Industrial Psychology 1 Course Outline PDF

DE LA SALLE UNIVERSITY College of Liberal Arts, BS-PSYC ID 121 PSYIND1: Industrial Psychology 1 Mr. Mark Lawrence Gale LECTURE NOTES Facets: training and de...

DE LA SALLE UNIVERSITY College of Liberal Arts, BS-PSYC ID 121 PSYIND1: Industrial Psychology 1 Mr. Mark Lawrence Gale LECTURE NOTES Facets: training and development performance COURSE OUTLINE: appraisal and feedback, career planning, change management 1. Introduction It has a more proactive function (employee upskilling, succession planning, coaching 2. Job Analysis Primer it is more focused on the entire organization and its culture 3. Conducting a Job Analysis Primer it is an ongoing subsystem of HRM 4. Job Evaluation 5. Employee Selection The Human Resources Wheel FIRST MODULE Introduction to Industrial/Organizational Psychology A branch of psychology that focuses on the application of psychological theories and concepts in the workplace the main objective of I/O psychology is to improve the performance and well-being of workers and their affiliated organizations using principles of psychological science I/O v HRMD Human Resource Management and Development (HRMD) is an administrative function of any business that is concerned with the organization’s greatest asset: human talent I/O Psychology examines the factors and issues that affect the employees in an organization as opposed to understanding the broader aspects of running an organization Management vs Development HRM involves processes many to manage human talents in order to achieve the organization’s goals Industrial vs Organizational Facet INDUSTRIAL PSYCHOLOGY ○ Recruitment ○ Compensation it focuses on the personal level (selection and ○ Benefits evaluation) ○ labor relations recruitment, compensation and benefits, performance ○ other legalities appraisal, training and development It has a more reactive function Micro level ○ hiring of new employees, salary increases, labor disputes ORGANIZATIONAL PSYCHOLOGY it is more focused on people it focuses on the behavior of employees within the it is routinely and stand-alone context of the organization motivation, leadership, group dynamics, well-being HRD macro level involves activities meant to induce behavioral change and provide growth opportunities for human talent YSABELA ANGELA FERNANDEZ 1  ○ application of cognitive psychology to Major Fields of I/O industry (biases in recruitment and performance appraisal) PERSONNEL PSYCHOLOGY ○ studying effects of work on personal life Job analysis ○ development of new methods for employee employee selection and placement selection compensation and benefits in the 2000s the rapid advancement of technology performance appraisal strongly influenced I/O Psychology training and development Current Trends in I/O Psychology ORGANIZATIONAL PSYCHOLOGY Diversity and Inclusion Employee motivation Automation and Artificial Intelligence Job satisfaction and Well-being Use of Data Analysis (People Analytic) Leadership Employee Well-Being and Work-Life Balance Organizational Development Future-Proofing One’s Career/Skills Group Process Flexible Work Arrangements/Remote Work Virtual Assessment Centers ERGONOMIC/HUMAN FACTORS Digital Leadership Workplace Design Human-Machine Interaction Cross-Cultural I/O Psychology Human Compatibility of Products and Systems Physical Fatigue and Stress an area of research in I/O Psychology which examines the degree to which psychological concepts and findings generalize to employees in other cultures HISTORY and societies started in the 1900s. When Walter Dill Scott published the following books Why Conduct I/O Psychology Research? ○ The Theory of Advertising ○ The Psychology of Advertising The mandate of I/O Psychology is to increase the fit ○ Influencing Men in Business between the workers and the workplace when the ○ Increasing Human Efficiency in Business composition of both is rapidly changing Hugo Munsterberg wrote the book Psychology and Data-driven decision-making helps organizations Industrial Efficiency optimize their human resources and financial assets. World War I caused a shift in the direction of industrial Policies and practices based on research are more psychology research likely to offer more effective solutions to organizational ○ Psychologists use Army Alpha and Army issues Beta test recruits and place them in appropriate position Research Methods ○ John Watson developed perceptual and Systematic Review and meta-analysis motor tests for potential pilots experiments Frank Gilbert and Lilian Moeller Gilbert’s used Quasi-experiments industrial management techniques to Non-experiments ○ recognized the effects of fatigue and stress. Archival research on workers Qualitative Research ○ recognize that human workers are the most importantly element in the industry improve efficiency and productivity of workers by Loneliness and Working with A/I studying their motions employees who frequently work with AI systems re The Hawthorne Studies/Effect in the 1930s pave the more likely to experience loneliness which in turn way for how human relations in the workplace can leads to insomnia, greater after-working drinking, and change or improve worker productivity greater helping behavior toward coworkers World War II pined industrial psychologists to use working with AI can have an isolating effects create more reined employee selection and placement an asocial system which makes the employees crave techniques for social connection ○ Army General Classification test it is then recommended that developers for AI ○ Situational Stress Tests technology incorporate social features in AI to The Society of Industrial and Business Psychology emulate human-like interactions was established in 1945 as a vision under the American Psychological Association SECOND MODULE in the 960s government intervention increased to provide equal opportunities to weaken and minorities Job Analysis Primer Increasing employee motivation and satisfaction was job analysis refers to the process of gathering, the focus of the 1970s Beyond Freedom and Dignity analyzing, and structuring information about a job’s was used as a reference components, characteristics, and requirements the 1980 and 1990s brought four major changes it's the foundation for almost all Human Resources ○ increased use of more complex statistical activities techniques (MANOVA, SEM, etc.) YSABELA ANGELA FERNANDEZ 2  IMPORTANCE OF JOB ANALYSIS 1. Writing Job Analysis (JD) ○ JD is the written output of a analysis and it contains the summary of tasks