IO MIDTERMS REVIEWER.pdf

MODULE 1: BASIC CONCEPTS Industrial/Organizational Psychology – is a branch of psychology that applies the principles of psychology in the workplace. - issues involving people in an organization. The International Labor Organization (ILO), in 1999, defined work as decent work. Decent work...

MODULE 1: BASIC CONCEPTS Industrial/Organizational Psychology – is a branch of psychology that applies the principles of psychology in the workplace. - issues involving people in an organization. The International Labor Organization (ILO), in 1999, defined work as decent work. Decent work has four (4) pillars: 1. Complies with international Labor standards Step 4: Determine Essential KSAOs Knowledge - body of info needed to perform a task 2. Equal Opportunities in employment Skill - proficiency to perform a learned task Ability - basic capacity for performing a wide range of 3. Social Protection different tasks, acquiring a knowledge, or developing a skill 4. Engage in Tripartism Other characteristics - personality, willingness, interest, and motivation and such tangible factors as licenses, degrees and yrs of exp. Step 1: identify the tasks performed-one can identify the different tasks performed though the ff methods: Step 5: Selecting Tests to Tap KSAOs Systematic observation Interviews Work activities Checklist - dichotomous items (yes/no) Work activities Technical conference method - w/ available supervisor ○ Position Analysis Questionnaire (PAQ) - at Diary methods Purdue University by McCornick, Jeanneret and Ammerman technique - grp of job experts identifies the Mecham (1972), 194 items objectives and standards to be met by an ideal worker Input info Job participation - job analysts participates or performs Mental processes the job that they are currently analyzing Work output Questionnaires - used assess or analyzed a certain Interpersonal relationships position in a comprehensive manner Job context - Where job holder answers given standardized or Schedule, pay, responsibility structured questionnaires ○ Job structure profile (JSP) - revised PAQ by Patrick and Moore, emphasizes discriminatory Step 2: Write Task Statements powers of intellectual and decision making… - Must contain action, object, and WH Q’s. ○ Job elements inventory (JEI) - alt to PAQ, dev by Cornelius Hakel, 153 items and has Step 3: Rate Task Statements readability lvl for employees with only a - After TS, next is task analysis (using a group of SMEs to tenth-grade education rate each task statement on the frequency and the ○ Functional Job Analysis (FJA) - Designed by importance or criticality of the task being performed) Fine, quick method by fed gov., focuses on amount of time incumbents spend on Data - info and idea within a job People - clients, customers.. Things - machines, tools, and transportation Tools and Equipment Determining the level of educational reqs for example Job components inventory (JCI) - dev by Banks, and as well as level of responsibility Jackson, Stafford, and Warr, used in england, more than 400 qs about: Step 3: determining the factor weights ○ Tools and equipment Giving weighted points for each of the different factors as ○ Perceptual and phys reqs identified on the first step ○ Math reqs ○ Determining external pay equity - comparing ○ Comms req jobs outside the org ○ Decision making and responsibility Salary surveys Required benefits Work environment Tax shields Arbeitswissenschaftliches Erhebungsverfahren zur Other benefits Tätigkeitsanalyse (AET) - ergonomic job analysis procedure and ○ Determining sex and race equity - ensures that addresses the relationship of the worker with the work objects, employees are not paid differently based on their 216 items gender or race (comparable worth - different but comparable jobs should be paid the same) Some terms in conducting a J.A Element - smallest unit of job acts MODULE 2: PERSONNEL FUNCTIONS (JOB ANALYSIS) Task - work act that is performed to achieve a specific objective 3 main products of job analysis: Position - place or position within an org defined by the 1. Job description - written statements that describe the tasks they perform duties, responsibilities, most important contributions and Job - collection of positions similar… to share common outcomes needed from a position. Includes reporting rs job title and coworkers of a particular job 2. Job specifications - minimum qualifications 3. Job evaluation - attempt to determine and compare the demands which the normal performance of particular job 1. Position Patrol officer 2. Duty Enforce the law makes on normal workers 3. Task Arrest suspects who violate the law 4. Activity Driving to a suspect’s house to perform Importance of Job Analysis an arrest 5. Element Turn the ignition key to start the 1. Place employees in jobs that use their skills automobile engine effectively. 