Industrial Psychology Prelim Scope PDF

IM 312 INDUSTRIAL PSYCHOLOGY: Psychology at Work Learning Outcomes 1. Discuss the salient features of Industr ial Psychology 2. Identify, explain, and perfor m the process of the different methods of job analysis  WHAT’S UP? 1. HISTORY 2. INDUSTRIAL PSYCHOLOGY 3. JOB ANALYSIS...

IM 312 INDUSTRIAL PSYCHOLOGY: Psychology at Work Learning Outcomes 1. Discuss the salient features of Industr ial Psychology 2. Identify, explain, and perfor m the process of the different methods of job analysis  WHAT’S UP? 1. HISTORY 2. INDUSTRIAL PSYCHOLOGY 3. JOB ANALYSIS 4. RECRUITMENT, SELECTION & PLACEMENT 5. PERFORMANCE APPRAISAL 1. BRIEF HISTORY OF INDUSTRIAL P SYCHOLOGY Industrial-organizational psychology, formerly called industrial psychology, application of concepts and methods from several subspecialties of the discipline (such as learning, motivation, and social psychology) to business and institutional settings. 1. BRIEF HISTORY OF INDUSTRIAL P SYCHOLOGY The study of industrial-organizational (I-O) psychology originated in the United States in the early 1900s through the work of psychologists Hugo Münsterberg and Walter Dill Scott (both of whom were trained by German physiologist and psychologist Wilhelm Wundt), while its practical application developed largely through the work of American industrial engineer Frederick W. Taylor. I-O psychology grew rapidly after World War I and even more so afterWorld War II. 1. BRIEF HISTORY OF INDUSTRIAL P SYCHOLOGY Some I-O psychologists develop methods for personnel selection and training, while others analyze managers’ styles and effectiveness or study ways to improve workplace morale, job satisfaction, and productivity. The field of I-O psychology contributed to the development of human factors engineering, or ergonomics, which involves designing equipment (e.g., displays for airplane cockpits and automobile dashboards, computer keyboards, or home appliances) that can be operated safely and efficiently. 2. INDUSTRIAL PSYCHOLOGY Industrial psychology is that branch of psychology which delves into the study of human behavior in industrial organizations. In Industrial psychology, researchers are interested in a broad range of topics related to the work environment, including the selection of the right person for a particular job, the influence of attitudes on job performance, and the ways people work together in groups. Most of the personnel problems are essentially the problems of industrial psychology. For instance, during the employment process, the personnel department encounters the problems of selection and placement arising out of individual differences. Many of the psychological studies in industry have been directed to test rating scales, interviews and similar techniques and devices for use in vocational selection. 2. INDUSTRIAL PSYCHOLOGY Psychology is the science of human mind, or, in other words, it is the study of human behavior. The application of the knowledge of psychology to the industrial situations is known as industrial psychology. Thus industrial psychology is the study of people at work in industry and in business. It is the study of their aptitudes and their qualifications for jobs. Simply, it is a branch of Psychology that applies the principles of psychology to the workplace. Wouldn’t it be wonderful if all employees loved their jobs so much that they couldn’t wait to get to work and were so well suited and trained that their performance is outstanding?  DEFINITIONS OF INDUSTRIAL PSYCHOLOGY C.S. George – “Industrial psychology is concerned with the entire spectrum of human behavior.” Ernest J. McCormick – “Industrial psychology is the study of human behavior in the work- related aspects of life and the application of knowledge of human behavior to the minimization of human problems in this context.” Thomas W. Harrell – “Industrial psychology may be defined as the study of people as individuals and in groups and of the relationship between individual and group”. Industrial psychology is primarily concerned with the behavior of people at work. To be specific, it is the study of people as individuals and in groups and of the relationships between individuals and groups.  DEFINITIONS OF INDUSTRIAL PSYCHOLOGY Blum and Naylor – “Industrial psychology is simply the applications or extension of psychological facts and principles to the problems concerning human relations in business and industry.” It is the study of human relations, mental health of the workers on the job and ways to help to gain good mental health for the workers who have become confused and upset. That means industrial psychology is the study of principles and practices that affect the behavior of human beings. Industrial psychology is also concerned with physical aspect of work environment such as lighting, ventilation and temperature and their effect on the output and safety of the workers. Smith defined industrial psychology as – “For the practical purposes industrial psychology may be defined as the study of conduct