and job requirements of a position 2. Employee Selection ○ it helps select tests or develop interview questions that appropriately assess an applicant’s knowledge, skills, and abilities needed for the job 3. Training ○ The list of work tasks and skills needed to perform the job can be used for training needs analysis and conduct of training activities 4. Career Planning and Mobility ○ it can be used for more suitable promotion and movement/transfer of employees ○ Peter Principle promoting good employees until they reach the highest level of incompetence 5. Performance Appraisal ○ it aids in the development of a more accurate tool/instrument for evaluating job Job Family performance ○ a group of jobs in the same general ○ it reduces the use of a vague dimensions occupation (interpesonal skills, dependibaility, finance motivation) human resources interpersonal skills education dependability Job Function motivation ○ a more specific area in a job family 6. Job Classification Job Title ○ it enables HR professionals to give ○ the name of position which defines the appropriate on titles and determine the extent of responsibilities and accountability relative rank of a job Job Tasks 7. Job Evaluation ○ the basic units of work that are directed ○ it can be used to assess and determine the toward meeting specific job objectives value/worth of a job 8. Job Design What does a Job Analyst Do? ○ it can be used to determine the optimal way in which a job should be performed 9. Compliance with Legal Guidelines ○ No law in the Philippines specifically mandates the conduct of Jo analysis, but our Labor Code Requires employers to adhere to labor standards 10. Organizational Analysis ○ it can guide HR practitioners in identifying and correcting organizational problems to make companies function more efficiently ○ it can also help align roles with organizational goals Sources of Job Information Writing a Good Job Description the most critical issue in job analysis is the accuracy I/O Psychologists strongly recommend job and completeness of the information about the Job descriptions to be lengthy (usually two to five pages), hence the source of job information should have long but HR practitioners often resist such efforts and updated experience with the job job descriptions can, and should, be updated on a regular basis, especially in response to job changes Job Enlargement What Does a Job Analyst Do? ○ Horizontal Addition a job analyst comprehends the relationships among a ○ within the same line, as what you are doing set of jobs *similarities and differences across jobs in before terms of tasks performed and skills needed Job Enrichment ○ Vertical addition to ○ Done if you are being promoted YSABELA ANGELA FERNANDEZ 3  oftentimes, its output is more effective at a more Common Sections of a Job Description detailed level The issue of formal tasks (related to the job) versus 1. Job Title the inclusion of informal tasks (unnecessary or ○ it describes the nature or Identity of the job, unrelated to the job) must also be resolved its power and status level, and the competencies needed to perform the job ○ name of the position Job Analysis, Performance, and Procedural Justice 2. Role Summary A thorough job analysis (including more detailed job ○ It is a concise/brief description of the descriptions) is associated with better job purpose of the job performance. This relationship is mediated by the 3. Work Activities employees’ perception of procedural justice within the ○ it is a list of the tasks or duties and organization responsibilities arranged according to This means that strong clarity in an employee’s job importance and/or frequency profile will only improve work performance if they 4. Tools and Equipment believe that the company is fair with its decision ○ It is a list of all the tools and equipment used to perform the work activities THIRD MODULE 5. Job Context ○ it describes the environment and work set-up Conducting a Job Analysis Primer or arrangements for the role there are many ways to conduct a job analysis, but 6. Work Performance each shares the same goal of identifying the following ○ it contains the standards/criteria of information evaluating performance ○ duties and responsibilities key result areas ○ the conditions under which the tasks are key performance indicators performed 7. Compensation ○ the knowledge, skills, abilities, and other ○ It contains information about the salary characteristics (KSAOs) required to perform grade of the position. The benefits can also the job be included 8. Competencies STEP 1: IDENTIFYING TASKS PERFORMED ○ it holds a list of the knowledge, skills, abilities, and other characteristics (KSAOs) Gather valuable information necessary to perform the job ○ before interviewing subject-matter experts (SMEs) check existing job descriptions or task inventories Preparing for a Job Analysis interview SMES a job analysis is usually conducted by a trained hr ○ interview people who are knowledgeable practitioner, but it can also be conducted by a job about the job ( job incumbent, supervisors). incumbents, supervisors, consultants, or even HR The goal is to get data about the job rather interns/practicumer than the person doing the job A job description should be updated if a job changes Observing incumbents significantly. One reason why job descriptions must be ○ the allows job analysis to see how workers updated is job crafting - the informal changes that perform their jobs. This is considered employees make in their jobs obtrusive but allows you to get information ○ absorbing other people’s tasks as your own Ammerman Technique ○ this is a job analysis method in which a Who Should Participate in a Job Analysis group of job expert identifies the tasks, objectives, and standards to be met by a if there are only a few people in each job, then it is worker advisable to have all of those employees participate in Job Participation the job analysis ○ This is a job analysis method in which the if there are many people performing the same job, job analyst performs the job being analyzed. then conduct a committee-based job analysis wherein This is best used for jobs that involve quick there are representatives from job incumbents, training and less risk supervisors, HR personnel, and consultants if the organization will create a new position, a STEP 2: WRITING TASK STATEMENTS field-based job analysis is recommended wherein the job analyst will interview and/or observe job after identifying the tasks to be performed, the tools incumbents in the field