I/O Psychology: History, Research Methods, and Job Analysis Techniques

I/O Psychology

Scientific study of human behavior in workplaces to improve employee well-being and organizational performance; tasks include selection, training, job design.

Army Alpha/Beta Tests

Group intelligence tests used in WWI to place soldiers into officer training or infantry.

Frank & Lillian Gilbreth

Pioneers of motion studies; reduced bricklaying motions from 18 to 4½; inspired Cheaper by the Dozen.

Thomas Edison's Hiring Test

Created a 163-item applicant test with only ~5% passing; early influence on employee selection.

Type A Ethical Dilemma

No clear right answer; example: using an accurate AI hiring tool you don't fully understand.

Type B Ethical Dilemma

Clear right vs. wrong but people rationalize breaking rules; example: biased performance system kept because 'everyone does it.'

Why Conduct Research?

Common sense is often wrong; research saves organizations money and supports better decisions.

Idea vs. Hypothesis vs. Theory

Idea = topic/question; Hypothesis = educated prediction of what will happen; Theory = explains why it happens.

Literature Review

Prior research summary to see if the question has been asked before.

Experiment

Manipulate independent variable (IV), randomly assign subjects, measure dependent variable (DV).

Quasi-experiment

No random assignment or manipulation; useful when experiments aren't practical or ethical.

Meta-analysis

Statistical combination of results from multiple previous studies.

Independent Variable

Variable the researcher manipulates or categorizes (cause).

Dependent Variable

Outcome measured to see the effect of the IV.

Good Survey Design

Clear, simple language; short questions; avoid hypotheticals; ensure intended population access.

Increase Survey Response

Advance notice, incentives, anonymity, personalization, university sponsor, in-person distribution.

Random Sampling

Each member of population has equal chance to be chosen; best for generalizing results.

Convenience Sampling

Use subjects who are easily available (e.g., students, online panels).

Correlation vs. Causation

correlation: two variables changing together Causation: the reason the variables change ex: variable a and b change becuase the heat rises

Importance of Job Analysis

Supports hiring, training, performance appraisal, job classification/design, and legal compliance.

Job Description Sections

Job title, summary, tasks, tools/equipment, context, performance standards, compensation info, competencies.

Purpose of Job Title

Describes job nature, aids recruitment, affects perceptions of worth and status.

KSAOs

Knowledge, Skills, Abilities, and Other characteristics; divided into those needed before hire vs. learned after.

Job Crafting

Employees changing their own job duties or responsibilities; can be positive or negative.

Characteristics of a Good Task Statement

One action + one object, same tense, appropriate reading level, includes tools/equipment, stands alone.

Task Rating Scales

Frequency and Importance—two scales used to rate each task.

Selection Methods for KSAOs

Interviews, work samples, tests, biodata, assessment centers.

Position Analysis Questionnaire (PAQ)

300 items across 6 dimensions; standardized but hard for average employee to read.

Job Structure Profile (JSP)

Alternative to PAQ providing job-related data.

Job Elements Inventory (JEI)

Job-analysis method focusing on elements critical to job success.

Functional Job Analysis (FJA)

Measures % of time spent on data, people, and things.

O*NET

U.S. Department of Labor database of 900+ occupations replacing the Dictionary of Occupational Titles.

Critical Incident Technique

Method collecting examples of excellent and poor performance to build interviews and appraisals.

Internal Pay Equity

Fairness of pay compared to others within the same company; evaluated with a wage trend line.

External Pay Equity

Fairness of pay compared to same job in other companies; determined through salary surveys.

Compensable Factors

Attributes that determine job value: responsibility level, physical/mental demands, education, experience, working conditions.

Who can conduct a job analysis and what are the pros and cons of each?

• Managers/Supervisors – Pros: know day-to-day duties, performance standards. Cons: possible bias (inflate importance), may overlook tasks they don’t value.

• Human Resources (HR) – Pros: trained in job-analysis methods, neutral and consistent, aware of legal requirements. Cons: less detailed knowledge of specific jobs.

• Outside Consultants – Pros: objective, specialized expertise, consistent across locations, up-to-date on best practices. Cons: most expensive, need time to learn the organization, may miss culture-specific details.