of those who exchange the work of their hands and brains for the means to live”. KEY PILLARS OF INDUSTRIAL PSYCHOLOGY Individual Differences: Individual differs in physical characteristics, intelligence, aptitudes, personality, skills, etc. Therefore, every person should be selected, trained and treated on the basis of the kind of person he is. Causation of Human Behavior: An individual does not just behave in one way or the other. It is the situation which stimulates him to behave in a particular manner. Therefore, it is necessary to understand the causes of behavior before making an attempt to improve upon it. KEY PILLARS OF INDUSTRIAL PSYCHOLOGY Whole Person: The concept of whole person signifies that behavior of a person at work can’t be studies in isolation. He has his background, emotions, sentiments and feelings which cannot be separated from the skills he is using on the job. His performance at work is influenced by his past and present environment. Human Dignity: A person has emotions, sentiments and aspirations which have to be respected by the organization. He must be treated with respect and dignity. He can’t be treated like a machine or commodity which has no sensitivity at all.  3. JOB ANALYSIS Job analysis is primary tool in personnel management. In this method, a personnel manager tries to gather, synthesize and implement the information available regarding the workforce in the concern. A personnel manager has to undertake job analysis so as to put right man on right job. There are two outcomes of job analysis. A Personnel Manager carried analysis in two ways : 1. Job description 2. Job specification  3. JOB ANALYSIS Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy cannot be filled until and unless HR manager has these two sets of data. It is necessary to define them accurately in order to fit the right person at the right place and at the right time. This helps both employer and employee understand what exactly needs to be delivered and how. Both job description and job specification are essential parts of job analysis information. Writing them clearly and accurately helps organization and workers cope with many challenges while onboard. 3. JOB ANALYSIS  3.1 JOB DESCRIPTION A written statement of what the jobholder does, how it is done, under what conditions it is done and why it is done. It should accurately portray job content, environment and conditions of employment. Job Description acts as a resource for describing the job to potential candidates, guiding newly- hired employees in what they are specifically expected to do and providing a platform for appraisal.  3.1 JOB DESCRIPTION Job description implies the enumeration and description of each operation in a job and responsibilities involved in performing are also outlined. It lists out required materials, tools, equipment and machinery for each job. The purpose of Job description is to identify a job. It is served by providing an identifiable descriptive title to each job. Job description implies recording of the following data concerning each job analyzed. 1. Principal duties to be performed and responsibilities involved are outlined 2. Operations involved in each job are listed in proper sequence. 3. Requisite materials, equipment, machinery and tools etc. are listed. 4. Conditions of work, i.e. surroundings, the time of work etc. are stated. 5. Relations of various related jobs are indicated. 6. Mental and physical abilities for performing each operation are listed. The kind of training and the length of experience required are also indicated. 7. Wages payable along with other fringe benefits are stated.  3.2 JOB SPECIFICATION The minimum acceptable qualifications that an employee must possess to perform the job successfully. Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification and abilities needed to do the job effectively. The personal attributes required for a job specification are: a) Essential attributes: skills, knowledge and abilities (SKAs) a person must possess b) Desirable attributes: qualifications a person ought to possess c) Contra-indicators: are attributes that will become a handicap to successful job performance.  3.2 JOB SPECIFICATION Job Specification specifies information about the skills or qualities required for doing the job. Job Specification is also called as Man or Employee Specification. Job Specification is prepared on the basis of Job Description. Job Specification is a statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. Job specification helps in hiring an appropriate person for an appropriate position. The contents are : 1. Job title and designation 2. Educational qualifications for that title 3. Physical and other related attributes 4. Physique and mental health 5. Special attributes and abilities 6. Maturity and dependability 7. Relationship of that job with other jobs in a concern.  4. RECRUITMENT, SELECTION, & P LACEMENT WHAT’S UP ? 