and equipment used to perform the tasks, and the when doing job analysis, remember that factors such conditions under which the tasks are performed, the as job competence, and the personality of the next step is to write the task statement participants can influence the job analysis outcomes A properly written task statement must contain an action (what is done) and an object (to which the action is done). For a higher level of specificity, you What Type of Information Should be Obtained? may include where how, when, and why the level of specificity (specific behaviors vs general The number 1 task statement is the most behaviors) is important in job analysis, and important and is most frequently done YSABELA ANGELA FERNANDEZ 4  Tips for Writing Task Statements 1. One action should be done to one object. Reduce the use of the word “and” because it shows more than one action or statement a. answers and forwards phone calls and emails 2. the task statements must be aligned with the reading ability of the job incumbent 3. All task statements must be written in the same tense 4. the task statements should also include the tools and equipment used 5. Tasks statements should not be competencies a. submits clear and understandable reports in a timely manner 6. Task statements should not be company policies a. shows respect to coworkers b. adheres to the strict health and safety protocols of the company 7. The task statement should make sense by itself. Prove more details. 8. Indicate the level of authority for task statements involving decision a. Consults with supervisor regarding budget allocation tasks STEP 4: DETERMINING ESSENTIAL KSAO After completing task analysis, the next step is to identify the KSAOs needed to perform the task ○ Knowledge Body of information needed to perform a task ○ Skills Proficiency to perform a learned task ○ Ability Capacity to perform a wide range of tasks, acquire knowledge or develop a skill Job Characteristics ○ Other Characteristics Hackman and Oldham say that a job will have Includes personal factors motivation potential if it has (personality, work experience, ○ Skills variety education, training, license, Allowing employees to use different motivation) skills KSAOs are formerly known as job specifications but ○ Task identification are known as competencies Work efforts result in an outcome Determining important KSAos can be done in two ○ Task significance ways The work output has meaning, is ○ Logically linking the tasks to competencies useful, and/or is appreciated by ○ Using a questionnaire for a more structured others approach ○ Autonomy Job Components Inventory, Freedom to decide how to perform Threshold Traits Analysis, the tasks Fleishman Job Analysis Survey, ○ Feedback Critical Incident Technique, Receiving clear and helpful inputs Personality-related Position for improvement Requirements Form STEP 3: RATING TASK STATEMENT Conduct a task analysis wherein the SMEs will rate each task statement (of the task inventory) on the frequency and the importance of the task being performed YSABELA ANGELA FERNANDEZ 5  Logically Linking Tasks to Competencies ○ An alternative to the PAQ that has a readability level for an employee with at least a 10th-grade education Functionality Job Analysis (FJA) ○ A method by Fine in 1955, that rates how workers are involved in data (information and ideas), people (clients, customers, and coworkers), and things (machines, tools, and equipment Methods Providing Information About Tools and Equipment Job Component Inventory (JCI) is a structured job Using Scales to Rate KSAO analysis technique of Banks that concentrates on To be more objective, you can use scales to check if a worker requirements such as KSAO is needed for a task and evaluate the ○ Tools and equipment importance of a KSAO ○ Perceptual and physical requirements ○ Mathematical requirements ○ Communication requirements, and ○ Decision-making and responsibility Methods Providing Information About Competencies Occupational Information Network (O*Net) ○ A job analysis system that allows users to understand a job at four dimensions: economic, organizational, occupational, and individual STEP 5: SELECTING TESTS TO TAP KSAO Critical Incident Technique (CIT) Once the important competencies have been ○ A job analysis method developed by identified, the next step is to identify the best methods Flanagan in 1954 was used to discover real to evaluate these competencies needed at the time of and actual incidents of job behaviors that hiring make the difference between a job’s ○ Interviews and Resume Evaluation successful or unsuccessful performance ○ Work Samples / Portfolio ○ Ability Tests / Simulations ○ Personality Tests and Integrity Tests ○ References / Background Checks ○ Assessment Centers Using Other Job Analysis Methods The most common job analysis method provides a great deal of information, but it can be rather lengthy and unstructured To save time, create more structure, or provide Threshold Trait Analysis (TTA) supplemental information to the most common job ○ A 33-item questionnaire by Lopez et al. was analysis, other methods are available designed to identify traits necessary to ○ Interviews successfully perform a job ○ Observation Fleishman Job Analysis Survey (F-JAS) ○ Task analysis ○ A method that requires job incumbents and job analysts to review a series of abilities and then rate the level of ability needed to Methods Providing General Work Information perform the job Position Analysis Questionnaire (PAQ) Job Adaptability Inventory (JA) ○ A structured and standardized job analysis ○ A 132-item inventory by Pulakos which method developed by McCormick et al measures the extent to which a job (1972) at Purdue University. incumbent needs to adapt to situations on ○ This assesses a job’s purpose, tasks, the job (handling emergencies or crises, KSAOs, etc. handling stress, demonstrating cultural Job Structure Profile (JSP) adaptability, dealing with uncertain or ○ A revised version of the PAQ to be filled out unpredictable situations) by the job analyst rather than the job Personality-Related Position Requirements Form incumbent ○ An instrument developed by Raymark in Job Elements Inventory (JEI) 1997 used to help determine the personality requirements for the job YSABELA ANGELA FERNANDEZ 6  Evaluation Methods STEP 1: DETERMINING COMPENSABLE JOB FACTORS If the purpose of your job analysis is mainly for The first step of internal equity pay is deciding what employee selection and performance appraisal, then factors differentiate the