2. Determine needs for new and experienced Job Evaluation - process where the analyst determines the Job’s worth in relation to other jobs and its functions employees. Determining internal pay equity - comparing jobs within 3. Plan for future human resource requirements. the organization to ensure that the people in jobs worth the most are paid accordingly Elements of Job Analysis Step 1: determining compensable job factors 1. Scope of job and skills growth Lvl of responsibility 2. Strengths you bring to the job Physical demands 3. What your role requires of you Mental demands 4. Objectives of your organization Educ reqs Training and exp reqs Working conditions Stages of Job Analysis Step 2: determining the levels for each compensable factors  1. Understand the jobs and the organization The knowledge, skills, and abilities (KSA's) required to 2. What is the purpose? perform the job. While an incumbent may have higher 3. What is the priority? KSA's than those required for the job, a Job Analysis 4. Where is the data? typically only states the minimum requirements to 5. What data should be collected? perform the job. 6. How is the data going to be collected? 7. How is the data going to be used? METHODS IN J.A J.A should collect info on the ff: Observation Method 1. Duties and Tasks Observation methods consist of direct observation, work The basic unit of a job is the performance of specific methods analysis, technique of critical incident. tasks and duties. Information to be collected about these items may include frequency, duration, effort, skill, 1. Direct observation - This form is based on complexity, equipment, standards, etc. analysis of job in order to observe and make records of behaviors/events/activities/tasks/duties when something is happening 2. Work methods analysis - The form of analysis on 2. Environment work methods is applicable to describe manual and repeated manufacturing jobs, for example the This may have a significant impact on the physical jobs of assembly-line. Such analysis on work requirements to be able to perform a job. The work methods consists of analysis of time, motion environment may include unpleasant conditions such as study and micro-motion. offensive odors and temperature extremes. There may 3. Critical incident technique (CIT model) - The also be definite risks to the incumbent such as noxious method of critical incident technique is applied to fumes, radioactive substances, hostile and aggressive discovers behaviors towards working which can people, and dangerous explosives. help classify performance into good and bad level. 3. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective Interview Method clothing. These items need to be specified in a Job Analysis. 1. Definition of job analysis interview - the interview method includes asking questions to both incumbents and supervisors in either an individual or a group setting. The interviewer 4. Relationships must be trained in proper interviewing techniques. Supervision given and received. Relationships with 2. Classification of job analysis interview - there are internal or external people. three types of interviews are used to collect job analysis data: ○ Individual interviews with each employee 5. Requirements  ○ Focus Group Discussions (FGD). Group Work Profiling System (WPS interviews with groups of employees model) - the technique makes use having the same job, and of a computer-administered ○ Interview supervisor who are system and discovered by Saville knowledgeable about the job being & Holdsworth, Ltd. analyzed. Multipurpose Occupational 3. Types of job analysis interview Systems Analysis There are two types of interview: unstructured Inventory-Closed Ended interview and structured interview. Unstructured (MOSAIC) model - the MOSAIC interview is method with no prepared questions. is a job analysis method used to Structured interview normally includes a collect information from job-holder’s sequence of activities in performance incumbents and supervisors on and an inventory or questionnaire may be used. many occupations for a wide ○ Questionnaire Method range of HRM functions. It uses Questionnaire methods 151 job tasks which are ranked includes 6 techniques as based on the level of importance follows: to make the necessary Position Analysis Questionnaire effectiveness at entry. (PAQ model) - In 1972, Common Metric Questionnaire McCormick, Jeanerette, and (CMQ model) - this style was Mecham (1972) developed this created by Harvey and regarded as technique which is a structured a job analysis of instrument of job analysis to “worker-orientation”. It is