1. Recruitment 2. Selection Techniques 3. Job Search Skills  4. RECRUITMENT, SELECTION, & P LACEMENT Recruitment: is a process of attracting, screening and selecting qualified people. Personnel recruitment is the process of identifying qualified candidates in the workforce and getting them to apply for jobs within an organization. Personnel recruitment processes include developing job announcements, placing ads, defining key qualifications for applicants, and screening out unqualified applicants.  4. RECRUITMENT, SELECTION, & P LACEMENT Selection: Picking applicants from a pool of job applicants, who have the appropriate qualifications and competency to do the job. Personnel selection is the systematic process of hiring and promoting personnel. Personnel selection involves both the newly hired and individuals who can be promoted from within the organization. Common selection tools include ability tests (e.g., cognitive, physical, or psycho-motor), knowledge tests, personality tests, structured interviews, the systematic collection of biographical data, and work samples. 4. RECRUITMENT, SELECTION, & P LACEMENT Placement and orientation: After selecting people, we have to place them on jobs best suited to their interests, activities and aptitude. If we are not sure about what needs to be done on a job, it is not possible to identify the right person suited for the job. Similarly, effective job orientation cannot be achieved without a proper understanding of the needs of each job. To teach a new employee how to handle a job, the job has to be clearly defined. TWO TYPES OF RECRUITMENT EXTERNAL INTERNAL RECRUITMENT RECRUITMENT Recruiting Recruiting employees from employees already outside the employed by the organization organization STEPS IN SELECTING EMPLOYEES JOB ANALYSIS HIRING/REJECTING SELECTION OF TEST METHODS SELECTING TEST TESTING VALIDATION RECRUITMENT SCREENING  RECRUITMENT METHODS Media advertisements Point-of-Purchase method Recruiters Employment Agencies and Search Firms Employee referrals Direct Mail Internet / Social Media Job fairs  A. MEDIA ADVERTISEMENTS Newspaper Ads Electronic Media respond by calling Television apply-in person ads Radio send resume ads blind box A. MEDIA ADVERTISEMENTS  B. POINT-OF-PURCHASE METHOD In employee recruitment, job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placements and the sides of truck. B. POINT-OF-PURCHASE METHOD  C. RECRUITERS Campus Recruiters Outside Recruiters In-campus Job Fair Executive search firms Employment agency D. EMPLOYEE REFERRALS  E. DIRECT MAIL A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.  F. INTERNET AND SOCIAL MEDIA It continues to be a fast-growing source of recruitment. Examples:  G. JOB FAIRS Job fairs are used by many organizations to provide information in a personal fashion to as many applicants as possible. SELECTION TECHNIQUES INTERVIEWING “Why should we hire you?” EMPLOYMENT INTERVIEWS A method of selecting employees in which an interviewer asks questions of 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.  TYPES OF INTERVIEW Structure Medium Structure / Face-to-face / unstructured telephone / video conference Style / written One-on-one / serial / return / panel  A. STRUCTURE The structure of an interview is determined by the source of the questions, the extent to which all applicants are asked the same question and the structure of the system used to score the answers.  Structured Interview This is one in which the (1) source of the question is a job analysis (job- related questions), (2) all applicants are asked the same questions, and (3) there is a standard scoring key to evaluate each answer.  Unstructured Interview This is one in which interviewers are free to ask anything they want, are not required to have consistency in what they ask of each applicant, and may assign numbers of points at their own discretion. Where do you want to be in five years? What was the last book you read?  B. STYLE This is determined by the number of interviewees and number of interviewers.  One-on-One Interview This involves one interviewer interviewing one applicant.  Seria l Interview This involves a series of single interviews.  Return Interview This is similar to serial interviews with the difference being a passing of time between the first and subsequent interview.  Pa nel Interview This has multiple interviewers asking questions and evaluating answers of the same applicant at the same time.  Group Interview This has multiple applicants answering questions during the same interview.  C. MEDIUM This is determined by the extent to which the interview is done.  Fa ce-to-Fa ce Interview This provides a personal setting and allow the participants to use both visual and vocal cues to evaluate information.  Telephone Interview This is often used to screen applicants but do not allow the use of visual cues.  Videoconference Interview This is conducted at remote sites. The applicant and the interviewer can hear and see each other but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews.  