relative worth of jobs use worker-oriented methods such as the Critical Decide what compensable job factors (used to assess Incident Technique, Job Components Inventory, and the relative value of a job) will determine the Threshold Trait Analysis compensation rates If you are planning to create a job description or job ○ Level of responsibility design, then job-oriented methods like interview, ○ Effort (physical and mental demands) observation, job participation, and task analysis are ○ Education requirements more suitable ○ Training and experience requirements The Position Analysis Questionnaire (PAQ) is the ○ Working conditions most structured, least, costly, and least amount of Hay Plan’s Four Compensable Factors time to complete ○ Know-How = total competencies required to Task analysis requires the most time to complete, but perform the job often procedures high-quality results and the best ○ Problem - Solving = finding solutions to overall job picture issues and decision-making The Critical Incident Technique (CIT) takes the ○ Accountability = being answerable for least amount of job analysis training but is actions taken on the job considered the least standardized ○ Additional Compensable Elements = addresses exceptional contents in which jobs are performed FOURTH MODULE STEP 2: DETERMINING THE LEVELS FOR EACH COMPENSABLE JOB Job Evaluation FACTOR After selecting the compensable job factors that will be included in the determination of pay rates, the Salary Grade levels of each factor must be discussed and decided A system used by organizations to sign a predetermined compensation level to employees The compensation level is based on the responsibility required skills, and experience of the position Known as Pay Grade (PG) in other countries Salary Grade of Psychologists is Grade 11 STEP 3: DETERMINING FACTOR WEIGHTS AND POINT ASSIGNMENT Some compensable factors will be more important than others. Therefore, weights must be assigned per factor and points must be given for each level within a factor The more important the factor, the greater the number of points assigned The number of points assigned to each factor will be divided into each of the levels The total number of points for a particular job is then compared with the salary currently being paid for the job. This will show if the employee is overpaid, Job Evaluation underpaid, or paid appropriately Upon the completion of a job analysis and a thorough job description has been made, the next step to determine how much employees in a position should be paid The process of determining the monetary worth of a job. This is usually done in two stages: internal equity pay and external equity pay INTERNAL EQUITY PAY This involves comparing jobs within an organization to ensure that the employees are being paid accordingly It answers the question “Are employees within an organization compensated fairly in relation to each other”? This involves determining compensable job factors and giving them factor weights YSABELA ANGELA FERNANDEZ 7  EMPLOYEE BENEFITS These are any forms of indirect compensation (perks or services) that organizations provide to their employees on top of their regulatory salary These can help attract and retain the best employees. Providing a competitive benefits package can increase worker productivity, lower turnover rates, and increase the overall job satisfaction of employees GOVERNMENT-MANDATED EXTERNAL EQUITY PAY Benefits mandated by the law (statutory benefits) In this aspect, the worth of the job is determined by 13-month pay, holiday pay, vacation and sick leaves, comparing the job to the external market or other SSS, PhilHealth organizations. This refers to the competitiveness of an organization’s salary and it is important to attract DISCRETIONARY BENEFITS and retain employees Benefits not mandated by the law This can be done using salary surveys Healthcare, life insurance, retirement benefits, paid (questionnaires sent to other organizations to see training, allowances, educational assistance how much they are paying their employees), but this is now usually done through online benchmarking and market research TRENDS IN EMPLOYEE BENEFITS Employee Assistance Program (EAP) EQUITY THEORY OF MOTIVATIONS ○ An employee benefit that is designed to help Adams, 1965 workers resolve their personal issues that Work motivation and job satisfaction are related to could impact their work how fairly we believe we are treated in ○ EAP may include comparison to others Employee counseling Daycare for employee’s children financial assistance Health and wellness programs Free legal advice Unlimited Paid Time Off (UPTO) ○ This provides employees with the flexibility to take time off from work whenever they need to ○ This operates on a principle of trust, autonomy, and responsibility Flexible Work Arrangements GENERATIONAL DIFFERENCES IN PAY PREFERENCE ○ This allows employees to better manage personal responsibilities (household chores, Millennials and boomers report stronger values childcare, errands), and this can take the toward monetary rewards, career development, and form of work variety and challenges than Boomers and Gen X Flexitime = Employees are allowed Gen X, Millennials, and Zoomers report a greater to choose their own work hours preference for companies that offer regular pay raises Remote work (telework) = and flexible working options employees are allowed to work from home or any other place aside REMEMBER! from the organization’s office Job evaluation is concerned with the worth of the Cafeteria-Style Benefits Plan job itself, not the worth of the person in the job ○ Also known as a flexible benefits plan, this Be careful with salary/wage distortion wherein the allows employees to choose from a variety of variations in the wages or rates among employees in benefit options to create a customized an organization are non-existent or eliminated benefits package that best suits and It is also important to conduct regular salary audits to preferences check Sustainability and Social Impact Benefits ○ Pay rates for employees within positions with ○ Employees often choose companies that identical duties (equal pay for equal work) practice corporate social responsibility (CSR) ○ Pay rates for employees in jobs of similar engaging in philanthropy and/or ethical worth and responsibility (comparable worth) activities to contribute to the well-being of the ○ Jobs with similar worth (salary grade) and public and/or environment responsibility (job family) REMEMBER! Job evaluation and job analysis