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PSYIND1 A55 Orange text: from PPT Black text: from discussions INTRODUCTION OF INDUSTRIAL PSYCHOLOGY IO PSYCHOLOGY VS HR MANAGEMENT WHAT IS IO PSYCHOLOGY IO PSYCHOLOGY HR MANAGEME...

PSYIND1 A55 Orange text: from PPT Black text: from discussions INTRODUCTION OF INDUSTRIAL PSYCHOLOGY IO PSYCHOLOGY VS HR MANAGEMENT WHAT IS IO PSYCHOLOGY IO PSYCHOLOGY HR MANAGEMENT Focuses on Focuses on A branch of psychology that applies understanding implementing HR psychological principles to understand employee behavior by policies and practices people in the workplace. researching ways to to ensure enhance productivity organizational and well-being. effectiveness. INDUSTRIAL PSYCHOLOGY Emphasize human resource practices SCIENTIST-PRACTITIONER MODEL guided by psychology principles HISTORICAL TRACE SCIENTIST PRACTITIONER ○ Selection Testing during WWI ○ Mass testing of recruits Focuses on Focuses on ORGANIZATIONAL PSYCHOLOGY understanding implementing HR employee behavior by policies and practices researching ways to to ensure Emphasize the human side of the worker enhance productivity organizational HISTORICAL TRACE and well-being. effectiveness. ○ Hawthorne studies ○ The Hawthorne Effect is a psychological phenomenon where WHERE DO IO PSYCHOLOGISTS WORK? individuals improve or modify their behavior in response to their awareness of being observed. REMEMBER Industrial and organizational psychology are interconnected. These are not separate disciplines. JOB ANALYSIS 1  PSYIND1 A55 Job Analysis is a process not an end result or output. Similar to Data Gathering Data collecting will be job related information After collecting, we interpret and analyze. Produce something. A systematic process of collecting and analyzing job information by determining the following: IMPORTANCE OF JOB ANALYSIS TDRs Task, duties, & responsibilities Job Analysis is being conducted per role ○ E.g. Identify the task, identify the Empowers the hiring team to identify the qualifications and skills set, right applicants by using the most accurate measurement tool for the competencies KSAOs Performing job analysis for each role within Competencies your organization is crucial to: Knowledge, skills, abilities, & other ○ Recruitment and Selection characteristics Hiring team to have a deep You should NOT start off identifying the understanding of the KSAOs qualifications that are needed to identify to the applicants WORK TOOLS Identify the right assessment Types of equipment used tools to measure the competencies Sufficient the employee on their tasks and responsibilities ○ Performance Appraisal or Evaluation ➔ Improve org performance and productivity Relevant to the job ➔ Understand the job Measuring what are ➔ Ano ginagawa sa role supposed to measure ➔ Note the qualifications of the TDRs Detailing the job tasks ➔ “Paano mammake sure na maiimplement To make it credible and efficiently ang TDRs” effective E.g. If it is valid, evaluating if a Analyze then come up with Job Requirements test is good or not Job Description (TDR) ○ Training and Development For Job Specifications (KSAOs and WT) Is key in pinpointing specific Job Specifications is already imbedded on training programs needed for the Job Description employees Designed around the competencies required for 2  PSYIND1 A55 each job and how to develop a) Gather existing job them information Skills na wala pa can be i) Existing Job developed over time Descriptions (can cite Skills can be developed but as reference) abilities are innate ii) Training Manuals ○ Compensation Management iii) Activity Logs Fair and accurate pay by the (1) Activity Log: work that is being done by depending on the employee when mo Knowing the value of the job gagamitin (up Higher compensation: they’re to the being paid by the quality or researcher) impact of the decisions they iv) Performance Records will do to the company (1) Critical ○ Strategic HR Decisions incidents Promotions, transfers, lay offs, (a) Actual terminations inciden Match with the new role ts requirements (b) Succes Peter Principle sful or Idea of promoting employees until they unsucc reach their level of incompetence essful perfor mance STEPS IN JOB ANALYSIS s v) O*Net (1) https://www.on etonline.org/ b) Interview subject matter experts (SME) i) Job incumbents ii) Supervisors iii) Customers iv) Management c) Observe job incumbents i) Observing employees as they perform their day-to-day work STEP 1: IDENTIFY TASKS PERFORMED activities