IO COMPRE REVIEW

Industrial/Organizational Psychology

applies the principles of psychology to the workplace

I/O Psychologists

trained to use empirical data to make decisions

Industrial Psychology

focus on hiring, training and development, employee performance, and legal issues

Organizational Psychology

focus on motivation, teamwork, and leadership

Personnel Psychology

selection and evaluation of employee

Human Factors /Ergonomics

interaction between humans and machines

Occupational Health and Safety

prioritizes employee well-being, safety, and productivity

1900s

early beginnings of IO psychology

1945

division 14 of the APA began with 130 members this year

Society for Industrial and Business Psychology

Division 14

World War I

IO psychologists were employed in this era to test recruits and station them

1930s

publishing year of Hawthorne studies

Hawthorne Studies

initially investigated lighting, schedules, wages, temps, etc

Hawthorne Effect

change of behavior from being observed

Type A Dilemma

highly uncertain which is right or wrong; no best solution

Type B Dilemma

rationalizing dilemma; right and wrong is much clearer

Job Analysis

aka work analysis; involved with employees’ tasks, working conditions, and skills needed

Job Description

brief summary of the tasks and job requirements

Employee Selection

determining whether a particular applicant possesses the necessary knowledge, skills and abilities to carry out a job

Training

yield lists of job activities to create training programs

Personpower Planning

determine worker mobility within an organization

Peter Principle

promoting employees until their highest level of incompetence

Performance Appraisal

evaluation of employee performance

Job Classification

classify jobs into groups based on similarities

Job Evaluation

determining the worth of a job

Job Design

determine the optimal way a job should be performed

Job crafting

a process in which employees unofficially change their job duties to better fit their interests and skills

Organizational Analysis

correct problems and help organization function

Identifying Tasks Performed

• first step in job analysis

• gathering existing information, interviewing SMEs, observing, job participation

Write Task Statements

• second step in job analysis

• contain action (what is done) and an object (to which the action is done)

Rate Task Statements

• third step in job analysis

• using SMEs to rate each task statement on the frequency and the importance

Determine Essential KSAOs

• fourth step in job analysis

• should be based on evidence, such as data, observations, or feedback from current or past job holders, managers, or customers

KSAOs

• Knowledge

• Skill

• Ability

• Other Characteristics

Knowledge

a body of information needed to perform a task

Skill

proficiency to perform a learned task

Ability

capacity to perform tasks, learn new things, or develop skills

Other Characteristics

personality, willingness, interest, and degrees

Selecting Tests to Tap KSAOs

• fifth step in job analysis

• interviews, work samples, ability tests, personality tests, reference checks, integrity tests, biodata, and assessment centers

Position Analysis Questionnaire (PAQ)

structured job analysis questionnaire that evaluates the skill level and basic characteristics required of workers to successfully execute the tasks, duties, and responsibilities of a job

Job Structure Profile (JSP)

a revised version of the position analysis questionnaire (PAQ) designed to be used more by the job analyst than by the job incumbent

Job elements inventory (JEI)

structured job analysis technique developed by Corenelius and Hakel that is similar to the Position Analysis Questionaire (PAQ) but easier to read

Functional job analysis (FJA)

a job analysis method developed by fine that rates the extent to which a job incumbent is involved with functions int he categories of data, people and things

Job components inventory (JCI)

structured job analysis technique that concentrates on worker requirements for performing a job rather than on specific tasks

Subject matter experts (SMEs)

sources such as supervisors and incumbents who are knowledgeable about a job

Ammerman technique

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

AET

an ergonomic job analysis method developed in Germany

Occupational information network (o*net)

job analysis system used by the federal government that has replaced the dictionary of occupational titles (DOT)

Critical incident technique (CIT)

job analysis method developed by John Flanagan that uses written reports of good and bad employee behavior

Threshold traits analysis

a 33 item questionnaire developed by Lopez that identifies traits necessary to successfully perform a job

Fleishman job analysis survey (F-JAS)

job analysis method in which jobs are rated on the basis of the abilities needed to perform them

Job adaptability inventory (JAI)

job analysis method that taps the extent to which a job involves eight types of adaptability