W ritten Interviews This involves the applicant answering a series of written questions and then sending the answers back through regular mail or through mail. Advantages of Structured Interviews ✓ Job relatedness ✓ Standardized scoring ✓ Reliability and validity ✓ Predictive ability ✓ Defensibility Problems with Unstructured Interviews o Poor Intuitive Ability o Lack of Job relatedness o Primacy Effects o Contrast Effects Problems with Unstructured Interviews o Negative-information bias o Interviewer-Interviewee Similarity o Interviewee Appearance o Nonverbal cues CREATING A STRUCTURED INTERVIEW 1. Determining the KSAOs to tap in the interview 2. Creating interview questions 3. Creating a scoring key for interview answers CREATING INTERVIEW QUESTIONS There are six types of interview questions: ▪ Clarifier ▪ Disqualifier ▪ Skill-level determiner ▪ Past-focused ▪ Future-focused ▪ Organizational fit  Cla rifier “I noticed a three-year gap between two of your jobs. Could you tell me about that?” Possible or Sample Answer/s Absolutely. During that period, I took some time off to focus on personal development and to address some family responsibilities. I used this time to enhance my skills by taking online courses in [relevant field or skill], which I believe have made me a stronger candidate for this role. Additionally, I volunteered at [organization], where I gained valuable experience in [specific tasks or skills]. This break allowed me to return to the workforce with a renewed perspective and a stronger skill set, ready to contribute effectively to your team.  Disqua lifier “Can you work overtime without notice?” “Do you have a valid driver’s license?”  Skill-level Determiner “Several months after installing a computer network, the client calls and says that nothing will print on the printer. What could be going wrong?”  Possible or Sample Answer/s There could be several reasons why the printer isn’t working. First, I would check if the printer is properly connected to the network and powered on. Sometimes, network settings can change, or cables can become loose. Next, I would verify that the printer drivers are up to date and correctly installed on the client’s computers. It’s also possible that there could be a configuration issue with the printer’s IP address or network settings. Additionally, I would check for any error messages on the printer itself or on the client’s computer, which could provide more specific information about the problem. If these steps don’t resolve the issue, I would consider potential software conflicts or recent updates that might have affected the printer’s functionality. Finally, I would ensure that the printer has sufficient paper and ink or toner, as these basic issues can sometimes be overlooked.”  Past-focused (beha viora l) “When you are dealing with customers, it is inevitable that you are going to get someone angry. Tell us about a time when a customer was angry with you. What did you do to fix the situation?”  Possible or Sample Answer/s “I recall a situation where a customer was very upset because their order had been delayed due to a shipping error. The customer called in, clearly frustrated and angry. First, I listened to their concerns without interrupting, acknowledging their frustration and apologizing for the inconvenience. I assured them that I would personally handle the issue. I then checked the order status and identified the problem. I expedited the shipping process to ensure the order would arrive as soon as possible and provided the customer with a tracking number. Additionally, I offered a discount on their next purchase as a gesture of goodwill. By the end of the call, the customer felt heard and appreciated the proactive steps I took to resolve the issue. This experience taught me the importance of empathy, clear communication, and taking ownership of problems to turn a negative situation into a positive one.”  F uture-focused (situationa l) “Imagine that you told a client that you would be there at 10:00 am. It is now 10:30 and there is no way you will be finished with your current job until 11:30.You are supposed to meet with another client for lunch at noon and then be at another job at 1:15 pm. How would you handle this situation?”  Possible or Sample Answer/s “In this situation, clear communication and prioritization are key. First, I would contact the 10:00 am client immediately to apologize for the delay and explain the situation. I would provide them with a realistic new estimated time of arrival and ask if that would still work for them. If not, I would try to reschedule for the earliest possible time that suits their schedule. Next, I would inform the client I am meeting for lunch about the delay and see if we could either push the lunch meeting slightly or reschedule it for another time. Finally, I would ensure that my 1:15 pm appointment is still feasible, considering the adjustments made. Throughout this process, I would remain professional and courteous, ensuring that all clients feel valued and informed. By managing expectations and communicating proactively, I can maintain strong relationships and minimize the impact of the delay.”  