Industrial/Organizational Psychology Handouts PDF

7/19/2024 Gerald B. Peñaranda, MSc., RPsy. Registered Psychologist HR & OD Consultant [email protected] 1 Objective:...

7/19/2024 Gerald B. Peñaranda, MSc., RPsy. Registered Psychologist HR & OD Consultant [email protected] 1 Objective: 1. DEFINE industrial/organizational psychology and DISCUSS the importance of this field of inquiry. 2 1  7/19/2024 PRB of Psychology Table of Specification (TOS) for Industrial/Organizational Psychology (2023) Outcome Weight No. of Items 1. Organizational Theories: Classical organization 20% 20 theory, neo-classical organization theory, modern organizational theory, contingency theory, motivation theory, and open systems theory. Description, differentiation, and applications of these theories in improving organizational structure and design, leadership, managerial styles, group behavior, motivation, communication, operational efficiency, and organizational structure. 3 PRB of Psychology Table of Specification (TOS) for Industrial/Organizational Psychology (2023) Outcome Weight No. of Items 2. Organizational Structures and Systems: Functional, multi- 20% 20 divisional, flat, matrix, team, network, and hierarchical structures. ❑ Knowledge of the pros and cons of these structures. ❑ Definition of the elements that create organizational structure and their distinct relationships: job design, departmentalization, delegation, span of control, and chain of command. ❑ Application of organizational design with roles and performance accountability. ❑ Alignment of organizational structure with the business strategy. ❑ Application of the four business elements in ensuring profitable performance and business success. 4 2  7/19/2024 PRB of Psychology Table of Specification (TOS) for Industrial/Organizational Psychology (2023) Outcome Weight No. of Items 3. Team Dynamics: 20% 20 ❑ Importance and impact of team dynamics. ❑ Stages of team development. ❑ Group processes that affect team effectiveness. ❑ Common problems that occur in teams. ❑ Addressing team problems and improving team performance. 5 PRB of Psychology Table of Specification (TOS) for Industrial/Organizational Psychology (2023) Outcome Weight No. of Items 4. Organizational Change and Development: 20% 20 ❑ Differentiating organizational change and organizational development and differentiating organizational development and transformation. ❑ Analysis of the different factors driving organizational change. ❑ Identification of the different types of large-scale organizational changes. ❑ Evaluating the different organizational interventions used to enhance organizational effectiveness, employee well- being, and productivity. 6 3  7/19/2024 Adulthood Commitments “One can live magnificently in this world if one knows how to work and to love.” – Leo Tolstoy, 1856 LOVE: Adult bonds of love WORK: Work can provide us are more satisfying when with a sense of identity, marked by similarity of competence, and opportunities interests and values, a sharing for accomplishment. This is of emotional and material why challenging and interesting support, and intimate self- occupations enhance people’s disclosure. happiness. 7 Recent Challenges to Organizations: ▪ The litigious environment demands qualified managers to balance business, legal, and ethical concerns ▪ Due to intense competition, organizations have been downsized, delayered, and decentralized ▪ Experience waves of organizational change programs: TQM, performance management, business process re-engineering, etc. 8 4  7/19/2024 Recent Challenges to Organizations: ▪ Globalization of business: adapting to cultures, systems, and techniques different from local country ▪ Human Resource Information Systems (HRIS) allow HRM professionals to better facilitate human resource plans, make decisions faster, clearly define jobs, evaluate performance, and provide cost-effective benefits that employees want. ▪ Blurred boundaries between home and work: away from the workplace, mediated by technology. Organizations are asking employees to put in longer hours. ▪ Work-life balance: Organizations that fail to help their people achieve work/life balance will find it increasingly hard to attract and retain the most capable and motivated employees 9 Recent Challenges to Organizations: ▪ Work attitudes have shifted: workers are more willing to leave jobs to gain time for leisure or family. Many Gen Xers (born 1965–1980) and Gen Yers (born 1982–early 2000s), while passionate about their careers, won’t sacrifice family and leisure for their career ▪ Emergence of the strategic role of HR: The top HR executive at most companies today has the vice president position ▪ Outsourcing: large organizations hire outside firms to handle payroll, insurance and benefits, and even recruitment and selection ▪ Employment under constant threat: part-time work, contractualization, temps, and interims ▪ HRM practices in an era of austerity 10 5  7/19/2024 Recent Challenges to Organizations: ▪ Corporate Social Responsibility: A dominant topic in the 21st century, CSR is the equitable treatment of all stakeholders (employees, suppliers, customers, owners, investors, and the community) without sacrificing the needs of one group for the success of another (Reichman & Berry, 2012) ▪ It is the idea of the triple bottom line – financial success, concern for the environment, and concern for human rights 11 ❑ HUMAN RESOURCES: The people that an organization Human employs to carry out various jobs, tasks, and functions in exchange for wages, salaries, and other rewards. Resources ❑ HUMAN RESOURCES MANAGEMENT: The comprehensive Management set of managerial activities and tasks concerned with developing and maintaining a qualified workforce in ways that contribute to organizational effectiveness. 