Iop Quiz 1

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Branch of psychology that applies the principles of psychology to the workplace (Aamodt, 2013)

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I/O Psychology

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Able to apply psychological theories to explain and enhance the effectiveness of human behavior in the workplace (Canadian Psychological Association)

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I/O psychologists

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"Enhance the dignity and performance of human beings, and the organizations they work in, by advancing the science and knowledge of human behavior"

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I/O psychologists

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Examines factors that affect people in the organization as opposed to the broader aspects of running an organization such as marketing channels transportation networks and cost accounting

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IOP

I/O Psychology

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Relies extensively on research, quantitative methods and testing techniques

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IOP

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Relies on the scientist-practitioner model, that is, they act as scientist when they conduct research and as practitioners when they work with actual organizations

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I/O psychologists

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Act as scientist-practitiomers when they apply researh findings so that the work they perform woth org will be of high quality and enhance an organization's effectiveness

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I/O psychologists

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Fields of I/O Psychology

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1. Selection and Placement

2. Training and Development

3. Performance Appraisal

4. Organization Development

5. Quality of Worklife

6. Ergonomics

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I/O psychologists who work in this field are concerned with developing assessment methods for the selection, placement, and promotion of employees

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Selection and Placement

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Involved in studying jobs and determining to what degree tests can predict performance in those jobs.

Concerned with the placement of employees, which is directed toward identifying those jobs that are most compatible with the individual's skills and interests

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Selection and Placement

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This field is concerned with the identification of employee skills that need to be enhanced to improve job performance. The areas of training include technical skills enhancement

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Training and Development

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Technical skills enhancement (e.g., computer operations), managerial development programs, and training of all employees to work together effectively. I/O psychologists who work in this field must design ways to determine whether training and development programs have been successful.

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Training and Development

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is the process of identifying criteria or standards for determining how well employees are performing their jobs.

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Performance Appraisal

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I/O psychologists who work in this field are also concerned with determining the utility or value of job performance to the organization. They may be involved with measuring the performance of work teams, units within the organization, or the organizati

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Performance Appraisal

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They may be involved with measuring the performance of work teams, units within the organization, or the organization itself.

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Performance Appraisal

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is the process of analyzing the structure of an organization to maximize the satisfaction and effectiveness of individuals, work groups, and customers.

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Organization Development

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Organizations grow and mature just as people do; thus, the field of organization development is directed toward facilitating the organizational growth process. I/O psychologists who work in this field are sensitized to the wide array of factors that influence

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Organization Development

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I/O psychologists who work in this field are sensitized to the wide array of factors that influence behavior in organizations.

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Organization Development

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I/o psychologists who work in this field are concerned with factors that contribute to a healthy and productive workforce.

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Quality of Worklife

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They may be involved in redesigning jobs to make them more meaningful and satisfying to the people who perform them. A high-quality

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Quality of Worklife

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contributes to greater productivity of the organization and to the emotional health of the individual.

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Quality of Worklife

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is a multidisciplinary field that includes I/O psychologists.

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Ergonomics

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It is concerned with designing tools, equipment, and machines that are compatible with human skills. I/O psychologists who work in this field draw upon knowledge deri

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Ergonomics

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I/O psychologists who work in this field draw upon knowledge derived from physiology, industrial medicine, and perception to design work systems that humans can effectively operate.

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Ergonomics

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Publishes the Theory of Advertising

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Walter Dill (1903)

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publishes Psychology and Industrial Efficiency

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Hugo Munsterberg (1913)

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First published on 1917

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Journal of Applied Psychology

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Selection of Soldiers

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– Army Alpha

– Army Beta

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developed tests for pilots

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John Watson

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increased cargo ship efficiency

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Henry Gantt

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On 1921, First Ph.D in I/O Psychology at Carnegic Tech was awarded to

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Bruce Moore

Merrill Ream

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On 1932, the first I/O textbook was written by

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Morris Viteles

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when Hawthorne published

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1933

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when American Association for Applied Psychology was established

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1937

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- worked on applying psychological principles to advertising and published books on the topic as well as essays on using these principles to solve problems in industry.