Organiz ationa l F it “What type of work pace is best for you?” “Describe your experience working with a culturally diverse group of people.”  Possible or Sample Answer/s “I thrive in a dynamic and fast-paced work environment where I can stay engaged and continuously challenge myself. I find that working at a steady, yet brisk pace helps me maintain focus and productivity. However, I also value the importance of taking the time to ensure accuracy and quality in my work. Balancing efficiency with attention to detail allows me to deliver high-quality results consistently. Additionally, I am adaptable and can adjust my pace based on the demands of the project or task at hand, ensuring that I meet deadlines while maintaining the standards expected.”  Possible or Sample Answer/s “In my previous role at [Company Name], I had the opportunity to work with a team that was incredibly diverse, with members from various cultural backgrounds and nationalities. This experience was enriching and taught me the importance of cultural sensitivity and inclusivity. For instance, we often collaborated on projects that required input from different perspectives, which enhanced our creativity and problem-solving abilities. I made it a point to actively listen and respect each team member’s viewpoints, ensuring that everyone felt valued and heard. Additionally, I participated in cultural competency training sessions to better understand and appreciate the diverse backgrounds of my colleagues. This not only improved our team dynamics but also helped us deliver more well-rounded and effective solutions to our clients. Overall, working in such a diverse environment has made me more adaptable and open-minded, and I believe these qualities are essential in today’s globalized workplace.”  F requently asked interview questions 1. Tell me about yourself. 2. Why do you want to work here? 3. What are your strengths and weaknesses? 4. Can you describe a challenging situation and how you handled it? 5. Where do you see yourself in five years? 6. Why should we hire you? 7. What are your salary expectations? 8. How do you handle stress and pressure? 9. Do you have any questions for us?  Tips in answering 1. Provide a summary of your background, focusing on your professional experience, skills, and what makes you a good fit for the role. Use the present-past-future formula: talk about your current role, your past experiences, and why you're excited about this opportunity 2. Research the company and mention specific aspects that appeal to you, such as its culture, mission, or recent achievements. Explain how your values align with the company's goals 3. Highlight your strengths that are relevant to the job and provide examples. For weaknesses, choose something you're actively working to improve and explain the steps you're taking to address it 4. Use the STAR method (Situation, Task, Action, Result) to structure your response. Describe the context, your role, the actions you took, and the outcome  Tips in answering 5. Show ambition and align your career goals with the company's growth. Mention how you hope to develop your skills and contribute to the organization 6. Summarize your key qualifications, experiences, and what sets you apart from other candidates. Emphasize how you can add value to the company 7. Research the typical salary range for the position and provide a range that reflects your experience and skills. Be open to negotiation 8. Share specific strategies you use to manage stress, such as time management, prioritization, or mindfulness techniques. Provide an example of a time you successfully navigated a stressful situation 9. Always have a few questions prepared to show your interest in the role and company. Ask about team dynamics, company culture, or opportunities for professional development  Tell me about yourself. “Sure! I have a background in [Your Field], with over [X] years of experience in [specific area or industry]. Currently, I am working at [Current Company] as a [Your Position], where I [briefly describe your key responsibilities and achievements]. In this role, I have developed strong skills in [mention relevant skills], and I have successfully [mention a significant accomplishment or project]. Before this, I worked at [Previous Company] where I [briefly describe your role and achievements]. I am particularly passionate about [mention a specific aspect of your field or industry], and I am always looking for opportunities to learn and grow. Outside of work, I enjoy [mention a hobby or interest], which helps me stay balanced and motivated. I am excited about this opportunity because [mention why you are interested in the role or company], and I believe my background and skills make me a great fit for this position.”  