Fields of IO Psychology

• Applying psychological theories, principles, and research is key in IO Psychology
• Family dynamics, responsibilities, cultural nuances, employment scenarios serve as illustrations
• Relevant legislation and non-work events like COVID-19 are examples considered
• Genetics or environmental factors can shape personality, thus influencing work behavior
• Psychologists and HR managers, along with HR professionals, operate in this field

Fields of IO Psychology

• The core is how to fit the person to the job
• Personnel Psychology focuses on workers and HR-related aspects like recruitment, selection, and training
• Organizational Psychology deals with the psychological, emotional, and motivational elements in the workplace, including attitudes, fairness, motivation, stress, leadership, and teamwork
• Human Engineering centers on fitting the job to the person, studying human limits and capabilities

What IO Psychologists Do

• Building sustainable and environmentally conscious organizations
• Suggesting changes, convincing people, and measuring eco-benefits for individuals, teams, and the organization are key
• Humanitarian Work Psychology (HWP) applies to poverty reduction, global aid, and development groups

Evidence-Based IOP

• It involves interventions and research to support logic, critical thinking, and scientific evidence
• The case study of the Hawthorne studies of planes shows that planes returned from war with bullets, hence the decision was made to add extra protection to empty areas against damage, making it irreplaceable

Characteristics of IOP

• IOP should address relevant, day-to-day problems
• It should be useful, applying research practically
• IOP should be grounded in scientific methods
• Public confidence depends on this

Employment Sectors for IOP

• IOP professionals work in academic, consulting, private, public, and other organizations

Post-1980 Workplace Changes

• Shifts include personal computing, teams vs. individuals, and a move from providing service to manufacturing goods
• Telecommuting, virtual teams, video conferencing, and a global workplace mark new trends
• The nature of work is more fluid, embracing diversity and requiring stability in family-friendly workplaces

IOP Career Preparation

• It involves education, training, and a graduate program
• Important aspects include GPA, GRE scores, and coursework (statistics)

Culture

• Individuals share meaning and common ways of viewing events, objects, and interpretations
• Expectations of availability and power dynamics are important

Hofstede's Theory of Cultural Influence - 5 Dimensions

• Individualism vs. Collectivism: Individualism stresses privacy and individual initiative, while collectivism emphasizes interdependence and loyalty
• Power distance: The extent to which unequal power distribution is accepted by society
  • Low power distance implies equality, minimized inequality, and accessible superiors
  • High power distance means the boss is in charge
• Uncertainty Avoidance: Strong uncertainty avoidance includes stress, rules, laws, hard work, conformity, and security
• Masculinity vs. Femininity:
  • Masculine cultures define gender roles clearly, are male-dominated, and support society; they are competition-driven with a focus on achievement
  • Feminine cultures accept gender-fluid roles, care for others, and value quality of life
• Long term vs. short term: Long-term involves persistence, perseverance, thrift, and attention to status differences, while short-term emphasizes personal stability, face-saving, and social niceties

Chapter 2: Individual Differences

• Individual Differences: Dissimilarities between two or more people, a key aspect of differential psychology
• Psychometrics: Measuring characteristics that cannot be directly observed via scales, metrics, and mental abilities

General Mental Ability (GMA)

• General mental ability refers to the "G" factor
• Cognitive ability is measured with intelligence tests that gauge reason, learning, and problem-solving skills
• G is the main path to understanding and predicting behavior in the G-centric model
• It encompasses physical ability, personality, interests, knowledge, and emotion

Assumptions and Applications of Individual Differences

• Individuals have stable attributes over time
• People vary in attributes
• Attribute differences persist post-training
• Jobs need different attributes
• Attributes are measurable via knowledge, skills, and abilities

Human Attributes

• Taxonomy of abilities: Fleishman outlines 52 abilities of human performance in three categories
• Cognitive abilities (memory and reasoning)
• Physical abilities (muscle and flexibility)
• Perceptual-motor abilities (physical attributes combining senses with movement)
• Intelligence, defined as "g" or a general intellectual capacity, is the ability to plan, reason, solve problems, understand complex ideas, and learn from experience
• Broad general capacity enables ability to learn from experience
• If the job complexity is high, then g is the best predictor of job performance
  • g intelligence tests are frequently useful

Sensory Attributes

• Sensory Abilities encompass vision, touch, taste, smell, and hearing, which are physical

Psychomotor/Sensorimotor Abilities

• They encompass physical movement with conscious cognitive processing
• Tasks include driving, eye coordination, dexterity, and reaction time

Five-Factor Model (FFM) - OCEAN

• Openness to Experience: Curious, imaginative, independent, and creative
• Conscientiousness: Responsible, persistent, planful, and achievement-oriented
• Extraversion: Sociable, assertive, talkative, and energetic
• Agreeableness: Cooperative, trusting, likable, and friendly
• Neuroticism: Emotionally unstable vs secure, calm, poised, and relaxed.

