IndustrialOrganization-Psychology-M1L1-L3.pdf

Industrial/Organizational Psychology Fields of I/O Psychology - that studies people, work behavior (performance of Personnel Psychology – focus on utilizing...

Industrial/Organizational Psychology Fields of I/O Psychology - that studies people, work behavior (performance of Personnel Psychology – focus on utilizing differences tasks), and work settings to understand how behavior in and between employees and predicting the optimal can be influenced, changed, and enhanced to employee organization fit benefit employees and organizations (Zedeck, 2011). Organizational Psychology – concerned with work  It is a SCIENCE organizations as systems involving individual employees  Deals with observable behavior and work groups as well as structure and dynamics of  Behaviors reflect underlying psychological organization. processes  Empirical in its approach to research Human Factors/Ergonomics - scientific discipline  Objective in its methods and results concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being Increase Productivity Remove Psychological problems and overall system performance Increase human relations Reduce Absenteeism Occupational Health and Safety - field of public health Increase efficiency Remove Frustration that studies trends in illnesses and injuries in the worker population and proposes and implements strategies and regulations to prevent them. History of Industrial Psychology Industrial Psychology – is defined as the application of Industrial psychology started in the early years of the methods, facts and principles of the science of behavior twentieth and mental processes to people at Just like science it measures observable facts, and objective data, it also Professor Walter Dill Scott – the first person who spoke attempts to be as scientific as chemistry and biology. about the potential help of psychology in Scope and Importance of Industrial Psychology – The Theory of Advertising (1903) – A book written by Psychologists described these importance as a Scott that is generally considered being the first book to “Contribution to the bottom line” for Industrial deal with psychology and work. Psychologists addresses the following problems: Hugo Munsterberg – a German psychologist who served  Policies and Processes as a professor in Harvard  Job Analysis and Design  Performance Management The Psychology of Industrial Efficiency (1903) – a book  Safety who dealt more broadly about industrial  Personnel Selection  Psychological Testing World War I – Due to the need for classifying and  Assessment screening military recruits the army hired over a  Training thousand psychologists to develop and administer psychological Organizational Psychology – refers to the area of psychology that focuses on maximizing organizational Robert Yerkes – an American psychologist who performance and employee satisfaction. While Industrial pioneered the study of human and primate He also lead psychology focuses on satisfying the lower needs to the development of: people within the organization, Organizational psychology deals with satisfying the higher Army Alpha – a test develop to screen literate  Scope and Importance of Organization Psychology – Organization psychologists addresses Army Beta – a test develop to screen non literate the following areas: Personnel Psychology – considered as the initial  Interpersonal Relationships contributions of psychologists for matching the right  Role of Individual Differences individual for the right job. Psychologists only dealt with  Group and Team Dynamics recruitment and placement  Leadership  Organizational Development and Change Hawthorne Studies – A study conducted by  Absenteeism psychologists to Hawthorne, Illinois Plant of Western  Job Turnover Electric Company. This study added areas on the field of  Job Dis-satisfaction Industrial Psychology includes Organizational Functions:  Human Relations  Worker involvement  Developing Employee Morale  Technological advances  Work Motivation  Globalization  Physical Aspects of Work Environment  Increasing demographic diversity  Improving Work Efficacy  Generational differences in values Hawthorne Effect – also known as the observer effect. It Marketable I-O Skills is a phenomenon discovered during the Hawthorne studies that when a worker is being observed he/she tends to improve or modify their behavior towards  Psychological testing, and survey construction and validation his/her  Human resources selection and placement  Performance appraisal Rosenthal-Jacobson Study –  Fair employment practices a study that resulted and supported the hypothesis that reality can be positively or negatively influenced by  Employee training expectations of Job Analysis Rosenthal Effect – also known as the Pygmalion effect.  Purpose A phenomenon whereby greater expectation leads to  Duties greater performance.  Activities  Conditions Golem Effect – A phenomenon whereby low  Skill expectations leads to a low  Task  Behavior American Psychological Association – change the name Primary Products of Job Analysis of their Division of Industrial Psychology to the Division Job Description – it is an organized and factual statement of Industrial and Organizational psychology on the year that functions of a job. However, on the year 1982 its name was then again  Tasks changed into the Society of Industrial and Organizational  Duties and Responsibility Psychology  Job environment  Job title Management Functions  Relation to others job’s within the company  Equipment and tools Planning - process of creating the business vision,  Performance standards mission and objectives and how it will be accomplished.  