W hy do you want to work here? I am excited about the opportunity to work here because of the company’s strong reputation for innovation and excellence in the industry. I have always admired how your organization prioritizes both employee development and customer satisfaction. The collaborative culture here aligns perfectly with my values and professional goals. I am particularly impressed by your recent projects, such as [specific project or initiative], which demonstrate a commitment to making a positive impact. I believe my skills in [relevant skills] and my passion for [related field or industry] would allow me to contribute effectively to your team and help drive continued success.  W hat a re your strengths a nd wea knesses? Strengths: “One of my key strengths is my ability to adapt quickly to new situations and challenges. This flexibility has allowed me to thrive in fast-paced environments and take on diverse roles within my previous positions. Additionally, I have strong analytical skills, which enable me to solve complex problems efficiently. My excellent communication skills also help me collaborate effectively with team members and stakeholders, ensuring that projects run smoothly, and goals are met.” Weaknesses: “One area I am working on improving is my tendency to be a perfectionist. While this means I am highly detail-oriented and committed to delivering high-quality work, it can sometimes lead to spending more time on tasks than necessary. To address this, I have been setting more realistic deadlines for myself and focusing on prioritizing tasks to ensure that I maintain a balance between quality and efficiency. Additionally, I am learning to delegate more effectively and trust my team members to handle certain responsibilities.” Ca n you describe a cha llenging situation a nd how you ha ndled it? "In my previous role as a project manager, I faced a challenging situation when we were nearing the deadline for a major project, and one of our key team members unexpectedly had to take leave due to a family emergency. This left us short-staffed and put the project at risk of not being completed on time. To handle this, I first reassessed the project timeline and identified the most critical tasks that needed immediate attention. I then called an emergency team meeting to discuss the situation transparently and brainstorm solutions. We decided to redistribute the workload among the remaining team members and prioritize tasks based on their urgency and importance. I also took on additional responsibilities to help fill the gap and worked closely with each team member to ensure they had the support and resources they needed. By maintaining open communication and fostering a collaborative environment, we were able to stay on track and complete the project successfully, even ahead of the revised schedule. This experience taught me the importance of flexibility, effective communication, and teamwork in overcoming unexpected challenges."  W here do you see yourself 5 yea rs? "In five years, I see myself growing both personally and professionally within this company. I aim to have taken on increased responsibilities and to have developed my skills further, particularly in [specific area or skill relevant to the job]. I hope to be in a leadership position where I can contribute to strategic decision- making and mentor junior team members. I am also committed to continuous learning and plan to pursue additional certifications or advanced training to stay current with industry trends and best practices. Ultimately, I want to be a valuable asset to the company, helping to drive innovation and achieve our long-term goals."  W hy should we hire you? "You should hire me because I bring a unique combination of skills, experience, and passion to the table. My background in [relevant field or industry] has equipped me with the technical expertise and problem-solving abilities needed for this role. Additionally, I have a proven track record of [specific achievements or experiences], which demonstrates my ability to deliver results and contribute to the success of the team. I am also highly adaptable and thrive in dynamic environments. My strong communication and collaboration skills enable me to work effectively with diverse teams and stakeholders. Furthermore, I am committed to continuous learning and professional development, which ensures that I stay current with industry trends and best practices. Overall, I am confident that my dedication, skills, and enthusiasm make me a strong fit for this position and that I can make a meaningful impact on your organization."  W hat a re your sa la ry expectations? “I am open to discussing a fair and competitive salary that reflects my skills, experience, and the responsibilities of the role. Based on my research and understanding of the industry standards for this position, I believe a salary range of [provide a range, e.g., $X to $Y] would be appropriate. However, I am flexible and willing to negotiate to find a mutually beneficial agreement. Ultimately, I am more interested in the opportunity to contribute to your team and grow within the company.”  