Gather job information using the following d) Job Participation methods: 3  PSYIND1 A55 e) Structured Questionnaires Additional guidelines when writing tasks i) Functional Job statements: Analysis (FJA) ○ 1 action, 1 object to achieve clarity ii) Position Analysis ○ Use simple language for ease of Questionnaire (PAQ) understanding (1) PAQ is the ○ Avoid competencies or policies most common ○ Always provide context STEP 3: RATE TASK STATEMENTS Rate each task statement based on the following: ○ Frequency of the task ○ Criticality of the task Importance Significance *Frequency - demand *Not all data will be on the Job Description WHY DO WE NEED TO RATE THE TASK STATEMENTS? STEP 2: WRITE TASK STATEMENTS 1. Ensures reliability and validity 2. Develops an accurate job description Writing task statements is important for job a. Set up clear expectations descriptions b. Avoid confusions/ambiguity that It should include these key details: might create dissatisfaction and will 1) Action Verb also affect the quality of work 2) Object 3. Maintains objectivity of task statements 3) Purpose a. Details are all job related 4) Conditions/Context a) Environment can be physical, WHO SHOULD RATE TASK STATEMENTS? etc., when doing the task 1. Job Incumbents 5) Frequency a. Their role is important e.g. b. Who currently has the role i. E.g. current job holder 2. Supervisors a. Their role is important b. They set the standards c. Observing what is a good performance d. Good source of job information e. Managers 3. Subject Matter Experts 4  PSYIND1 A55 a. Training manager/Specialists STEP 4: DETERMINE ESSENTIAL KSAOs i. They create and develop modules, courses, etc. KNOWLEDGE ii. Have a specific competency Understanding the concepts and knowing b. Executives how to apply them effectively c. HR Personnels ○ How will you know if the KSAOs are 4. Job Analysts important? a. Conducting job analysis Look at the TS b. They can rate their own TS based on Identify which TS you written the gathered data are important ○ Example *Poor TS if you ONLY have Subject Matter Experts & Knowledge of how to use Job Analysts Google Slides and Kahoot effectively per presentation Example of Task Inventory Scales and interactive activities Understanding OBE (outcomes-based education) principles and how to apply them to enhance student learning. Knowing how to do it and by practice SKILLS Observable competence acquired through training or experience Example ○ Communication skills Example of Task Analysis Ratings ○ Facilitation skills Forget about the nice to have and focus on the need to have skills ABILITIES Underlying, enduring traits ○ Natural and difficult to improve or develop 4 General Categories ○ Cognitive ○ Psychomotor ○ Physical ○ Sensory Abilities Example 5  PSYIND1 A55 ○ Knowledge of how to use Google Slides and Kahoot effectively per presentation and interactive activities Analytical - analyze respondents of students & assess quickly Problem solving - address the students' concerns, etc. Being adaptable OTHER CHARACTERISTICS Other attributes that are important for job and organizational fit. This often includes personal and other professional characteristics such as personality, career KSAO is needed… goals, & values Decision based on average rating Example ○ Creativity 2.5 above Include in the selection process ○ Enthusiasm/Positive Energy 1.5 to 2.49 Will be taught during training ○ Empathy/Compassion Making sure that the applicant is.5 to 1.49 To be learned on the job aligned/compatible with the nature of the job Be intentional with the right people *The competencies will be taken from the job Just like TS, KSAOs should be rated based description and assess during hiring of the on how essential each one is for performing applicant the job *Categorize competencies during hiring, training, learn it on the job Scales Used to Rate KSAOs for Law Enforcement STEP 5: SELECT TESTS TO MEASURE KSAOs Determine the best methods to measure KSAOs needed at the time of hire. ○ KSAO needed are determined based on the average rating scale of the rated KSAOs ○ STAR Method Basing the questions from past behaviors Past behavior will most likely to happen again in the future Decision based on average rating Example ○ Communication Skills 6  PSYIND1 A55 Structured interviews ○ Teaching demonstrations Reference checks EMPLOYEE SELECTION ○ Problem Solving Situational questions The process of choosing the most suitable Structured interviews person with relevant qualifications to fill Teaching