should emphasize the digital or technological competencies required for a certain position. Job analysts should highlight the need for adaptability to emerging technologies and digital workflows YSABELA ANGELA FERNANDEZ 8  With the rise of remote and hybrid work models, job SOURCING VS RECRUITMENT analysts should evaluate the capacity for remote work and outline the tasks that can be performed effectively SOURCING outside the traditional office setting more concerned with the proactive identification of passive applicants INCOME AND WELL-BEING primary role: creating and maintaining a steady supply of qualified candidates Having a higher income can boost confidence, pride, methods: job fairs, employee referral program (ERP), and determination, whereas earning a lower income is employer branding often linked to feelings of sadness, shame, and anxiety. This is evident in both high-income and RECRUITMENT developing countries However, a higher income does not necessarily lead more concerned with the reactive screening of active to more compassionate and grateful behaviors. job seekers Policies aimed at raising the income of the average primary role: assessing the competencies of job person can positively contribute to their well-being applicants methods: interviewing, testing, job offer FIFTH MODULE Employee Selection: Sourcing and Recruitment TALENT ACQUISITION VS RECRUITMENT Share the same objective of filling open positions with Common Recruitment Challenges in the Philippines qualified candidates 1. High turnover rate TALENT ACQUISITION 2. Difficulty attracting uplifted candidate 3. Slow hiring process It is a proactive and long-term approach to identifying 4. Non-use of people analytics potential and competent employees 5. Poor Applicant Experience methods: succession planning, mentorship program, branding Recruitment RECRUITMENT refers to the pros of attracting employees with the It is a relative and short-term approach or immediate right qualifications to apply for a job in the company vacancies employee selection methods are directly tied to the methods: interviewing, testing, and job offer results of the job analysis INTERNAL RECRUITMENT HOW TO SOURCE APPLICANTS getting employs already employed by the organization Print Ads (though promotion or transfer) Electronic Media Situation-Wanted Ads EXTERNAL RECRUITMENT Point-of-Purchase Methods Employment Agency and Search Firms External recruitment = getting employees from outside Employee Referrals the organization Job Fairs Job/Company Websites STEPS IN EMPLOYEE SELECTION Incentives PRINT ADVERTISEMENTS printed recruitment ads have a weaker impact on applicant attraction as compared to recruitment newspaper ads are the most common printed recruitment ads and they would instruct applicants to (1) respond by calling, (2) pay in person (3) send a resume 1. Job Analysis 2. Selection Of Assessment Methods ELECTRONIC MEDIA 3. Validation Of Assessment Methods Recruitment advertisements are also shared on TV, 4. Recruitment Sourcing radio, and electronic billboards, Nowadays, job 5. Candidate Screening postings can be seen as Facebook or YouTube ads 6. Candidate Testing Company-owned digital marketing tools are perceived 7. Candidate Selection as more credible and relevant for making job 8. Hiring/Rejecting applicant decisions RECRUITMENT Providing more information about the job’s salary and care advancement opportunities us far more effective YSABELA ANGELA FERNANDEZ 9  than employer familiarity and description of job tasks people who blame themselves for their job loss feel in attracting candidates to apply worse about themselves but remain optimistic in Younger workers now adopt a more long-term yet finding a new job or learning a new skill practical/utilitarian orientation toward work Employee Referrals SITUATION-WANTED ADS a method in which a current employee refers a friend also known as jobs-wanted or positions-wanted ads, or a family member for a Job opening in his/her these are placed by the applicant rather than by the workplace organization Employee Referral Programs (ERPs) are often red as the most effective sourcing/recruitment method. Most companies also provide incentives to employees who recommend applicants who are hired Employee Referral Program ERP significantly reduces employee attrition and decreases labor costs. This is because referrals are more likely to stay longer in the company than non-referrals POINT-OF-PURCHASE METHODS larger referral incentives increase referral quantity but Job vacancy notices are posted in places where decease quality customers are current employees are likely to see them. This method is targeted toward people who Job Fairs frequent the business/establishment these are designed to allow several employers or organizations to the available at one location so that many applicants can obtain job opening information at one time this can be done face-to-face (in-person job fair) or online (virtual job fair) EMPLOYMENT AGENCIES AND SEARCH FIRMS Job Company Websites Employment agencies Employee-Based Websites ○ They charge either the company or the ○ the organization lists all available Jo applicant when the applicant accepts the job openings and provides information about offer itself the minimum requirements needed to ○ their services are usually taken when the HR apply for a particular job department of an organization is overloaded Internal Recruiters with work or the company is still starting up ○ these are private companies whose website Executive Search Firms lists job openings for hundred of ○ also known as headhunters, they always organizations and resumes for thousands of charge their fees to the company rather than applicants. They generate more applications the applicants than traditional sourcing for recruitment ○ they tend to focus on higher-paying, methods non-entry-level positions ○ Jobstreer, Indeed, Linkedin Public Employment Agencies ○ employment services operated by the Incentives government and primarily designed to help the unemployed find work, but they also offer a method wherein employers often an inducement for services such as career advising and applicants to accept job offers resume preparation this usually takes the form of a signing bonus (or ○ they often concentrate on offering blue-collar sign-on bonus) but it can also be regular discounts or and clerical positions commissions Impact of Unemployment Recruiting Passive Applicants work gives us a sense of time structure, identity, most of the time the “best employees” are already purpose, and