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Industrial-Organizational (I/O) Psychology

A field that applies psychological principles to the workplace to enhance human dignity and organizational performance.

Principles of Learning

Used to develop training programs and incentive plans in I/O Psychology.

Principles of Social Psychology

Applied to form work groups and understand employee conflict in I/O Psychology.

I/O Psychologist

Professionals who apply psychological principles to enhance organizational effectiveness and employee well-being.

Scientist-Practitioner Model

I/O psychologists act as scientists conducting research and as practitioners applying findings to enhance organizational effectiveness.

Human Factors/Ergonomics

Focuses on the interaction between humans and machines in the workplace to improve efficiency and safety.

Personnel (or Industrial) Psychology

Concentrates on the selection and evaluation of employees in I/O Psychology.

Organizational Psychology

Investigates employee behavior within the context of an organization in I/O Psychology.

Humanitarian Work Psychology (HWP)

Aims to improve conditions for individuals facing disasters or underserved populations.

Occupational Health Psychology (OHP)

Focuses on psycho-social factors as risk factors for occupational injury and illness, including stress.

Scientific Management

Emphasizes applying scientific methods to the workplace for efficient task performance and worker productivity.

Research Method

A method where respondents keep a record of their experiences or observations over a specific period of time.

I/O Psychology

Industrial-Organizational psychology that had a significant impact during WWI by screening and classifying recruits.

Army Alpha

An IQ test for literate recruits assigned to officer training.

Army Beta

An IQ test for illiterate recruits assigned to infantry.

Ergonomics

The field that combines engineering and psychology to enhance human-machine interactions.

Hawthorne Studies

Studies conducted at Western Electric Hawthorne Works that highlighted the importance of human relations in the workplace.

Elton Mayo

Psychologist known for the Hawthorne Studies and the human relations approach to management.

Hawthorne Effect

The phenomenon where individuals perform better when singled out and made to feel important.

B.F

Psychologist whose work led to increased use of behavior-modification techniques in organizations.

Graduate Record Exam (GRE)

A standardized test required for admission to most psychology graduate schools.

Comprehensive Examination

A test, either oral or written, that students are required to pass before graduation in many academic programs.

Thesis

A formal research paper required in most academic programs, typically shorter and less extensive than a dissertation.

Doctoral Programs

Academic programs lasting around 5 years, best suited for those interested in teaching, research, or consulting, often involving comprehensive exams and a dissertation.

Theory

A systematic set of assumptions regarding the cause and nature of behavior.

Laboratory Research

Research conducted in a controlled lab setting, focusing on internal validity.

Field Research

Research conducted in a natural setting, emphasizing external validity but potentially lacking control over extraneous variables.

Institutional Review Boards

Committees designated to ensure ethical treatment of research subjects.

Experiments

Research studies where the independent variable is manipulated to determine cause-and-effect relationships.

Correlation

A statistical procedure used to measure the relationship between two variables.

Quasi-experiments

Research methods where the experimenter may not manipulate the independent variable or subjects are not randomly assigned.

Archival Research

Research involving the use of previously collected data.

Observations

Data collection method involving naturalistic or lab observations.

Surveys

Data collection method involving asking people for their opinions or attitudes.

Case Studies

A research method involving the presentation of real or hypothetical workplace problems.

Meta-analyses

A statistical method of reaching conclusions based on previous research studies.

Effect Size

A measure that quantifies the size of the difference between two groups or the strength of an effect in a study.

Random Sample

A sample where every member of the population has an equal chance of being selected.

Convenience Sample

A nonrandom sample chosen for its ease of availability.

Random Assignment

Unbiased assignment of subjects to different experimental conditions.

Job Analysis

The process of gathering, analyzing, and structuring information about a job's components and requirements.

Job Description

A summary of tasks and requirements found in a job analysis.

Employee Selection

The process of choosing the right candidate based on job requirements.

Training

Providing employees with the necessary skills and knowledge for their job.

Job Classification

Grouping jobs based on similarities in requirements and duties.

Job Evaluation

Determining the worth of a job based on job analysis information.

Job Design

Structuring how a job should be performed based on job analysis.

Compliance with Legal Guidelines

Ensuring job-relatedness and compliance with legal standards through job analysis.

Organizational Analysis

Identifying and solving organizational problems through job analysis.

Job Competencies

Knowledge, skills, abilities, and characteristics necessary for job success.

Job Crafting

Informal changes employees make in their jobs to suit their preferences.

Job Analysis

The process of gathering, documenting, and analyzing information about the responsibilities, tasks, duties, outcomes, and work environment of a particular job.

Task Statements

Statements that describe the actions to be done and the objects to which the actions are done, often including where, how, why, and when the task is done.

Essential KSAOs

The necessary Knowledge, Skills, Abilities, and Other characteristics required to perform the tasks identified in the job analysis.

Ammerman Technique

A method involving convening a panel of experts to identify objectives, standards, behaviors, and critical behaviors for a job.

Observing Incumbents

A job analysis method involving observing employees at work, often used in conjunction with other methods like interviews.

Job Participation

Analyzing a job by actually performing it, which helps in understanding all aspects of the job better.

SMEs

Subject Matter Experts who provide specialized knowledge and expertise in a particular field or area.

Task Analysis

The process of evaluating and rating each task statement based on its frequency and importance or criticality in job performance.

