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Industrial/Organizational Psychology

a branch of psychology that applies the principle of psychology to the workplace. It examines factors that affect the people in an organization to enhance the dignity and performance of human beings and the organizations they work in.

It relies extensively on research, quantitative methods, and testing techniques

Industrial Approach

a major field in IO psychology that focuses on determining the competencies needed to perform a job, staffing the organization with employees who have those competencies, and increasing those competencies through trainings

Organizational Approach

a major field in IO psychology aims to create an organizational structure and culture that will motivate employees to perform well. It also provides working conditions that are safe and result in an enjoyable and satisfying work/life environment

Personnel Psychology

this field focuses on the selection and evaluation of employees. it analyze jobs to obtain a complete picture of what each employee does, often assigning monetary values to each position.

Human Factors/Ergonomics

it concentrate on workplace design, human machine interaction, ergonomics, and physical fatigue and stress. It frequently works with engineers and other technical professionals to make the workplace safer and more efficient

Organizational Psychology

this field is concerned with the issues of leadership, job satisfaction, employee organizational communication, motivation, conflict management, organizational change, and group processes within an organization

Walter Dill Scott

a pioneer of industrial-organizational psychology who applied psychological principles to business, especially in advertising

He wrote the book "The Theory of Advertising" and "The Psychology Of Advertising"

Hugo Munsterberg

pioneer of industrial-organizational psychology who applied psychological principles to the work efficiency.

In his book Psychology and Industrial Efficiency (1913), he explored how to match people to the right jobs, improve work efficiency, and motivate employees. He introduced the use of psychological tests for personnel selection and studied factors like attention and fatigue.

Frederick Taylor

he introduced Scientific Management, a method that emphasized analyzing and standardizing work tasks to improve productivity.

Frank and Lillian Gilbreth

they focused on analyzing the movements involved in work tasks to reduce fatigue and increase productivity. They developed time-and-motion studies to find the most efficient ways to perform tasks.

Time and motion studies

methods used to analyze work tasks in order to improve efficiency. It focuses on measuring how long it takes to complete each part of a job and looks at the movements involved in performing the job to identify and eliminate unnecessary or inefficient actions. By combining these two approaches, the goal is to find the best and fastest way to complete tasks while reducing worker fatigue and effort.

Elton Mayo

explored the effects of lighting on worker productivity (Hawthorne Study) but then led to discovery of Hawthorne effect

Hawthorne Effect

states that changes in behavior or performance occur when one is being observed.

Employees changed their behavior and became more productive because they were being studies and received attention from their managers

Human Relation Movement

an approach in organizational management emphasizing the importance of social factors and "worker morale" in work productivity.

It emerged as a response to the earlier focus on strict scientific management and efficiency. This movement highlights how employees’ feelings, motivations, and relationships with coworkers and supervisors affect their productivity and job satisfaction.

Ethical Dilemmas

ambiguous situations that require a personal judgment of what is right or wrong because there is no rules, policies, or laws guiding such decisions

Type A Dilemma

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

Type B Dilemma

also called rationalizing dilemmas, the difference between right and wrong is much clearer than in a Type A dilemma. Usually, individuals know what is right but choose the solution that is most advantageous to themselves

Army Alpha

a written test designed for soldiers who could read and write English. It measured skills like verbal ability, arithmetic, and following directions to assess mental ability and intelligence.

Army Beta

a non-verbal test created for soldiers who were illiterate or non-English speakers. It used pictures, symbols, and tasks that didn’t require reading or writing to evaluate intelligence and problem-solving skills.

Job Analysis

also called work analysis; it is the process of collecting information about a job in terms of its tasks, duties, responsibilities, and knowledge, skills, and abilities needed to perform a job.

It is the foundation of almost all human resources activities.

Its product is job description.

Identifying Task Performed

it is the first step conducted in job analysis that can be done through different methods such as systematic observation or interview.

Job Analysis Interview

a way of obtaining information about a job by talking to a person performing it.

Technical Conference Method

a group of job analysis interview consisting subject-matter experts.

Job Participation

a job analyst actually performs the job being analyzed

Ammerman Technique

a job analysis method in which a group of job expert identifies the objectives and standards to be met by the ideal workers

Writing Task Statement

second step in conducting job analysis which involves the action (what is done) and an object (to which the action is done) of the job. It also includes where the task is done, how it is done, why it is done, and when it is done.