12 6  7/19/2024 13 Major HR Functions ❖ TRAINING AND DEVELOPMENT: Identifying, assessing, and through planned learning, helping develop the key competencies (KSAO) that will enable individuals to perform current and future jobs. ❖ ORGANIZATION DEVELOPMENT: Assuring healthy inter- and intra-unit relationships and helping the group initiate and manage change. ❖ CAREER DEVELOPMENT: Assuring the process of managing, learning, work, leisure, and transitions to move toward a personally determined and evolving preferred future. 14 7  7/19/2024 Major HR Functions ❖ HUMAN RESOURCE PLANNING: Determining the organization’s primary human resource needs, strategies, and philosophies. ❖ PERFORMANCE MANAGEMENT: Ensuring that organizational, departmental, and individual goals are consistently and efficiently met. ❖ SELECTION AND STAFFING: Matching people and their career needs and capabilities with jobs and career paths. 15 Major HR Functions ❖ COMPENSATION AND BENEFITS: Assuring compensation and benefits fairness and consistency. ❖ EMPLOYEE ASSISTANCE: Providing personal problem-solving and counseling to individual employees. ❖ HR RESEARCH AND INFORMATION SYSTEMS: Assuring a personnel information base. ❖ UNION LABOR RELATIONS: Assuring healthy union organization relations. 16 8  7/19/2024 Responsibilities of HR Departments FUNCTION RESPONSIBILITIES Analysis and design of Work analysis; job design; job descriptions work Recruitment and Recruiting; job postings; interviewing; testing; selection coordinating use of temporary labor Training and Orientation; skills training; career development development programs Performance Performance measures; preparation and administration management of performance appraisals; discipline Compensation and Wage and salary distribution; incentive pay; insurance; benefits vacation leave administration; retirement plans; profit sharing; stock plans 17 Responsibilities of HR Departments FUNCTION RESPONSIBILITIES Employee relations Attitude surveys; labor relations; employee handbooks; company publications; labor law compliance; relocation and outplacement services Personnel policies Policy creation; policy communication Employee data and Record keeping; HR information systems; workplace information systems analytics Compliance with laws Policies to ensure lawful behavior; reporting; posting information; safety inspections, accessibility accommodations Support for strategy Human resource planning and forecasting, talent management; change management 18 9  7/19/2024 Why I/O Psychology? People spend more time at their jobs than any other activity in life. If people are happy and productive at their work, this can have a spill-over effect on their lives I/O psychologists can also improve the quality of life of everyone in society by increasing employee effectiveness, which reduces the cost of goods sold by improving product quality 19 Did you know that I/O Psychologists Helped… AT&T developed assessment centers to choose the best managers? General Electric (GE) developed systems to provide job performance feedback to employees? The U.S. Army use psychological tests to place recruits in the appropriate jobs? The U.S. Postal Service develop procedures to reduce assaults by employees? 20 10  7/19/2024 If you apply for a job, an I/O psychologist… …May have designed the application form you will fill out to get the job, the salary, the benefits package you will be offered, the training you will receive, and the structure of the tasks that will comprise your job. 21 The Two Divisions in I/O Psych. ❖ Industrial psychology (the original name) tends to provide a management perspective of organizational efficiency through the appropriate use of human resources. It is concerned with issues of efficient job design, employee selection and training, and performance appraisal. ❖ It may help you to remember Industrial Psychology as the “practical” side of I/O 22 11  7/19/2024 The Two Divisions in I/O Psych. ❖ Organizational Psychology developed from the human relations movement in organizations and focuses more on the individual employee. Examples are employee attitudes, employee behavior, job stress, and supervisory practices. ❖ It may help you to remember Organizational Psychology as the “soft” side of I/O 23 24 12  7/19/2024 Organizations are about PEOPLE “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.” Andrew Carnegie (1835-1919) 25 I/O Psychology is… A branch of psychology that applies the principles of