Supervision given or received Organizing - arranging the internal structure of the Job Specification – a statement which describes the minimum organization or acceptable human qualities and qualifications which is necessary to perform the Staffing - designate the qualified people in the position  Education attainment that you want them to be in the business  Experience  Training and seminars attended Directing - influence the people's behavior through  Initiative, judgment and cognitive processes proper leadership, group dynamics, communication,  Skills motivations and discipline  Emotional characteristics  Sensory demands Controlling - creating performance standards based on  Competencies the firm's objectives, measuring and reporting actual performance and comparing the two. Job Profile – it describes the job in terms of key result areas, function, roles, and competencies. It has less emphasis on Their skills… specific duties and processes. It may also include the initial salary associated in the given position. Technical Skills - Perform a manager’s job  Areas  Function Human Skills - Work with others  Roles competencies  Salary position  Less emphasis on specific duties and processes Conceptual Skills - Coordinate and integrate the entire organization’s interest and activities. Job Evaluation – the process that is used to assess the value or worth of a certain job. Through this evaluation results the Challenges for I-O Psychology necessary and appropriate compensation can be set  Value and worth of a job  Virtual workplace and virtual workers  Appropriate compensation  temporary workers  Conducting a Job Analysis Basic Steps Conducting Job & Work Analysis Step 1: Identify tasks performed  Refer to previously conducted analyses  Direct observation  Gathering existing information  Systematic activity logs  Interviewing subject matter experts (SMEs)  Critical incidents  Individual interviews -  SME Conferences - group job analysis interview Can be use in HR Department consisting of subject-matter experts (SMEs)  Human Resource Personnel  Ammerman Technique  Recruitment and Selection  Observing incumbents  Training and Development  Questionnaires  Remuneration  Job Participation  Performan Appraisal  Safety and Health Step 2: Write task statements  Personnel Information  Required elements to a task statement  Action - What action does the worker perform on, Preparing for a Job Analysis to or with the object?  Object - What object is affected by the action or Who Will Conduct the Job Analysis? behavior? To whom or what is the action directed? = The object of the action will usually include  Internal Department Things, Data or People.  Human resources  Optional elements  Compensation  Where the task is done  Training  How it is done  Engineering  Why it is done  Internal task force  When it is done  Supervisors  Characteristics of well-written task statements  Employees  One action and one object  Consultants  Appropriate reading level  Interns/class projects  The statement should make sense by itself  All statements should be written in the same tense Which Employees Should Participate?  Should include the tools and equipment used to  Choices complete the task  All employees  Task statements should not be competencies  Random sample  Task statements should not be policies  Representative sample  Convenience sample Step 3: Rate task statements  Potential Differences  Tasks can be rated on a variety of scales  Job competence  Importance  Race  Part-of-the-job  Gender  Time spent  Education level  Relative time spent  Viewpoint  Complexity  Criticality What Type of Information Should be Gathered?  Frequency of performance  Types of Requirements  Formal Step 4: Determine essential KSAOs  Informal Knowledge - A body of information needed to perform a task  Level of Specificity Skill - The proficiency to perform a certain task  Job - Loan officer Ability - A basic capacity for performing a wide range if  Position - Loan officer at the Boone branch different tasks, acquiring a knowledge, or developing a skill  Duty - Approval of loans Other characteristics - Personal factors such as personality,  Task - Investigates loan history to determine if willingness, interest, and motivation and such tangible applicant has bad credit factors as licenses, degrees, and years of experience  Activity - Runs credit histories on credit machine  Element - Enters applicant’s SSN into credit Structured Job Analysis Methods Information about KSAOS machine  Critical Incident Technique  Sub element - Elevates finger 30 degrees before  Job incumbents generate incidents of excellent and striking key poor performance  Job experts examine each incident to determine if it is an example of good or poor performance   3 incumbents sort incidents into categories Job Determining External Pay Equity analyst combines and names categories  Worth based on external market  3 incumbents resort incidents into combined  Determined through salary surveys categories  Information obtained  Number of incidents per category provides an idea salary range of the importance of each category starting salary actual salaries paid Step 5: Select tests to tap KSAOs benefits  PAQ Potential Salary Survey Problems  JSP Response rate  JEI  organization conducted  FJA  trade group conducted  JCI Finding comparable jobs  AET  TTA Legal Issues  O*NET Potential Legal Problems  CIT  FJAS Disparate treatment (intentional discrimination)  JAI Disparate impact (adverse impact)  PRPF Invasion of privacy Illegal search Job Evaluation Labor-Management Relations Determining the Worth of a Job Labor relations, relationships between employee on one The Ideal Compensation System hand and management on the other.  