measure characteristics of job and designed to be widely applied in a then associate them with wide range of both exempt and characteristics of human. The non-exempt jobs. There are 42 technique uses 195 job elements general questions in the that describe generic human background section, 62 questions behaviors during working. on contacts with people, 80 Functional job analysis (FJA questions relating to model) - the Employment and decision-making, 53 questions of Training Administration of the activities in terms of both physical United States Department of and mechanical, and 47 questions Labor developed this technique. on setting of work. There are 7 scales (numbers) of Fleishman Job Analysis System the technique that measure: 3 (FJAS model) - it includes 52 worker-function scales: measure cognitive, physical, psycho-motor, % of time spent with: data, and sensory ability, each of the people, things; 1 categories consists of two parts – worker-instruction scale; 3 scales an operational and differential that measure reasoning, definition and a grading scale. The mathematics, language. method called Fleishman Job  Analysis System is a technique determines certain capacities used to analyze jobs in which jobs which are characteristics of high are described based on opinions of levels of performance in a certain vital capacities. There are 52 job. It includes skills, knowledge, cognitive, physical, psycho-motor, capacities, values, interests, and sensory ability, each of them personalities. includes two parts: a grading scale Examining Manuals/reference and an operational and differential materials - in analyzing jobs, the definition. analysts use manuals/ or materials ○ Other Methods of reference including quality Task Inventory - task inventory manual, human resource manual, lists all discrete activities which procedures, instruction, forms, job create a certain job or certain description…These documents are company. available so that organizations can Job element method - this method apply them in accordance with is similar to the method of critical standards of ISO 9000. incident technique. The method Technical conference - this tool is concentrates on behaviors during of great usefulness in analyzing working and such consequences jobs based on Subject Matter that the behaviors bring about Experts (SMEs). SMEs will more than look at abstract implement sessions of characteristics. This method was brainstorming to discover developed by Ernest Primoff. elements of jobs. In this method, Diary method - the method of SMEs can apply a full mix of all diary is considered a very useful methods of job analysis. tool to analyze jobs. In this Threshold Traits Analysis System method, jobs are assessed thanks (TTAS model) - In 1970, Felix to workers’ daily records or their Lopez developed the model of lists of activities that they practice Threshold Traits Analysis System day by day. (TTAS model). The model Checklists and rating scales - in includes a standard set of 33 traits this method, jobs are analyzed by in which ability traits are “can do” using a list keeping track of such factors while attitudinal traits are job elements. Many questions can “willing to do” factors. be raised, such as working purposes, key roles and MODULE 3: PERSONNEL FUNCTIONS - TALENT responsibilities, organization; ACQUISITION relationships; decision making; authority; Skills, knowledge, Recruitment is the process of attracting potential experience; working conditions. applicants to a vacant position Competency profiling - this form Selection is the process of selecting the most qualified of job analysis is an activity that candidates among the applicants.  Assess how well your organization delivers on these attributes (gap analysis, reality checks) Decide on the key message you want to send about your organization Design and develop a communication Employee Value Proposition (EVP) strategy (experts may be engaged) Sum of everything the people in the organization Talent Acquisition experience and receive while they are part of the organization. From the intrinsic satisfaction of work, to TALENT: buy, bind, borrow, build the environment, leadership, colleagues, compensation and much more. It is about how well the company fulfills Talent Acquisition: BUY people’s needs, expectations, and dreams. Or simply answer the question “What I will GET? versus what I will Your Situation GIVE?” Quick fulfillment Internal pipeline, slow internal supply Key Areas of EVP Organization transformation, needs new INFRASTRUCTURE - Processes and procedures involved perspective in production or delivery of service/goods/; how the work Pros is accomplished; technology that drives it. Speed COMPENSATION - Overall rewards program (salary, Focus benefits, etc.) No “domino effect” RELATIONSHIPS - Corporate culture, management style, Cons institutionalized values, congruence of policies and procedures. Expense Resource intensity Employer Brand Sustainability BRAND = Company Personality Talent Acquisition: BUILD Highlights EVP in reaching out to target talent markets Your Situation Focused on the “persuading factors” for competitive Dynamic market with changing conditions edge. and competitions Developing an Employer Brand Shifting talent needs due to market and strategy Understand what attributes are most Core business is to provide labor important to your current employees and Entering new market or business target market (surveys, FGDs, research studies) Pros  Cost control May not create desired change Rapid Response May create demoralization for employees Workforce Flexibility not selected Cons External Recruiting Strategies Competitive markets Advertisements Impact on Organization Culture Job Fairs Expense of expatriate programs Employee Referrals Targeted Recruitment Talent Acquisition: BIND Mergers and Acquisitions Traineeships/Cadetships Your Situation School Tie-ups (Scholarships, Merges, acquisitions, divestitures Practiculum/Internships, Training programs) In a highly competitive market with scarce External Recruiting Strategies talent Large number of retirees Pros Pros Candidates bring in new knowledge or skill sets not present in the organization Competency protection Knowledge management Cons Cons Possible demoralization among existing employees Expense Possible lack of fit because of differences in Requires a clean plan cultures Negative impact to overall morale Higher costs Internal Recruiting Strategies Best Practices in Talent Acquisition Job Posting Know what you want Nomination or Referrals Diversify not clone Employee Databases Ensure validity of assessment tools and Succession Plans processes Pros Engage line in recruitment process Increase recruitment capability of line Organization knows track record of Utilize experts for hard-to-find positions candidate Scout for talent habitually, not just when Candidate is familiar with culture and how there are openings organization works Cast a wide net in terms of industry and geography, and media Cons Know your talent market  Locate yourself in target talent market - Training and practice requirements Work on your image and branding Ensure a realistic job preview - Time and cost Work on both Recruitment and Retention - Confidentiality MODULE 4 - Methods for assessing and selecting TYPES OF INTERVIEW QUESTION employees - Open Question SELECTION PROCESS - Closed Question It is the process of selecting the best suitable person out of all applicants using various valid and reliable - Situational /Hypothetical/Scenario Questions methodologies. - Behavioral-based Question Common Assessment Methods RESUME / CURRICULUM VITAE (CV) REVIEW HOW TO PREPARE FOR AN INTERVIEW A complete review of the qualification (education, relevant experiences, certifications, and licenses) and - Size and composition of Panel relevant competencies - Any Exercise or test to be used ASSESSMENT CENTERS A simulation in which management candidates are asked - Location of Interview to perform realistic tasks in hypothetical situations and scored on their performance. It usually involves testing - Timetable and the use of management games. - Structure and question strategies INTERVIEW - Note-Taking It is a formal consultation with the applicant usually to - Information for candidates evaluate qualifications (as of a prospective student or employee). A conversation between two or more people LEGAL CONSIDERATIONS where questions are asked by the interviewer to elicit facts or statements from the interviewee - Ancestry ADVANTAGES - Age - Additional information - Disability - Motivational - Family or marital status - Flexibility - National or ethnic origin DISADVANTAGES - Pardoned convictions - Race or color Have follow-up sessions with newcomers to check their adjustment - Religion MODULE 5: MANAGING EMPLOYEE - Sex PERFORMANCE AND REWARDS TESTING AND VALIDATION Defining Performance Management Validity refers to evidence that the test is job-related. An ongoing process during a business cycle WAYS TO DEMONSTRATE TEST VALIDITY in which the manager and associate are equally involved in: 1. Criterion Validity - a type of validity based on showing ○ Creating a performance plan for the that scores on the test are related to job performance associate ○ Holding frequent, informal, 2. Content Validity - contains a fair sample of the tasks discussions to monitor and track and skills needed for the job in question. performance ○ Coaching to help the associate KINDS OF TESTS achieve or exceed