Job Structure Profile (JSP)

A method developed by Patrick and Moore in 1985 that includes item content and style, new items to enhance discriminatory power, and emphasizes having a job analyst use the profile.

Job Elements Inventory (JEI)

Developed by Cornelius and Hakel in 1978, it contains 153 items and is designed for employees with a tenth-grade education level.

Functional Job Analysis (FJA)

Introduced by Fine in 1955, it is a quick method to analyze and compare jobs based on the percentage of time spent on data, people, and things functions.

Job Components Inventory (JCI)

Developed by Banks, Jackson, Stafford, and Warr in 1983, it consists of over 400 questions covering categories like tools, physical requirements, and decision-making, with a detailed section on tools and equipment.

Occupational Information Network (O*NET)

A national job analysis system by the federal government to replace the Dictionary of Occupational Titles, providing information on work activities, worker characteristics, and economic factors.

Critical Incident Technique (CIT)

Developed by John Flanagan, it focuses on incidents of job behavior that differentiate between successful and unsuccessful performance.

Threshold Traits Analysis (TTA)

Introduced by Lopez, Kesselman, and Lopez in 1981, it identifies important traits through 33 items covering physical, mental, learned, motivational, and social categories.

Job Adaptability Inventory (JAI)

Created by Pulakos, Arad, Donovan, and Plamondon in 2000, it assesses job incumbents' adaptability across eight dimensions like handling emergencies and demonstrating cultural adaptability.

Job Analysis

The process of collecting, analyzing, and interpreting information about a job's tasks and responsibilities.

PAQ (Position Analysis Questionnaire)

A standardized method for job analysis that assesses job duties and worker requirements.

CIT (Critical Incident Technique)

A job analysis method that focuses on critical behaviors necessary for successful job performance.

Job Evaluation

The process of determining a job's relative worth within an organization.

Compensable Job Factors

Elements such as responsibility, physical demands, and education requirements that influence a job's value.

Wage Trend Line

A graphical representation of the relationship between job analysis points and salary levels.

External Pay Equity

Comparing a job's value to the external market to ensure fair compensation.

Sex and Race Equity

Ensuring equal pay regardless of gender or race through audits and analysis.

OFCCP (Office of Federal Contract Compliance Programs)

Agency monitoring equal pay practices and discrimination in federal contractors.

Mandatory Conciliation

A process in the Philippines where parties involved in a dispute are required to attempt to reach a settlement before proceeding to other legal actions.

Mediation

A method of alternative dispute resolution where a neutral third party assists in facilitating a resolution between conflicting parties.

Litigation Proceedings

The process of taking legal action through the court system to resolve a dispute or claim.

EEOC (Equal Employment Opportunity Commission)

A federal agency in the United States responsible for enforcing laws against workplace discrimination.

NLRC (National Labor Relations Commission)

An agency in the Philippines that handles labor disputes and regulates the relations between workers and employers.

Discrimination Charge

Allegations of unfair treatment based on protected characteristics such as race, sex, age, disability, etc.

Right to Sue Letter

Issued by the EEOC to allow a complainant to file a lawsuit in court after exhausting administrative remedies.

Case Law

Legal principles developed by courts through decisions in cases that serve as precedents for future cases.

Protected Class

Groups of individuals who are safeguarded by anti-discrimination laws based on characteristics like race, sex, religion, age, disability, etc.

Adverse Impact

When a particular employment decision negatively affects members of a protected class more often than others based on race, sex, or national origin.

Statistical Significance

One of the standards used to determine adverse impact, where differences in selection rates for two groups are not likely due to chance alone.

Practical Significance

The difference between two groups significant enough to suggest potential discrimination.

Civil Rights Act

Legislation that shifts the burden of proof in employment law cases once adverse impact is established.

Griggs v

Court ruling that also shifts the burden of proof to the employer to establish job relatedness once adverse impact is proven.

Valid Testing Procedures

Ensuring that employment tests causing adverse impact are job-related and valid, with efforts made to find less discriminatory alternatives.

Bona Fide Seniority System

A long-standing policy rewarding seniority that can continue even if adverse impact occurs, as long as the purpose is not discrimination.

National Security Exception

Allows discrimination in certain cases for national security reasons.

Veteran’s Preference Rights

Providing extra points on tests for veterans in civil service jobs.

Quid Pro Quo Harassment

Tying sexual favors to employment decisions like promotions, leading to legal liability for organizations.

Hostile Environment Harassment

Unwanted conduct related to gender that unreasonably interferes with work performance, leading to liability for organizations if not addressed.

Organizational Liability for Sexual Harassment

Organizations are always liable for quid pro quo harassment, but can avoid liability in hostile environment cases by showing reasonable care in prevention and correction.

Preventing Sexual Harassment

Organizations must have policies, communicate them, and enforce them to prevent liability for sexual harassment.

Correcting Sexually Harassing Behavior

Organizations must promptly investigate and take necessary action to address complaints of sexual harassment to reduce liability.

Complaint Investigation

All complaints, regardless of how trivial, must be investigated. The organization's policy should encourage victims to come forward and provide multiple channels for filing complaints. Complaints must be kept confidential to protect both the accused and the accuser. Actions should be taken to protect the accuser during the investigation, and due process must be given to both parties.