demonstrations existing or projected job vacancies. Case studies/analysis ○ It is more than just filling a spot. It is finding the right fit for your DATA ANALYSIS organization. HR PLANNING Process of forecasting human resource WRITING JOB DESCRIPTION needs to ensure that the organization has the right number of people with the right WHAT IS A JOB DESCRIPTION skills in the right positions at the right time. ○ Can tell us which job position should Relatively short summary of a job be filled up quickly or for later. Should be 2-5 pages in length ○ If the vacancy is for later, you have to Includes the TDRs start recruiting potential candidates Also the requirements for those future roles. DETAILS OF A JOB DESCRIPTION WHY IS EMPLOYEE SELECTION IMPORTANT? Job Title 1. Impacts performance Brief Summary a. An effective selection process ensures that candidates have the ○ 1-2 sentences necessary KSAOs or competencies ○ Overview of the job role which then they can contribute to Work Activities improve the overall success of the ○ TDRs company. ○ Day-to-day task 2. Ensures job and organization fit Tools and Equipment Used a. Crucial for maximizing the Work Context performance ○ Environment b. Employees who match the JR are Physical, sociological, likely to be more productive and psychological, psychological satisfied. Performance Standards c. When a candidate aligns well with ○ Stipulated in the work activities the organization's values and culture, ○ Make sure not to write the activities it enhances employee’s retention for only but also the standards quick promotion. Job Competencies 3. Maximizes cost ○ KSAOs ○ Includes Job Specifications 7  PSYIND1 A55 a. Having a valid and effective selection IMPLICATIONS process reduces the chances of poor ○ Better job performance hiring decisions. ○ Higher job satisfaction b. Reduces the costs of turnover, ○ Increases job acceptance rates rehiring, and training expenses. ○ Increases employee retention 4. Avoid legal disputes and negligent hiring a. When you conduct a thorough PERSON-ORGANIZATION FIT background check and use valid selection procedures, it lessens the PERSON: KSAOs AND MOTIVATION risks of hiring individuals who may pose threats to the organization. PERSON-JOB FIT This ensures that the job requirements and rewards match with the employees competencies and motivations. JOB: REQUIREMENTS AND REWARDS Each job has its own set ORGANIZATIONAL VALUES of job requirements from the Norms for the desirable attitudes and TDRs, KSAOs, and work tools. behaviors in the company Offers certain rewards ○ E.g., honesty, integrity, hard work such as salary, benefits, etc. If a company values E.g., travel opportunities, teamwork and the employee or exposures to diverse members prefers working alone, this mismatch can lead to lower PERSON: KSAOs AND MOTIVATION motivation and lower Employees has their own performance. qualifications and motivations Struggle in adapting the Motivations such as career company’s environment goals, work-life balance, etc. NEW JOB DUTIES New tasks might be added to the job or roles ○ Marketing managers might initially focus on campaign planning but will later soon handle social media management as well. In employee selection, using the right The organization might look for hires who assessment methods helps determine if the can handle these added responsibilities. employee’s competencies and motivations align with the job requirements and rewards. 8  PSYIND1 A55 Having such flexibility helps the company ○ An unsuccessful hire underperforms adapt without needing to hire for additional or does not perform effectively or employees to reduce cost. fails to meet expectations. MULTIPLE JOBS HIRING SUCCESS GAIN If an organization is the type of organization that rapidly grows, employees might need to This refers to the significant “increase” in handle various tasks. hiring success over time because of the ○ Start up companies might hire effectiveness of the selection tools used. employees who initially handle sales ○ About how the hiring process can be but later on will handle customer more effective and efficient over support or administrative tasks. time. ○ This helps the company manage Indicators: diversely without the need to hire ○ Increased numbers of top performers multiple employees. Hiring process consistently ○ Something that is temporary identifies high performing individuals which boosts the FUTURE JOBS overall organizational Organizations or companies must anticipate performance future