opportunities for social interactions with employed which is why we have to devise ways to others. Hence, the experience of job toss results in a convince the person to apply for a position in our drop in these factors organization Meta-analysis revealed that unemployment causes one way is for recruiters to build relationships with lower life satisfaction, poorer self-esteem, and greater professional organizations for each of the fields in symptoms of distress which they recruit Long-term job security and instability (four to five nowadays it is much easier to find passive applicants years) can predict small decreases in the levels of by surfing social networking sites LinkedIn and emotional stability, agreeableness, and Facebook conscientiousness YSABELA ANGELA FERNANDEZ 10  Evaluating Recruitment Strategies ○ Group Medium recruiters usually examine the number of applicants ○ Face-to-face and successful hires for each sourcing/recruitment ○ Phone method ○ Online or Videoconference ○ Written Types of Interviews: Structure STRUCTURED the questions are based on a job analysis/description every applicant is asked the same questions there is a standardized scoring Cost per applicant UNSTRUCTURED ○ the amount of money spent on a recruitment campaign divided by the number of people the interview is free to ask anything they want that subsequently apply for jobs as a result applicants are not asked the same questions of the recruitment campaign no standardized scoring Cost per qualified applicant ○ similar to cost per applicant but focuses on Types of Interviews: Style the number of qualified people who applied One-on-One interview for the job ○ one interviewer interviewing one applicant Cost per hire Serial Interview ○ Total recruitment costs (internal and external ○ a series of same-day one-on-one interviews expenses) divided by the number of new Return Interview hires ○ A series of different days of one-on-one interviews Realistic Job Preview (RJP) Panel Interview a method in which applicants are specifically told ○ Multiple interviewers assess the same both the positive and the negative aspects of the applicant job this often results in lower turnover, higher job Group Interview satisfaction, and better work performance ○ multiple applicants interviewed An expectation-lowering Procedure (ELP) is a simultaneously generic form of RJP that sets reduced expectations about the various aspects of the job Types of Interviews: Medium Face-to-Face Interview AI Arms Race in Talent Acquisition ○ The interviewer and applicant are physically AI platforms are now available to automate the job in the same room application of job seekers (LazyApply, ApplyWiz, Online Interview AutoApply, Simplify) ○ Use videoconferencing to interview Recruiters are also using AI to respond to both applicants at a remote site human-generated and AI-generated job applications Phone Interview ○ Used for the initial screening of applicants but no visual cues SIXTH MODULE Written Interview Employee Selection: Interviews ○ Applicants send responses to the written questions via email Employment Interview Problems with Unstructured Interviews also known as Job interviews, it is a method of I/O psychologists found that unstructured interviews employee selection in which an interviewer asks a poorly predict future employee performance. They question to an applicant and then makes an identified eight factors that contribute to the poor employment decision based on the answers to the reliability and validity of such questions as well as the way in which the questions were answered 1. Poor Intuitive Ability ○ Interviewers often base their hiring decision Types of Interviews: Structure on “gut reactions” or intuition but these are Structure poor predictors of future employee success ○ Structured and even detection of deceptive statements ○ Unstructured 2. Lack of Job Relatedness Style ○ Many interviews often ask questions that are ○ One-one-One not only unrelated to the position but also ○ Serial have not been empirically tested. ○ Return Interviewers usually use their preference for ○ Panel YSABELA ANGELA FERNANDEZ 11  an answer to determine future job Structured interviews can have incremental validity performance in the prediction of job performance beyond the use of 3. Primary Effect cognitive tests ○ First impressions sometimes carry more Applicants perceive structured interviews to be more weight than information shared by the difficult than unstructured ones applicant later in the interview. Some interviewers can already decide within the Creating a Structured Interview first five minutes of the interview 4. Contrast Effect 1. Determine the KSAO or Competency to Tap in the ○ The interviewer performance of one Interview applicant may affect the interview ratings ○ You must identify the competencies needed given to the next applicant. An applicant’s to effectively perform the tasks in the job performance is usually judged based on the description performance of the previous applicant ○ Make sure that the identified competencies 5. Negative Information Bias can or should be tapped in an interview ○ Interviewers often give more attention to 2. Creating the Interview Questions negative information than positive ones, ○ Structured Interview Questions can be which is why many applicants hesitate to be classified into 6 honest in interviews. This bias often occurs Clarifiers when interviews are not aware of the job Disqualifiers requirements Skill-level Determiners 6. Interviewer-Interviewer Similarity Situational (Future-focused) ○ Interviewers will often receive a higher rating Behavioral (Past-focused) if they are similar to the interviewer in terms Organizational Fit of personality, attitude, gender, or race. 3. Creating a Scoring Key for Interview Answers 7. Interviewee Appearance ○ Right/Wrong Approach ○ Physically attractive applicants Some job interview questions, (attractiveness bias) have an advantage in especially disqualifiers and skill interviews over less attractive applicants. level determiners, can be scored on Applicants who dress professionally receive the basis of whether the applicant higher interview ratings than poorly dressed gave a correct or incorrect answer applicants. ○ Typical-Answer Approach 8. Nonverbal Cues The applicant's answer shall be ○ the use of appropriate nonverbal compared to a list of benchmarked communication (smiling, eye contact) is answers highly correlated with interview ratings and perceptions of interviewee competence Beauty is Beast Effect when attractiveness