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Walter Dill Scott

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contributed in starting the testing movement in WWI

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Walter Dill Scott

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the first I/O psychology textbook in 1910 entitled

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“Psychology and Industrial Efficiency”

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-written what regarded as the first I/O psychology textbook in 1910 entitled “ Psychology and Industrial Efficiency”

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Hugo Münsterberg

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-primarily interested in personnel selection and use of psychological tests in industry.

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Hugo Münsterberg

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the first academic program in industrial psychology

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Division of Applied Psychology

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he started the Division of Applied Psychology, the first academic program in industrial psychology

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Walter Bingham

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headed the Personal Research Federation and directed The Psychological Corporation

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Walter Bingham

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-time and motion study -made use of scientific insights to develop a study method based on the analysis of work motions, consisting in part of filming the details of a worker's activities while recording the time it took to complete those activities.

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Frank & Lilian Gilbreth

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father of Scientific Management

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Frederick Taylor

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-interested in removing all inefficiency from the workplace, and he targeted his efforts toward the manual worker, aiming to increase their productivity and reduce their judgment

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Frederick Taylor

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-created the Human Relations approach

-spearheaded the “Hawthorne Studies”

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Elton Mayo

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- put emphasis on industrial democracy, employee participation that would increase motivation and decrease resistance

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Elton Mayo

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- a formal process by which knowledge is produced and understood

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Research

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- the extent to which conclusions drawn from one research study spread or apply to a larger population

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Generalizability

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- a statement that proposes to explain relationships among phenomena of interest

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Theory

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Research

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• Generalizability

• Theory

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Requirements of psychological research

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1. Observation must be objective

2. Well-controlled

3. Systematic

4. Capable of duplication

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investigate one influencing variable at a time while holding the other variables constant.

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experimental method

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observing behavior in the real world

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naturalistic observation method

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Methods of conducting psychological research in industry

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• Experimental Method

• naturalistic observation method

Survey method

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Techniques in psychological research

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1. personal interviews

2. telephone surveys

3. mail surveys

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Steps in Personnel Selection

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1. Job Analysis

2. Selection of Testing Methods

3. Test Validation

4. Recruitment

5. Screening

6. Testing

7. Reference Check

8. Selecting

9. Hiring/ Rejecting

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gathering, analyzing, and structuring info about a job’s components, characteristics and requirements

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Job Analysis

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a brief summary of the tasks and job requirements found in the job analysis. It is the written result of the job analysis

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Writing Job Description

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identifying tasks to perform, competence to perform

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Employee selection

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designing the training programs based on the lists of job activities yielded from J.A.

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Training

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determining worker mobility within an organization

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Person power planning

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using specific, job-related categories lead to more accurate performance appraisals that are better accepted not only by employees but also by the courts

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Performance appraisal

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classifying jobs into groups based on similarities in requirements and duties to determine pay levels, transfers and promotions

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Job classification

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determining the worth of the job

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Job evaluation

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finding the optimal way in which a job should be performed

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Job design

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a relatively short summary of a job. It must describe a job in enough details that decisions about activities such as selection and training can be made.

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Job Description

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describes the nature of the job, its power and status level, and the competencies needed to perform the job.

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Job title

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short description of the nature and purpose of the job

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Brief summary

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Components of a good Job Description

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1. Job title

2. Brief summary

3. Work Activities

4. Tools and equipment used

5. Job content

6. Work performance

7. Compensation information

8. Job Competencies

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lists the tasks and activities in which the worker is involved. It should be organized into meaningful categories to make the job description easy to read and understand.

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Work Activities

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lists of tools and equipment used to perform the work activities.

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Tools and equipment used

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describes the environment in which the employee works and should mention stress level, work schedule, physical demands, level of responsibility, number of co-workers, degree of danger, and other important information about the job.

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Job Content

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brief description of how an employee’s performance is evaluated and what work standards are expected of the employee

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Work performance

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contains information on the salary grade, and the compensable factors used to determine salary

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Compensation information

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– contains what commonly called job specifications or competencies (KSAOs) that are necessary to be successful on the job.

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Job competencies

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

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Job crafting

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Steps in Conducting Job Analysis

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1. Identify Tasks Performed

2. Write Tasks Statement

3. Rate Task Statements

4. Determine Essential KSAOs

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It’s always a good idea to gather information that has already been obtained. This info might come from the organization with which you are working, other organizations, trade publications and journal articles.