Will attract and retain desired employees Labor Relations as Personnel Management Function  Will motivate current employees while also providing security The efficient use of the material resources as any  Is equitable organization depends on how well it is utilized by its  Is in compliance with legal guidelines personnel and manpower. A code of ways of organization and treating individual at Step 1: Determining Compensable Factors – skills, work work so that they will each get the greatest possible environments etc realization of their intrinsic Examples:  Responsibility Satisfaction of Human Needs  Complexity/difficulty  Basic Physiological Needs  Skill needed  Hunger, rest and sleep, protection, protection,  Physical Demands reproduction  Work Environment  Social Needs  Companionship, approval of others, assertion of Step 2: Determine Levels for Each Compensable Factor – oneself, self-approval  Education  High school degree or less Satisfaction of Personal Needs  Two year college degree  Wage or Salary  Bachelor’s degree  Company personnel policy  Master’s degree  Working conditions  Responsibility  Job security and stability  Makes no decisions  Opportunity for advancement and self-improvement  Makes decision for self  Supervisors who are understanding, fair, and tactful in  Makes decision for 1-5 employees dealing with workers  Makes decision for more than 5 employees  Sympathetic assistance  Physical demands  Lifts no heavy objects What is labor problem?  Lefts objects between 25 and 100 pounds - It is a difficulty caused by impairment of the  Lifts objects more than 100 pounds harmonious relations between employees and - The existence of such problem affects the morale Step 3: Determine Factor Weights of employees and in serious cases impairs the efficient operations of the company. Step 4: Assign Points to Each Level Step 5: Assign Points to Each Job  Sources of Labor Problems DISCRIMINATION VS. PREJUDICE  Irritation  Prejudice is an unjustified or incorrect attitude (usually  Complaints negative towards an individual based solely on the  It is a spoken or written dissatisfaction that individual's membership of a social group. disturbs the worker enough to cause a negative  Discrimination is the behavior or actions, usually reaction to be brought to the attention of negative, towards an individual or group of people, supervisor/management especially on the basis of sex/ race/social class, etc.  Grievances  Any dissatisfaction, compliant, irritation or Liability of the Organization misunderstanding.  Victims must be encouraged to come forward  It arises from his job or his relationship with his  Every complaint or suspicion must be investigated employee, any violation of the CBA or Labor Code  Appropriate action must follow the investigation that he thinks or feels he is wronged or treated  Misunderstanding Investigating Complaints  Investigation must be prompt Settling Disputes  Complaints must be kept confidential to protect the accused  Mediation - is a process of negotiation in which the  Actions must be taken to protect the accuser during the disputing parties come together to discuss their investigation differences under the supervision of a mediator. The  Due process mediator may be court-appointed or chosen jointly by  Appropriate action must be taken the parties.  Conciliation - is similar to mediation but is more commonly used by government agencies or tribunals. For example, industrial disputes involving employers and employees may often be referred to conciliation.  Arbitration - is quite similar to a court hearing. The disputing parties are present, commonly accompanied by their lawyers, and the dispute is determined by an impartial arbitrator who may be court-appointed. The benefit of using arbitration is that it is cheaper and the rules of arbitration are not as rigid as the rules of court. EEOC = Labor Code of the Philippines National Labor Relations Commission - Handles appealed cases from the Labor Arbiters Bureau of Labor Relations - Handles appealed from decisions of Mediatior Arbiters on intra inter union disputes. National Conciliations and Mediation Board - Agency attached to DOLE in charge of settlement of labor disputes using conciliations, mediation and promotion of voluntary approached. Philippine Overseas Employment Administration - Hears and decides compliant and reports involving violations of recruitment laws rules and regulations, violation of terms and condition for the grand and use of license to recruit workers overseas employment. DISCRIMINATION  ADVERSE IMPACT, it is based on the 80% or 4/5ths  UNFAIRNESS, it occurs when minorities and non minorities score differently on the predictor test yet perform similarly on the criterion. Ex. MCAT  DIFFERENTIAL VALIDITY,occurs when there are significantly different criterion-related validity for different group on the same test. Put more simply, differential validity means that the test is more valid for predicting the performance of one group than it is for predicting the performance of another. Ex.Male females