psychology to the workplace. Purpose: To enhance the dignity and performance of human beings, and the organizations they work in by advancing the science and knowledge of human behavior (Rucci, 2008) “What factors can motivate employees to perform well?” 26 13  7/19/2024 Major I/O Fields: 1. PERSONNEL PSYCHOLOGY: Includes such areas as analyzing jobs, recruiting applicants, selecting employees, determining salary levels, training employees, and evaluating employee performance 2. ORGANIZATIONAL PSYCHOLOGY: Concerned with the issues of leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change, and group processes within an organization 27 Major I/O Fields: 3. HUMAN FACTORS/ ERGONOMICS: A field of study concentrating on the interaction between humans These psychologists frequently work with engineers and machines and other technical professionals to make the workplace safer and more efficient. 28 14  7/19/2024 Settings of I/O Psychologists SOURCE: Employment sectors for SIOP membership by percentages. Source: L. Nader, personal communication, September 17, 2020. 29 Scientist-Practitioner Model ❑ SCIENCE: I/O psychologists pose questions to guide their investigations and then use the scientific method to obtain answers. In this respect, I/O psychology is an academic discipline ❑ PRACTICE: The professional side is concerned with applying knowledge to real problems in the world of work. I/O psychologists can use research findings to hire better employees, reduce absenteeism, improve communication, increase job satisfaction, and solve countless other problems 30 15  7/19/2024 I/O Psychology as a Profession I/O Psychologists belong to professional/scientific organizations. In the U.S., they have the S.I.O.P. with about 6,000 members. In the Philippines, the PAP provides a certification program for I/O practitioners. 31 I/O Psychology as a Profession 32 16  7/19/2024 I/O Psychology as a Science ▪ Often, research is conducted in specific organizations to solve a particular problem, while others focus on understanding some organizational phenomenon. 33 Examples of highly respected academic journals related to I- O psychology ▪ Academy of Management Discoveries ▪ Journal of Applied Psychology ▪ Academy of Management Journal ▪ Journal of Business and Psychology ▪ Academy of Management Review ▪ Journal of Management ▪ Administrative Science Quarterly ▪ Journal of Occupational Health Psychology ▪ Annual Review of Organizational Psychology and ▪ Journal of Occupational and Organizational Organizational Behavior Psychology ▪ Applied Psychology: An International Review ▪ Journal of Organizational Behavior ▪ European Journal of Work and Organizational ▪ Journal of Vocational Behavior Psychology ▪ Leadership Quarterly ▪ Group & Organization Management ▪ Organizational Behavior and Human Decision ▪ Human Performance Processes ▪ Human Relations ▪ Organizational Psychology Review ▪ Human Resource Management Review ▪ Organizational Research Methods ▪ Industrial and Organizational Psychology: ▪ Personnel Assessment and Decisions Perspectives on Science and Practice ▪ Personnel Psychology ▪ International Journal of Selection and ▪ Work, Aging and Retirement Assessment 34 17  7/19/2024 Most Commonly Researched I/O Topics 1. Japan: job stress, leadership, career issues, motivation. 2. Israel: career issues, cross- cultural issues, motivation, performance appraisal, job satisfaction, 3. U.S.: employee selection, career issues, performance appraisal, leadership 35 Brief History of I/O Psychology 36 18  7/19/2024 Direct Influencers ▪ ADAM SMITH: Studied the capitalistic order of production and concluded that rational self-interest and the division of labor was the way to create wealth ▪ KARL MARX: Maintained that because the worker does not own the means of production, he is likely to be exploited for the benefit of the owners ▪ FRANCIS GALTON: His statistical methods were an important part of a significant contribution of I-O psychology: testing and selection of people for jobs 37 Founders of the Field Two experimental psychologists are credited for being the main founders of the field: ▪ Considered by many as "the father of industrial psychology”, Hugo Münsterberg (1863-1916) was particularly interested in the selection of employees and the use of new psychological tests. ▪ In 1913, his book Psychology and Industrial Efficiency addressed such things as personnel selection and equipment design 38 19  7/19/2024 Founders of the Field Two experimental psychologists are credited for being the main founders of the field: ▪ Walter Dill Scott (1869-1955) pioneered the use of psychological principles to produce more effective advertisements. His book, The Theory and Practice of Advertising (1903), was the first of its kind ▪ In WW1, he classified and placed enlistees, conducted performance evaluations of officers, and developed and prepared job duties and qualifications for over 500 jobs. He received the Distinguished Service Medal from the U.S. Army. 39 Pioneers of I/O James McKeen Cattell (1860-1944). He created the Psychological Corporation in 1921, still in existence today. The primary purpose was to advance psychology and promote its usefulness to industry. It also served as a place for companies to get reference checks on prospective psychologists. 