genetically determined

Internal Locus of control

the extent to which people believe that they are responsible for and in control of their success or failure in life

Social Information processing Theory

also called as Social learning Theory, states that employees model their levels of satisfaction and motivation from other employees

Equity Theory

a theory of job satisfaction that employees will be satisfied if their ratio of effort to reward is similar to that other employees

Organizational Justice

a theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well

Distributive Justice

the perceived fairness of the decisions made in an organization​

Procedural Justice

the perceived fairness of the method used by an organization to make decisions​

Interactional Justice

the perceived fairness of the interpersonal treatment that employees receive in an organization.​

Job Rotation​

a system in which employees are given the opportunity to perform several different jobs in an organization

Job Enlargement​

a system in which employees are given more tasks to perform at the same time

Job Enrichment​

a system in which employees are given more responsibility over the tasks and decisions related to their job

Job Characteristic Theory​

the theory proposed by Hack-man and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker

Job Diagnostic Survey (JDS)​

a measure of the extent to which a job provides opportunities for growth, autonomy and meaning

Self-directed teams or Quality circles​

employee groups that meet to purpose changes that will improve productivity and the quality of work life

Integration of Theories​

• Discrepancy theories​

• Discrepancy theories

Maslow, ERG, two factors​

intrinsic motivation​

Job characteristics theory​

maslow’s social level​

Facet theory​

• Social learning theory​

• Equity theory​

• Job characteristic theory​

• Maslow’s self-actualization level