Task Inventory

a questionnaire containing a list of all the task of the a worker.

Rate Task Statement

third step in job analysis wherein after the task statement is written, a task analysis will be conducted.

Task Analysis

it is a process of identifying and detailing the individual tasks involved in a job—what is done, how it is done, and why it is important.

using a group of SMEs the task statements are rated in terms of their frequency and the importance or criticality of the task being performed.

task will not be included in the task inventory if it has an average of 0.5 or less and an average of a combined rating of less than 2.

Job Description

it is a brief, two-to-five-page summary of tasks and requirements or qualifications (KSOA’s) needed for the job.

It tells what the employee is expected to do (task and responsibilities).

Job Title

it describes the nature of the job including its power and status level and its worth.

It also provides workers with some form of identity.

Work Activities

this section composed the lists of tasks and responsibilities in which the worker is involved

Job Context

describes the environment in which the employees work and mention stress level, physical demands, work schedule, degree of danger and level of responsibility

It is the conditions under which they performed.

Work Performance

it outlines the work standards expected and how an employee’s performance is evaluated.

 it also contains information on the salary grade, whether the position is exempt, and the compensable factors used to determine salary

Job Competencies or Job Specification

refers to knowledge, skills, abilities and other characteristics that are necessary to successfully perform a job.

Refers to human qualities and qualifications.

Knowledge

a body of information needed to perform a task.

Skill

the proficiency to performed a learned task

Ability

the innate nature or talent someone has. It is the basic capacity for performing acquired knowledge and developing skill

Other Characterictics

refers to willingness, interests, and motivation

Job Design

it is a process of organizing employees’ roles and responsibilities to optimize the work process and maximize performance.

Job Enlargement

increasing the number of task or responsibilities to broaden employee’s role, that is on the same level.

Job Enrichment

employees are given more responsibility over the task and decision related to their current job.

Job Simplification/Specialization

breaking down task into simpler components to increase efficiency, often focusing on repetitive task.

occurs when work is divided into smaller tasks or jobs, each assigned to different individuals. This division is meant to improve efficiency and productivity by allowing workers to focus on specific tasks that they can become highly skilled at.

Job Crafting

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

Job Classification

classifying jobs into groups based on similarities in requirements and duties.

Work Mobility

if individuals are hired for a particular job, it tells to what other jobs can they expect to eventually be promoted and become successful.

Personpower Planning

it determines worker mobility within an organization.

Peter Principle

promoting employees until they reach their highest level of incompetence.

a person who is competent at their job will earn a promotion to a position that requires different skills.

Position Analysis Questionnaire (PAQ)

a test composed of 194 items that provide information about worker activities such as input information, mental processes, work output, interpersonal relationship, job context, schedule, pay, and responsibility.

Job Structure Profile (JSP)

a revised version of PAQ developed by Patrick and Moore. It is an improved style of items that emphasizes discriminatory powers of intellectual and decision-making dimensions.

it is used more by job analysts and job incumbents.

Job Elements Inventory (JEI)

designed as an alternative to PAQ, developed by Cornelius and Hakel. It contains 153 items and has readability level for employees with only a tenth-grade education.

Functional Job Analysis (FJA)

a method that could be used by the federal government to analyze and compare thousands of jobs. Focuses on the amount of time incumbents spend on.

Job Components Inventory (JCI)

consists of more than 400 questions covering five major categories: tools and equipment, perceptual and physical requirements, mathematical requirements, communication requirements, and decision making and responsibility. It is the only job analysis method containing a detailed section on tools and equipment

AET

an ergonomic job analysis procedure that addresses the relationship of the worker with work objects.

Developed in Germany by Rohmert and Landau (1983), a 216-item, standardized questionnaire

Occupational Information Network (O*NET)

focuses on nature of work

provides information about the occupation (generalized work activities, work context, organizational context) and the worker characteristics (ability, work style, occupational values and interests, knowledge, skills, education) needed for success in the occupation. Also includes information about such economic factors as labor demand, labor supply, salaries, and occupational trends.

Critical Incident Technique (CIT)

developed and first used by John Flanagan. It is used to discover actual incidents of good and bad employee behavior that make the difference between successful and unsuccessful performance.