Personality-related position requirements form (PPRF)

job analysis instrument that helps determine the personality requirements for a job

Internal Pay Equity

comparing jobs within an organization

External Pay Equity

comparing jobs to the external market (other organizations)

Compensable job factors

factors, such as responsibility and education requirements, that differentiate the relative with of jobs

Direct compensation

the amount of money paid to an employee (does not count benefits, time off, and so forth)

Comparable worth

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

Equal Employee Opportunity Commission (EEOC)

federal agency enforcing several discrimination-related laws

Grievance System

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

Mediation

a neutral third party helps both sides reach an agreement

Arbitration

a neutral third party is asked to choose which side is correct

Binding Arbitration

neither side can appeal the arbitrator’s decision

Nonbinding Arbitration

parties can take the case to court

Protected Class

group of persons protected by specific laws because of the group's defining characteristics, including race, color, religion, national origin, gender, age, and disability

Pregnancy Discrimination Act

prohibits discrimination on the basis of pregnancy, childbirth, or related conditions and they shall be treated the same for all employment related purposes

Quid Pro Quo

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

Hostile Environment Harassment

sexual harassment involving a pattern of conduct that creates an intimidating work environment

4 Main Affirmative Action Strategies

• monitoring hiring and promotion statistics

• intentional recruitment of minority applicants

• removal of employment practices working against minority

• preferential hiring and promotion of minorities

Recruitment

attracting employees to an organization

External Recruitment

recruitment outside the organization

Internal Recruitment

recruitment within the organization

Cost per Applicant

money spent divided by number of applicants

Cost per Qualified Applicant

money spent divided by number of qualified applicants

Realistic Job Preview (RJP)

applicants are told both about the positive and negative aspects of a job

Expectation-Lowering Procedure (ELP)

variation of RJP; lowers an applicants expectations of the job

Employment Interview

makes a hiring decision based on answers

Structured Interview

every applicant is asked the same question; add predictive power, legally favored, perceived more difficult

Unstructured Interview

applicants are not asked the exact same questions; poor intuitive ability, lack of job relatedness

Primacy Effects

first impression lasting; early information in an interview carries more weight

Contrast Effects

performance of one applicant influences the next applicant

Negative-information Bias

negative information receives more weight

Interviewer-interviewee Similarity

interviewer gives higher scire to applicants similar to them

Interviewee Appearance

attractive applicants getting a higher advantage

Nonverbal Cues

smiling, eye contact, etc.; highly correlated with interview scores

Types of Interview Questions

• Clarifier

• Disqualifier

• Skill-level determiner

• Past-focused

• Future-focused

• Organizational Fit

Clarifier

designed to gain more detailed or specific information, often used to ensure understanding or to gather additional context about a topic or situation

Disqualifier

criterion that automatically excludes a candidate or option from further consideration, often used in the context of hiring or selection processes to eliminate unsuitable candidates

Skill-level Determiner

used to assess and determine the proficiency or expertise level of an individual in a particular skill or area, often used in educational, training, or employment settings

Past-focused

emphasizes and examines previous experiences, behaviors, or achievements, often used in interviews or assessments to understand historical performance and patterns

Future-focused

emphasizes and considers future goals, aspirations, plans, and potential, often used in strategic planning, goal setting, or predictive assessments

Organizational Fit

degree to which an individual's values, beliefs, and behavior align with the culture, values, and norms of an organization, often assessed during hiring processes to ensure compatibility and long-term satisfaction

Typical-answer Approach

compares an applicant’s answer with benchmarks

Key-issues Approach

give points for an answer that matches scoring key

Chronological Resume

jobs are listed from most to least recent

Functional Resume

jobs are grouped by function

Psychological Resume

considers memory organization and impression formation

Reference Check

process of confirming the accuracy of information provided by an applicant

Reference

the expression of an opinion, either orally or through a written checklist, regarding an applicant's ability, previous performance, work habits, character, or potential for future success

Letter of Recommendation

letter expressing an opinion regarding an applicant's ability, previous performance, work habits, character, or potential for future success

Resume Fraud

lying on their resumes about what experience or education they actually have