How do you ha ndle stress a nd pressure? "I handle stress and pressure by staying organized and maintaining a positive mindset. When faced with a high-pressure situation, I prioritize my tasks and break them down into manageable steps. This helps me stay focused and avoid feeling overwhelmed. I also make sure to take short breaks to clear my mind and recharge, which allows me to return to my work with a fresh perspective. Additionally, I find that open communication with my team is crucial. By discussing challenges and seeking support when needed, we can collaboratively find solutions and alleviate some of the pressure. Practicing mindfulness and stress-relief techniques, such as deep breathing exercises and physical activity, also helps me stay calm and composed. Overall, I believe that a proactive approach and a positive attitude are key to effectively managing stress and pressure."  Do you ha ve a ny questions for us? "Yes, I do have a few questions. First, can you tell me more about the team I would be working with and the dynamics within the team? Additionally, what are the key priorities for the company over the next six months, and how does this role contribute to those goals? Lastly, what opportunities for professional development and growth does the company offer?"  PLACEMENT Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate. Placement is understood as assigning jobs to the selected candidates. Assigning jobs to employees may involve a new job or different job. Thus, placement may include initial assignment of job to new employee, on transfer, promotion or demotion of the present employees. Placement involves assigning a specific job to each one of the selected candidates. 5. PERFORMANCE APPRAISAL The term “performance appraisal” refers to the regular review of an employee’s job performance and overall contribution to a company. Also known as an annual review, employee appraisal, performance review, or evaluation, a performance appraisal evaluates an employee’s skills, achievements, and growth, or lack thereof. Companies use performance appraisals to give employees big-picture feedback on their work and to justify pay increases and bonuses, as well as termination decisions. They can be conducted at any given time but tend to be annual, semiannual, or quarterly.  Performance Appra isa l A performance appraisal is a regular review of an employee’s job performance and contribution to a company. Performance appraisals are also called annual reviews, performance reviews or evaluations, or employee appraisals. Companies use performance appraisals to determine which employees have contributed the most to the company’s growth, to review their progress, and to reward high-achieving workers. Although there are many kinds of performance reviews, the most common is a top-down review in which a manager reviews their direct report. Employees who believe that the evaluation’s construction isn’t reflective of their company’s culture may feel dissatisfied with the appraisal process.  Understanding Performance Appra isa l Performance appraisals are usually designed by human resources (HR) departments as a way for employees to develop in their careers. They provide individuals with feedback on their job performance, ensuring that employees are managing and meeting the goals expected of them and giving them guidance on how to reach those goals if they fall short. Because companies have a limited pool of funds from which to award incentives, such as raises and bonuses, performance appraisals help determine how to allocate those funds. They provide a way for companies to determine which employees have contributed the most to the company’s growth so that companies can reward their top-performing employees accordingly. Understanding Performance Appra isa l Performance appraisals also help employees, and their managers create a plan for employee development through additional training and increased responsibilities. They help to identify ways that employees can improve and move forward in their careers. Ideally, the performance appraisal is not the only time during the year that managers and employees communicate about the employee’s contributions. More frequent conversations help keep everyone on the same page, develop stronger relationships between employees and managers, and make annual reviews less stressful.  Types of Performance Appra isa l Most performance appraisals are top-down, meaning that supervisors evaluate their staff with no input from the subject. But there are other types: Self-assessment: Individuals rate their job performance and behavior. Peer assessment: An individual’s workgroup or co-workers rate their performance. 360-degree feedback assessment: Includes input from an individual, supervisor, and peers. Negotiated appraisal: This newer trend utilizes a mediator and attempts to moderate the adversarial nature of performance evaluations by allowing the subject to present first. It also focuses on what the individual is doing right before any criticism is given. This structure tends to be useful during conflicts between subordinates and supervisors.  THANK YOU Property of Ms. Lendyl A. Coronel