I/O

Personnel Psychology

Focuses on selecting and evaluating employees through job analysis, recruitment, selection, compensation. training, and performance appraisal.

Organizational Psychology

Examines employee behavior within organizations, including leadership, job satisfaction, motivation, communication, conflict, organizational change, and group processes.

Human Factors/Ergonomics

Focuses on human-machine interaction, workplace design, ergonomics, and reducing physical fatigue and stress, ofton working with engineers to improve safety and efficiency.

Job Analysis

• It is the gathering, analyzing, and structuring information about a job's components, characteristics, and requirements

• It is the foundation for almost all human resource activities.

Two Main Approaches to Job Analysis

• Work-Oriented Task-Oriented

• Worker-Oriented Approach (Person-Oriented)

Work-Oriented Task Oriented

• This approach focuses on the activities and outcomes of the job

• "Usually results in a job description."

Worker-Oriented Approach (Person-Oriented)

• This approach focuses on the human attributes necessary to perform the job successfully.

• "Usually results in a job specification."

Job Description

• It is a relatively short summary of a job. It is the output/document created after job analysis.

• It must describe a job in enough detail that decisions about activities such as selection and training can be made.

Job Title

• Describes the nature of the job

• Aids in selection and recruitment

• Affect perceptions of the status and worth of a job.

Job Specification

This lists qualifications, skills, education, and experience required

Job Context

Describes the environment in which the employee works.

Conducting a Job Analysis

1. Identify Tasks Performed

2. Write Tasks Statements

3. Rate Task Statements

4. Determine Essential KSAOs

5. Select Tests to Tap KSAOs

Step 1: Identify Tasks Performed

• Gather existing information.

• Interview subject matter experts (SMEs)

• Observation or job

Step 2: Write Task Statements

Must contain an action (what is done) and an object (to which the action is done), and may also include components like where the task is done, how it is done, why it is done, and when it is done.

Step 3: Rate Task Statements

Task analysis - SMEs rate each task statement on the frequency and the importance or criticality of the tasks being performed.

Step 4: Determine Essential KSAOs

• Knowledge - what a person needs to know to do a particular job.

• Skill - what a person is able to do on the job.

• Ability - a person's aptitude or capability to do job tasks or learn to do job tasks

• Other characteristics - personal factors.

Step 5. Select Tests to Tap KSAOs

• These are methods will be used to select new employees and include such methods as interviews, work samples, ability tests, personality tests

Position Analysis Questionnaire

• PAQs

• It identifies job elements across many professions.

Job Structure Profile

• JSP

• Modified version of the PAQ.

• Improves usability and updated for easier use and better reliability

Job Elements Inventory

• JEI

• Focuses on specific job elements.

• A readability level appropriate for an employee with only a tenth-grade education

Functional Job Analysis

• FJA

• Describes jobs in terms of interaction with data, people, and things.

• More task-oriented, highly detailed, and compare thousands of jobs

Occupational Information Network

• NET

• Includes information about the occupation and the worker characteristics needed for success in the occupation.

Critical Incident Technique

• CIT

• It focuses on specific behaviors that lead to either success or failure in a given task.

• It relies heavily on Subject Matter Exports (SMEs).

Threshold Traits

• TTA

• It identifies the specific personality traits that are necessary to perform a job analysis

Job Adaptability Inventory

• JAI

• it assesses adaptability in changing working conditions

Job Components Inventory

• JCI

• Information About Tools and Equipment. A structured job analysis technique designed to identify the specific requirements of a job.

  
  

AET

• Arbeltswissenschaftliches Erhebungsverfahren zur. Tatigkeitsanalyse

• A systematic, standardized, and behavior-oriented method used to analyze work activities by focusing on the relationship between the worker and their work objects

Recruitment

It is attracting people with the right qualifications to apply for the job.

Internal Recruitment

• Hiring/promoting someone from within the organization.

• Pros: Enhances morale and motivation in the company.

• Cons: Runs the risk of a stale workforce that is devoid of ideas from new employees, diversity in ideas, race, gender, or age and somehow internal conflict.

External Recruitment

Hiring from outside the organization.

Types of Recruitment

• Media Advertisements

• Respond by Calling

• Apply in Person Ads

• Blind Box

• Situation Wanted Ads

• Point-of-Purchase Methods

• Campus Recruiter

• Outside Recruiters

• Private Employment Agencies

• Public Employment Agencies

• Executive Search Firms

• Employee Referrals

Media Advertisements

Advertising through ads on publications or newspapers in print or digital form.

Respond by Calling

When an organization wants to either quickly screen applicants or hear an applicant's phone voice

Apply in Person Ads

Applicants to fill out a specific job application or to get a physical look at the applicant.

Blind Box

• The organization does not want its name in public.

• Organizations might fear that people won't apply if they know the company's name.

• The company needs to terminate an employee, but first wants to find a replacement

Situation Wanted Ads

• It is similar to a classified ad, but in a reverse manner.

• Ads are placed by the applicant rather than by organizations.

Point-of-Purchase Methods

• Job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats, etc.

• Advantages: inexpensive, targeted toward people who frequent the business.

• Disadvantages: limited exposure

Campus Recruiter

• Recruiters are sent to campuses and colleges and interview students for available positions.

• Virtual job fairs - students and alumni can use the web to "visit" with recruiters from various organizations.

• Advantages - Fresh talent, latest knowledge, and future potential:

• Disadvantages - Inexperience and high training costs.

Outside Recruiters

This includes private and public employment agencies, and executive search firms.

Private Employment Agencies

They charge either the company or the applicant when the applicant takes a job.

Public Employment Agencies

• State and local employment agencies

• Government-run, they help the unemployed and often provide career advisement and résumé services.

Executive Search Firms

• Head Hunters

• The jobs they represent are higher-paying, non-entry level positions (e.g. executives, etc.)

• They always charge their fees to organizations, usually around 30% of the applicant’s first year salary

Employee Referrals

• The most effective recruitment method

• Current employees recommend family members and friends for specific job openings

• Advantages: Faster and cheaper hiring and higher quality and retention.

• Disadvantages: Lack of diversity, nepotism, and bias.