Threshold Traits Analysis (TTA)

33 items that identify the traits that are necessary for the successful performance of a job. The 33 items cover five trait categories: physical, mental, learned, motivational, and social.

Fleishman Job Analysis Survey (F-JAS)

jobs are rated on the basis of the abilities needed to perform them.

Job Adaptability Inventory (JAI)

addresses the adaptability of certain job hoder.

Personality-Related Position Requirements Form (PPRF)

developed by Raymark, Schmit, and Guion (1997) to identify the personality types needed to perform job-related tasks. Consists of 107 items tapping 12 personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion, agreeableness, and emotional stability)

Position

refers to the job title

Duty

refers to the roles and responsibilities

Task

a work activity that is performed to achieve specific job

Activity

doing the actual act

Element

the smallest unit job activity

Job

collection of position similar enough to share common job title

Job Evaluation

refers to job’s worth; the process of determining the monetary worth of a job.

Determining Internal Pay Equity

comparing jobs within organization to ensure that the people in jobs worth the most are paid accordingly.`

Determining Compensable Job Factor

the first step in determining internal pay equity wherein a decision is made on what compensable factors differentiate their relative worth of job

Determining Levels of Each Compensable Factors

second step in determining internal pay equity where in levels are assigned in each compensable factors.

Determining the Factor Weights

third step in determining internal pay equity wherein weight is assigned to each factor and to level within factor because some factors are more important than others

Wage Trend Line

a line that represent the ideal relationship between the number of points that job has been assigned and salary range for that job

Determining External Pay Equity

the worth of job is determined by comparing the job to the external market or other organization.

Salary Survey

a questionnaire sent to other organization to see how much they are paying their employees in position similar to those in the organization

Market Position

an organization decides where it wants to be in relation to the compensation policies of other oragnization.

Direct Compensation

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

Determining Sex and Race Equity

employees are not paid on the basis pf gender or race

Comparable Worth

different but comparable job should be paid the same

Affirmative Action

not discriminating sex, race, age, and gender.

Equal Employment Opportunity Principle

employers do not discriminate against employees based on age, race, color, creed, sex, religion, and disability

Bona Fide Occupational Qualification (BFOQ)

it states that a selection requirement is necessary for the performance of job duties and for which there is no substitute. mjk,

Grievance System

a process in which employees file a complain with the organization and a committee within the organization decides it.

Mediation

a method of solving a conflict in which a neural third party is asked to help two parties reach an agreement.

Arbitration

a method of resolving conflict where in a neural third party makes a decision who is right.

Binding Arbitration

once a decision is made by a neutral party, an appeal can't be made by both sides.

If one party doesn't fulfill its promise, the other party can take legal action.

Nonbiding Arbitration

after a decision is made by a neutral party, both sides can either accept the decision or take it to the court.

State Agency

it is used when the violation involves state law.

Equal Employment Opportunity Commission

a branch of the labor department charged with prosecuting complaints that involve violation of federal law

Merit

refers to evaluating the validity of a complaint to determine if it needs further action.

District Court

if settlement cannot be reached with EEOC the case goes here, with EFOC representing the complainant.when this court makes a decision, the complaint becomes a case law.

Case Law

it is rules that come from the decision made by the judge which can be used as a precedent to help decide similar cases in the future

Circuit Court o f Appeal

if the decision made in the lower court (district court) doesn't sit right to the complainant, it may be taken to this court. The ruling made by this court serves as binding case law

Binding Case Law

a legal decision made by the higher court that the lower court within the same legal system must mandatory follow.

Single Entry Approach

a mediation made in DOLE that aims to resolve disputes within 30 days.

Employment Practice

it refers to any decision that affects employees, it includes hiring, training, or determining pay. Thus any decision made by an employer has potential legal challenge.

Protected Class

it refers to any group of people for which protective legislation has been passed.

Labor Code of the Philippines

this prohibits discrimination in employment

Bona Fide Occupational Qualification (BFOQ)

it states that a selection requirement is necessary for the performance of job duties and for which there is no substitute.

Twin Notice Rule

a procedural requirement in labor law to ensure fairness when an employer intends to terminate an employee.

Notice to Explain (NTE)

this is the first notice, where the employer informs the employee of their specific charge or accusation which gives them the opportunity to explain themselves.