performance expectations Cognitive Ability Test ○ Having periodic summary Job Knowledge Test discussions in which the associate’s Physical ability Test performance is compared to Personality Test expectations Aptitude Test ○ Discussing future-oriented Socialization of Talents developmental activities for the associate Onboarding programs typically include: Foundation of Performance Management: History, language, politics Organizational goals and values Performance = f (A, M, E) Policies and norms Where: Roles and responsibilities Performance expectations A means ability, Face to face orientations are more effective than M means motivation, and computer-based programs for certain topics; utilize a blended approach. E means work environment. Other Socialization Techniques Employee Motivation Engage and develop the competence of line in Intrinsic rewards orienting employees Extrinsic rewards Buddy up newcomers and old-timers Work Environment  I­ nfrastructure State how you will monitor your success in Resources quantifiable terms. Relationships/Culture Training (On-the-Job, Coaching, Formal) A = Achievable Employee Ability Ensure that you have a good chance to meet it. Core Competencies Functional Competencies R = Results-oriented Role-based Competencies Ensure that objectives are results-based and Personal limitations and situation not activity-based. Performance Management Process T = Time-bound Set clear deadlines. Success Criteria (Performance Measures) Quality Quantity Cost Effectiveness Timeliness Common Complaints About Performance Management Burdensome and transactional Lack of alignment with other Key Processes Performance Planning and Commitment Perceived Low Return on Investment (Ineffective) Aligning and defining an employee’s efforts to business objectives. Use of Performance Management Answers the employee’s question “What’s expected of me?” Drive results Build Capability Criteria in Writing Objectives "Carve up consequences" S = Specific Driving Results Through Performance Management Not written in vague terms each team Ensures that individual, group, and member must and know how to contribute. enterprise goals and expectations are ALIGNED, LINKED, and CONTRIBUTE M = Measurable to overall business results.  Useful when human capital is identified as a Performance Management: Carving Up Consequences key lever for executing business strategy and achieving competitive advantage. Designed to support decision-making for compensation, work assignments, career Characteristics: advancement, and/or recognition. ○ Multiple, formal channels exist for Useful when Rewards are a critical factor of communicating performance goals, performance expectations, and alignment. ○ Rigorous, formal performance Characteristics measurement at several levels in the ○ Measures and goals are specific and organization – balancing financial, customized to groups and individuals operational & customer-oriented ○ Performance assessment the process metrics. culminates in an overall numerical or ○ Employees have access to multiple text-based rating sources of timely performance ○ Formal guidelines exist to ensure information. distribution of performance ratings ○ Mechanisms and tools exist to help (i.e. forced ranking) employees understand their role in ○ Formal ranking processes and business success. procedures exist. Building Capability Through Performance Management Strategies For Improving Performance Management Designed to help employees understand what Develop different purposes and approaches for they need to learn and how they need to different employee groups learn it. Integrate the individual with the enterprise Useful when Learning and Development Create a culture of conversation and performance play a critical role in building needed information organization capability. Invest more in process execution rather than program design Characteristics: ○ A culture of dialogue exists between Psychological Perspective: Rewards Management immediate supervisors and Pay is important to people as a reward, and subordinates. therefore to organizations as a tool to ○ Performance feedback is the primary facilitate organizational effectiveness tool for development. Enough studies have shown that pay is not a ○ Multi-rater feedback mechanisms top motivator exist For organizations to manage rewards ○ Employees are expected to be on effectively, they must include both intrinsic constant growth and learning modes and extrinsic types ○ Coaching and mentoring programs Reward Programs must address: Personal are fairly accepted and Fulfillment, Physical Conditions, institutionalized.  Management Styles, Corporate Culture, Company Image TOTAL RETURNS OF WORK TOTAL REWARDS FRAMEWORK TOTAL REWARD MIX OF OBJECTIVES