responsibilities beyond the initial role. ○ Reduced turnover rates ○ An entry level software developer Higher retention rate might be hired with the expectation New hires are staying longer that they will eventually take on a in the organization which project management task/project. states a good person-job and This is where the opportunistic hiring occurs. person-org fit Roles are combined to emphasize the need It saves time and resources of the person-organization fit ○ Lower cost-per-hire Employees ability to adapt and take over Spending less on the hiring responsibilities is crucial process while still improving the quality of candidates IMPORTANCE of the employee’s versatility and ○ Shorter time-to-fill adaptability. Vacancies are filled more quickly that allows the HIRING SUCCESS organization to have more productivity This refers to the overall effectiveness of a hiring decision ACHIEVING HIRING SUCCESS GAIN It encompasses both successful and unsuccessful hiring outcomes 1. Reliability of selection tools ○ A new hire can be considered 2. Validity of selection tools successful if the employee fits the 3. Cost-efficiency role and team, meets/exceeds 4. Utility expectations. a. Selection ratio 9  PSYIND1 A55 b. Base Rate b. Criterion Validity i. Measures how well a HOW TO ACHIEVE HIRING SUCCESS GAIN selection tool predicts job performance outcomes and is assessed through concurrent 1. RELIABILITY OF SELECTION TOOLS and predictive validity. a. Test-retest 1. Concurrent Validity i. The selection tool should checks how well the give consistent results results of the ST over-time aligns with another ii. Similar scores if the test is measure that is retook twice (3 months related to the interval) construct being b. Alternate Forms assessed. i. Using two different versions 2. Predictive Validity of the same test measures how well ii. These version should the tool can predict produce similar results for future job fairness performance. c. Internal Reliability c. Construct Validity i. Measures the consistency of i. Checks if the selection tool items within the same test measures what it’s supposed ii. to measure iii. High IR = accurate intended construct 3. COST-EFFICIENCY iv. Widely used = Coefficient a. Pricing Alpha i. ST should have a value for 1. Accepted value is.81 the money spent by the d. Interrater Reliability organization i. Checks how consistently ii. Expensive tool may not be different raters evaluate the necessary if there’s a cheaper same candidate tool that will produce the ii. Unbiased decisions same outcome iii. Accepted coefficient b. Administration depends on the context i. Manner or process how the 1. 0.70 is generally ST is administered also acceptable affects the CE ii. Consider: 2. VALIDITY OF SELECTION TOOLS 1. Time required to a. Content Validity complete the test i. Assess how well a ST covers 2. Who is allowed to all the relevant parts of a administer and construct that aims to interpret the result? measure 3. Individual or group? 10  PSYIND1 A55 4. Pen and paper or iii. Low Base Rate means that computerized? there are fewer employees performing well. 4. UTILITY 1. Current selection a. Selection Ratio process needs i. Number of hires divided by improvement. the number of applicants ii. Low Selection Ratio means ASSESSMENT METHODS that you're hiring a small % from the candidate pool. 1. INITIAL ASSESSMENT 1. Increasing the value This is used to eliminate those of an effective ST. applicants who do not meet even 2. More candidates = the minimum requirements. easily identify top performers Resume iii. High Selection Ratio means ○ A document with a summary that you’re hiring a large % of your credentials, expertise, from the candidate pool. and accomplishments 1. Less flexibility to be ○ TYPES selective Chronological 2. Utility of the tool List your work decreases because its history from ability to differentiate most to least is very low recent 3. You’re hiring almost everyone Great if you have solid record b. Base Rate i. % of current employees who are successful or efficient on their roles ii. High Base Rate means that most of your employees are performing well. 1. Not the best time to change the ST 2. Tools utility is less dramatic 11  PSYIND1 A55 Functional Jobs are groups by functions Ideal for changing careers or employment gap Highlights skills over job titles Application Blanks ○ An application form that gathers information ○ It also verifies information in the resume submitted ○ Typically focus on educational