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Gathering existing Information

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SMEs are people who are knowledgeable about the job and include job incumbents, supervisors, customers and upper-level management. The purpose of job analysis interview is to obtain information about the job itself rather that about the person doing the job.

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Interviewing Subject-Matter Experts (SMEs)

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Step 1Identify Tasks Performed : (2)

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A. Gathering existing Information

B.Interviewing Subject-Matter Experts (SMEs)

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a group job analysis interview consisting of subject-matter experts

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SME Conference

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

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Ammerman Technique

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a job analysis method in which the job analyst watches job incumbents perform their jobs.

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Observations

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a job analysis method in which the job analyst actually performs the job being analyzed.

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Job Participation

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

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Functional Job Analysis

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

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Job Components Inventory

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

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Critical Incident Technique

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

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Fleishman Job Analysis Survey

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a questionnaire containing a list of task each of which the job incumbent rates on a series of scales such as importance and time spent.

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Task inventory

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Once the task have been identified, the next step is to write the task statements that will be used in the task inventory and included in the task description.

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

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Write Task Statement

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Once the task statements have been written, the next step is to conduct a task analysis using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task being performed

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Rate Task Statements

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the process of identifying the tasks for which employees need to be trained.

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Task Analysis

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commonly referred to as competencies or job specifications

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KSAO's

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When competencies are tied to an organization’s strategic initiatives and plans rather than specific tasks, the process is called

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competency modeling

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is a body of information needed to perform a task.

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Knowledge

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is the proficiency to perform a learned task

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Skill

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is a basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill

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Ability

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include such personal factors as licenses, degrees and years of experience

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Other characteristics

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It is deciding what factors differentiate the relative worth of jobs.

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Determining Compensable Job Factors

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Possible compensable job factors include the ff:

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1 Level of responsibility

2 Physical demands

3 Mental demands

4 Education requirements

5 Training and experience requirements

6 Working conditions

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For factor such as education, the levels are easy to determine (e.g. high school, bachelor’s degree, master’s degree). For factors such as responsibility, a considerate amount of time and discussion may be required to determine the levels.

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Determining the levels for each compensable factors

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Because some factors are more important than others, weights must be assigned to each factor and to each level with in the factor.

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Determining the Factor Weights

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a line that represents the ideal relationship between the number of points that a job has been assigned (using a point method of evaluation) and salary range for that job.

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Wage trend line

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– a questionnaire sent to other organizations to see how much they are paying their employees in positions similar to those in the organization sending the survey

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Salary surveys

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

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Direct Compensation

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

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Comparable worth

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the most commonly used method to select employees

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Employment Interviews

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-a method of selecting employees in which an interviewer asks questions to an applicant and then makes an employment decision based on the answers to the questions as well as the way in which the questions were answered.

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Employment Interviews

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Type of Interviews

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1. Structure

2. Style

3. Medium

4. Situational Interview

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Steps in Conducting a Job Evaluation

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STEP 1: Determining Compensable Job Factors

STEP 2: Determining the levels for each compensable factors

STEP 3: Determining the Factor Weights

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Style

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One-on-one interviews

Serial interviews

Return interviews

Panel interviews

Group interviews

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Medium

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Face-to-face interviews

Telephone interviews

Videoconference interviews

Written interviews

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questions are based on job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.

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Structured Interview

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applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers

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Unstructured Interview

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-an interview approach where applicants are confronted with specific issues, questions, or problems that are likely to arise on the job. It can be particularly effective when dealing with sensitive issues dealing with the honesty or integrity of candidates.

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Situational Interview

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Two types of Situational Interview

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Experience based Future Oriented

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require the applicant to reveal an actual experience he or she had in the past when confronting the situation; it seems to reduce some forms of impression management

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Experience-based

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"Describe a time when you were faced with completing an important, but boring task. How did you deal with this situation?“

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Experience-based interview

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asks what the person is likely to do when confronting a certain hypothetical situation in the future;

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Future-oriented

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"You are the personnel officer in a manufacturing plant and a machine operator incurred an accident. Floor staff are distracted and in a panic mode. Production is already behind. What will you do?"

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Future-oriented