Situations: Weak vs. Strong

• Weak situations: Roles and rules are loosely defined with weak reinforcement and punishment
• Strong situations: Roles, rules, and contingencies are more defined
• Person-Job fit: Put the right person with the right job
• Show personality more in weak situations because one can act as they want

Facets of Conscientiousness

• Self-Efficacy: Confidence to achieve goals
• Orderliness: Inclination for order, law, and discipline
• Dutifulness: Likelihood of fulfilling obligations and being dependable
• Achievement-Striving: Pushing oneself to achieve and driving for excellence
• Self-Discipline: Showing high persistence

Measuring Personality

• One must consider practical issues
• Faking: Self-presentation, how people show their public face and control how others see them
• Social desirability: Presenting oneself in a more favorable way- a reason for self-presentation

Skills

• The skills differ on the basis of practical and technical acts versus non-technical
• Examples include java coding language or CC+

Knowledge

• It is a broad concept, more general- as coding
• It is more discrete, related to specific facts about the subject.

Emotional Intelligence (EI)

• EI pertains to the awareness and management of own and others' emotions

Controversy Towards Personality

• One view is that personality is a mix of different characteristics
• Another view is that personality is a learned ability

Foundations of Assessment

• Individual differences are only important if measurable
• Test questions should be linked to work and aimed to protect privacy, and to eliminate discrimination
• It is where WWI tests were adapted to assess IQ higher up the hierarchical ladder
• The tests objective & standardized procedure to measure psychological

Measuring Assessment

• Measure both content and the process of what is to be included in the tests
• Two attributes can be measured through different procedures that get more realistic test results
• Norming/norm group can give meaning to a test score

Aspects of Tests

• It is important for test users to compare and determine what makes a good test
• A test battery is a collection of several tests that assesses different attributes.

Administrative Test Categories

• Speed tests have rigid time limits, can increase legal challenges given any disabilities
• Power tests have no rigid time limits and just test knowledge of a topic
• Tests can be conducted as a group VS individually
• Performance tests measures skills with respect to doing tasks

Further Test Considerations

• Bias: Test results in statistical errors of prediction for subgroup
• Fairness: Judgment of actions/decisions based on test scores
• Culture: Shared meanings and common ways of viewing event
• Validity: Are you testing what your supposed to test- CONTENT

Factors for Test Design

• Exams have less to do with the process of how the exam is delivered
  • If a test is already valid, every gender should use the same test to ensure no unfair skewing
• Cognitive ability tests (MA): Assesses if someone can remember and understand how to mentally work
• Dexterity: Measures psychomotion skill with fingers
• Screen out: Test to measure for any psychopathology disorders
• Screen in: Identify the normal behavior

Intelligence Measurement

• Emotional Intelligence: Some say it exists, but others do not- there is a debate on the validity
  • Development lies in that it is stable and can be linked to personality and how it can advance
• Integrity testing:
  • Overt testing: Directly asking about attitudes with behaviors that are easily fakeable with theft
  • Personality based: Inferred honesty from personality

Candidate Assessment

• Individual assessment- only 1 candidate/few ones assessed on many different traits
• Interviews: Structured, unstructured, situational, covers job knowledge, abilities, skills, personality, person-org fit
• Assessment centers: Multiple tests for evaluation or possible promotion, done in groups
• Work sample tests: Under realistic conditions

Situational Judgement Tests

• Tests where a scenario is given (legal/ethical) with a test administrator that has the correct answer
• Grades do not assess job offers or the qualities of a potential candidate
• Graphology- analyses someones handwriting (narcissism)
• Polygraph- lie detector with bodily reactions
• Personality-based integrity test is perception while overt is actual and cannot discriminate against perception

Digital Adaptability

• Computer based: Assessees internet connection and more for the specific work.

Chapter 3: Job Analysis and Performance

• Analysis on how job effectiveness will be run, actions, and behaviors
• Productivity measures the level of effectiveness

Determinants for Job Performance

• (DK, PKS, M): Are you declarative and procedural?
• Declarative: Knowledge about facts and things
• Procedural: How it is done/analyzed (Self-management)
• Motivation: Choices that Individuals make

Campbell's 8 Components

• Job-specific proficiency: Task proficiency
• Non-job proficiency: Tasks that are not the job
• Communicate effectively verbally or orally
• Managing peer and team performance
• Maintaing personal discipline

Job Criteria

• Core: Demonstration of the main work that needs to be done
• Contamination and deficiency
• How relevance will maintain and improve job performance

Analysis Of Potential Roles

• Actions expected, varies, and has activities with ties to personality
• Common jobs with ties to personality, supporting the business with org roles
• OCB- Is going beyond basic expectation
• Altruism, compliance = key factors- helps with individual and groups in org
• Types of performance measures are those who count the quantitative data
• Judgmental measures- Evaluation of individuals
• Personnel measures = Keeping on file.

Adaptive Measures

• Restructuring and globalization, adapting to new technology and work nature
• 9 Dimensions for adaptive performance
• Interpersonal Adaptability
• Organizational Adaptability
• Cultural Adaptability

Counterproductive behaviors

• Organizational deviance, interpersonal deviance, property deviance (theft)
• Job analysis determines essence of a collection of tasks for a specific job title
• This includes job description, assessment, promotion and compensations
• KSAOs- knowledge/skills/abilties