background and the professional experiences Biographical Information ○ A.K.A Biodata ○ A summary of personal data that includes a person’s life history such as family background, personal Psychological interest, and achievements. Combines the strengths of Cover Letters the ○ Usually attached with a aforementione resume d types as it ○ Provides further information uses principles about your expertise to make an ○ Important to highlight why impact on the you are qualified resume. ○ Explains how you skills and experiences aligns or matched with the specific requirements of the job 12  PSYIND1 A55 potentially damaging information such as: Criminal records Credit card issues Discrepancies: employment history, school records Difference with reference check - RC: you’re the one giving the employer your reference - BC: more general approach. They might confirm the information through registrars, HR, etc. - Background checks focus on verifying factual information about a candidate's history, while reference checks assess their interpersonal traits and job performance through the opinions of others. Initial Interviews ○ A preliminary screening process to identify obvious mismatches between the applicant and the job Reference Checks requirements. ○ The process of verifying ○ Serves as the rough cut previous employment ○ Look for the: education, and other Qualifications pertinent information by Communication skills contacting key individuals Negative attitude who have known and Discrepancies in the worked with the candidate. information provided ○ Help uncover falsified Lack of preparation credentials or issues. ○ Provide insights in the 2. SUBSTANTIVE ASSESSMENT candidates skills, work ethics, This is used to make a etc. comprehensive evaluation of the candidates. Background Checks Examples ○ The process of investigating ○ Personality tests a candidate’s personal, Typically measure the educational, and professional Big 5 personality traits history to uncover any 13  PSYIND1 A55 manage their own emotions as well as the emotions of Conscientiousness others. and Neuroticism are Valuable in job that the most consistent has high emotional indicators of job demands performance E.g. customer service, team collaboration ○ Work samples ○ Ability tests Having applicants Measures an perform actual individual's capacity to job-related tasks that perform specific tasks represent the work or functions, often they would be doing if focusing on: hired. Aptitude: Natural Tasks are given talent or ability for a "off-the-job" particular task. Examples: Achievement: Programming Knowledge or skills tests for a acquired through computer learning or programmer experience. candidate Cognitive: Mental Teaching abilities such as demonstration thinking, reasoning, for a professor and problem-solving. Psychomotor: Physical ○ Situational Judgement Test abilities involving Present candidates coordination of mind with “hypothetical” and body. job-related situations Physical: Bodily and ask them to abilities such as choose a course of strength, endurance, action from several and flexibility. alternatives. Evaluates the ○ EQ tests judgment or decision This evaluates a making in scenarios person’s ability to that are relevant to recognize, the job understand, and 14  PSYIND1 A55 https://www.assessme questions, along with ntday.co.uk/situational a consistent scoring -judgment-test/index. system, php Methods Situational ○ Integrity Test Behavioral Assesses the candidate's honesty 3. DISCRETIONARY ASSESSMENT and moral character Helps decide which finalists get the to predict the job offer propensity to engage Unnecessary when all finalists in any unethical or receive job offers dishonest behavior at Key characteristic: highly subjective work. Methods: Self-report Common Basis of Assessment: questionnaires ○ The highest in Behavioral person-organization fit assessments ○ Organizational citizenship Polygraph behavior (OCB) tests (lie Should have a solid basis detector) 4. CONTINGENT ASSESSMENT ○ Interest Test Not always used Assess candidate/s Typically for legal compliance preferences and proposes to avoid risks in the interests related to workplace both on-the-job ○ Risks includes: workplace activities and violence, accidents, increase off-the-job activities healthcare costs Common methods ○ Drug testing Helps evaluates if the ○ Medical exams candidate’s interests fits the job ○ Structured Interviews A standardized method of interviewing candidates asking the same set of predetermined 15