bias occurs in the selection of job candidates, it usually leads to positive attributes ○ Key Issued Approach toward attractive applicants. But when attractive omen A list of key issues will be included apply for masculine jobs (mechanic, firefighter, in the perfect answer. For each key welder) their attractiveness sometimes backfires since issue that is included, the applicant it is perceived as incompatible with the manly jobs gets a point This creates an inequality for women who may be judged negatively for their appearance when applying for male-dominated jobs COMMONLY ASKED UNSTRUCTURED INTERVIEW QUESTIONS How would you describe yourself Why should we hire you Structured Interview Questions What do you know about our company? Clarifiers How can you contribute to out company’s progress? ○ Used to clarify information on the resume What are your strengths and weaknesses? and obtain necessary information What are your career goals in the next (x) years? Can you explain the three-year gap What will make you stay in the company? between jobs? What is your ideal job? Please tell me more about your Why did you leave your previous job? daily tasks Disqualifiers Advantages of Structured Interviews ○ A wrong answer will disqualify the candidate from further consideration Questions with strong job-relatedness are Are you a licensed standardized scoring distinguish structured interviews psychometrician? from unstructured interviews, which usually results in fewer biases YSABELA ANGELA FERNANDEZ 12  Are you amenable to working in a graveyard shift Skill Level Determiners ○ Used to tap an applicant’s level of expertise What are the most difficult functions you used in MS Excel? Please share effective pedagogies you use in teaching high school students Organizational Fit Questions ○ Assess how an applicant’s personality organizational culture Please describe your experience in a fast-paced yet routinized work What is your experience working with a culturally diverse group? Star Method Behavior Interview Situational (Future-Focused) Questions Situation ○ What they would do in a particular situation Task (intended behaviors). These questions can Action be created through critical incidents that Results show the needed competencies for the job Question: Behavioral (Past-Focused or Patterned-Behavior ○ Can you provide an example of a time when Description) Questions you dealt with a difficult customer? How did ○ Are used to ask applicants about how they you resolve the issue? demonstrated job-related competencies in their previous work. Its effectiveness is based on empirical findings that past behavior is the best predictor of future behavior Can you tell me about a time when you had to make a tough decision at your previous work? BEHAVIORAL INTERVIEW Employment Gaps These are periods of your professional career wherein you are unemployed, voluntarily or involuntarily. This is usually a concern for interviewers, especially when the gap spans several months Threat of Background Check Using Threat of Background Check questions in job interviews can deter applicant dishonesty, help the interviewer assess the applicant’s integrity, and protect the company from high-risk candidates.: ○ "We will be verifying your previous employment and contacting your references. Can you confirm that the information you have provided is accurate and up to date?" Use of Normalizing Statements Another way of increasing applicant honesty about their qualifications and past experiences is to use statements that normalize unpleasant experiences or non-normative behaviors, before asking the question. YSABELA ANGELA FERNANDEZ 13  ○ Committing mistakes at work is normal. 1. Before the interview, read available information about Everyone makes work-related errors. Can the company and the position that you are applying you tell me about a time when you for. Interview preparation is significantly correlated committed an error at work? What did you do with return interviews about it? 2. Take advantage of the interview biases focussed in this topic Resume vs Curriculum Audit a. First impressions b. Nonverbal behaviors Resume 3. Use the STAR method in responding to behavior ○ Usually, one or two pages only contain a questions summary of an applicant’s professional and 4. Prepare your work portfolio and prepare smart educational background questions for your interviewer Curriculum Citae (CV) ○ Shares the same details as a resume, but it is more comprehensive and you need to SEVENTH MODULE update it as you gain more experience and Employee Selection: Testing training. TYPES OF RESUME What is the best predictor of job performance? Chronological Resume Many I/O psychologists and HR practitioners strongly ○ Jobs are listed in order from the most to the believe that past performance is the best predictor of least recent; the most common type future performance. The following methods are often Functional Resume used to determine a candidate’s past performance ○ Jobs are grouped by function (competencies ○ References and Recommendation Letters required to perform) rather than listed in ○ Assessment of Applicant Ability order by date; useful for applicants with ○ Assessment of Education and Training changing careers and significant ○ Assessment of Applicant Skills/Outputs employment gaps ○ Assessment of Applicant Knowledge Psychological Resume ○ Assessment of Applicant Experience ○ Combination of chronological and functional ○ Assessment of Applicant Personality and styles that aims for good impression Interests formation ○ Assessment of Health Problems Key Resume Elements Predicting Performance Using Recommendation Letter Contact Information (Full Name, Address, Phone Reference Check Number, and Email Address) ○ The process of confirming the accuracy of Objective Statement the information in the resume of an applicant Summary of Qualifications Reference Professional Work Experience ○ An expression of an opinion regarding the Educational Background applicant's ability, previous performance, Certifications and Technical Skills character, and potential for success Membership in Organizations Recommendation Letter Volunteer Work ○ A written document expressing an opinion about the applicant’s ability, previous RESUME WRITING TIPS performance, character, and potential for success 1. Make sure all information included in your resume is Reasons for using references and recommendation relevant to the you are applying for letters 2. Describe your previous work experience and ○ To confirm the truthfulness of the information competencies (KSAOs) using keywords from the job given by the applicant posting ○ To check discipline problems (protection 3. Less is often more. Highlight the skills and work against negligent hiring) experience that are relevant to the job you are ○ To discover new information about the currently applying applicant 4. Make sure that there is consistent or matching ○ To predict future performance information between your resume and your online Problems with references and recommendation letters work profile ○ Their contents are often full of positive a. LinkedIn statements (evaluator leniency) b. Jibstreet ○ The evaluator/reference does not know the 5. Use at least 11pt. Neutral font and a one-inch margin applicant well on all sides ○ There is a lack of agreement between two or a. Arial, Calibir, Times New Roman more evaluators for the same applicant (low 6. Include unique or unusual information since recruiters reliability) pay more attention to it than typical information ○ There is the presence of extraneous factors Length of the letter, provision of Tips to Survive a Job Interview specific examples YSABELA ANGELA FERNANDEZ 14 Predicting Performance Using Applicant Education and Designed to stimulate the types of Training daily information that appear on a manager’s or employee’s design in Student’s GPA/GWA can positively predict job order to observe the applicant’s performance, training performance, and salary response to such information Better-educated-employees have higher job ○ Simulation performance, greater organizational citizenship Designed to place an applicant in a behavior, and lesser absenteeism than employees situation that is similar to the one with lower educational attainment that will be encountered on the job A job knowledge test measures the amount of ○ Business/Management Games job-related knowledge an applicant possesses. It is an Designed to simulate business achievement test that assesses a candidate's activities wherein applicant shall theoretical and technical learning in a particular field demonstrate their creativity, ○ You can give a basic accounting principles decision-making, and ability to work test on a person applying for an accountant with others position ○ Leaderless Group Discussion A group of applicants is given a Predicting Performance Using Applicant Ability job-related problem to solve or a job-related issue to discuss but no Ability tests are primarily used for occupations in leader is appointed which applicants are not expected to know how to perform the job at the time of hire Cognitive ability tests are commonly used because Predicting Performance Using Applicant’s Prior they can predict how employees Experience ○ Quickly learn job-related knowledge An applicant’s prior experience can be measured ○ Process information which leads to better using decision-making ○ Experience ratings Commonly used cognitive ability tests in the industrial ○ Biodata setting ○ Reference checks ○ Wonderlic Personnel Tests (WPT) ○ Interviews ○ Miller Analogies Test (MAT) When rating the applicant’s prior experience, do not ○ Raven’s Progressive Matrices (RPM) simply base your judgment on the number of years of ○ Flanagan Industrial Test (FIT) experience. You also have not to check the quality ○ Siena Reasoning Test (SRT) of their experience ○ Test of General Reasoning Ability (TOGRA) Biodata ○ Situational Judgement Test (SJT) ○ An applicaton blank or questionnaire The test taker chooses the most ○ Mey-analyses show that this is a good appropriate action in a workplace predictor of job performance and future situation employee tenure Aside from cognitive ability tests, recruiters can also structure/Objective Personality Tests are used to use the following tests, especially for manual labor or measure traits related to job performance physically demanding positions ○ Conscientiousness is the best predictor of ○ Perceptual Ability Tests job performance in most occupations Vision, hearing, speech clarity ○ NEO-Personality Inventory, Woking Styles ○ Psychomotor Ability Tests Assessment, Work Values Inventory, Hand dexterity, reaction time Occupational Personality Questionnaire, ○ Physical Ability Tests California Psychological Inventory Physical strength, stamina Tests of psychopathology ○ MMPI, Projective Tests are rarely used in the Predicting Performance Using Applicant Skill industrial setting, except in the selection of military and law enforcement personnel Instead of measuring a candidate’s past learning Interest INventories are used to identify the vocational (knowledge) or potential to perform the job (ability), interests of the applicant some tests measure the extent to which the applicant ○ Vocational Preference Inventory already has a job-related skill ○ Self-Directed Search Work sample = a method of employee selection ○ Occupational Interest Survey wherein an applicant performs or presents samples of ○ Reading-Free Vocational Interest Inventory actual job-related tasks Integrity Tests (honesty tests) are designed to predict ○ Demonstrate the job-related skill an applicant's trustworthiness, dependability, and ○ Show a work portfolio tendency to steal Assessment Center ○ A test measuring attitudes toward theft and ○ An employee selection method wherein theft history applicants participate in multiple assessment ○ A test measuring personality traits related to methods to demonstrate job-related skills. antisocial behavior Several trained assessors then evaluate the ○ Conditional reasoning tests are designed to skills of the candidate reduce fake responses by asking test-takers Techniques utilized in assessment centers to select the best reason that explains a ○ In-Basket Exercises situation. These are used to predict YSABELA ANGELA FERNANDEZ 15  aggressive and counterproductive work behaviors Predicting Performance Using Assessment of Health Problems Health problems may keep employees from performing essential job functions. Hence, employers often implement pre-employment medical exams, psychological exams, and drug testing to protect the interests of the company EMPLOYMENT OF PERSONS WITH DISABILITIES (PWDS) The Magna Carta for Persons with Disabilities (R.A 7277) states that no PWD shall be denied access to opportunities for suitable employment The same law states that at least 1% of government positions should be reserved for PWDs private corporations are encouraged to the same Comparisons of Methods Meta-analytic studies reveal that ○ Unstructured interviews, education, interest inventories, and some personality traits are