40 20  7/19/2024 Pioneers of I/O Walter VanDyke Bingham. He started the Division of Applied Psychology for Carnegie Institute of Technology – the first academic program in industrial psychology (Krumm, 2001). He headed the Personal Research Federation and directed The Psychological Corporation. 41 Pioneers of I/O Lilian (1876-1972) and Frank (1868-1924) Gilbreth. A wife and husband team combined psychology and engineering to study efficient ways of performing tasks. Their best contribution was the time and motion study. Lilian is one of the first working female engineers holding a Ph.D. and the first true industrial/organizational psychologist. 42 21  7/19/2024 Pioneers of I/O Robert Mearns Yerkes (1876-1956). During WW1, Robert Yerkes and others offered their services to the Army. Their newly invented psychological tests led to the identification of Army Alpha and Army Beta. ▪ Army Alpha: An intelligence test developed during World War 1 and used by the army for soldiers who can read ▪ Army Beta: An intelligence test developed during World War 1 and used by the army for soldiers who cannot read 43 That, behaviorism pioneer John B. Watson served as a major in the U.S. Army in WW1 and developed perceptual and motor tests for potential pilots? (DiClemente & Hantula, 2000)? That, inventor Thomas A. Edison created a 163-item knowledge test that he administered to over 900 applicants? The test and the passing score were so difficult that only 5% of the applicants passed. 44 22  7/19/2024 Pioneers of I/O Mary Parker Follett (1866-1933). A social philosopher, she advocated people-oriented organizations. Her writings focused on groups, as opposed to individuals, in the organization. Thus, Follet’s theory was a forerunner of today’s teamwork concept and group cohesiveness. 45 Pioneers of I/O Frederick Winslow Taylor (1856-1915). An engineer who studied employee productivity, he developed an approach to handling production workers in factories. Frederick Taylor’s approach to work motivation, called Scientific Management, became popular in the late 1800s and early 1900s. 46 23  7/19/2024 Taylor (1911) suggested that: 1. Each job should be carefully analyzed to specify the optimal way of doing tasks. 2. Employees should be selected (hired) according to characteristics that are related to job performance. Managers should study existing employees to find out what personal characteristics are important. 3. Employees should be trained to do their job tasks 4. Employees should be rewarded for their productivity to encourage high-performance levels. 47 The HAWTHORNE STUDIES A series of studies, conducted for 10 years at the Western Electric plant in Hawthorne, Illinois, was initially designed to investigate issues such as the effects of lighting levels, work schedules, wages, temperature, and rest breaks on employee performance. ▪ The investigation of the impact of illumination did not affect productivity in the predicted manner. ▪ Researchers realized that the social and psychological conditions of work were often more important than the physical conditions (Roethlisberger & Dickson, 1939) 48 24  7/19/2024 Hawthorne Effect When employees change their behavior, it is solely because they are receiving attention or are being observed. ▪ Listening and paying attention to employees was the key ingredient to increased production ▪ The Hawthorne studies inspired psychologists to increase their focus on human relations in the workplace. Employee attitudes, team development, supervision, group process, worker morale, and other organizational phenomena started playing a role in the I/O field. 49 Pioneers of I/O Elton Mayo (1880–1949). His Human Relations approach countered scientific management. He recognized the "inadequacies of existing scientific management approaches" to industrial organizations and underlined the importance of relationships among those working for such organizations. 50 25  7/19/2024 Pioneers of I/O Kurt Zadek Lewin (1890-1947). In 1939, he led the first publication of an empirical study of the effects of leadership styles which initiated arguments for using participative management techniques. In 1945, he formed the Research Center for Group Dynamics at MIT to perform experiments in group behavior 51 1960s to 1990s ▪ 1960s: Civil rights legislation leading to fair selection techniques, sensitivity (T-groups) for managers ▪ 1970s: Employee satisfaction and motivation, increased use of behavior modification in the workplace (Skinner) ▪ 1980s and 1990s: Sophisticated statistical techniques and methods of analysis (path analysis, SEM, MANOVA, and causal modeling); application of cognitive psychology to industry (i.e., thought process by managers during performance appraisals); effects of work to family life and leisure activities; variety of selection instruments (e.g., cognitive ability tests, structured interviews, etc.); OD interventions (TQM, reengineering, and employee empowerment); concern for diversity and gender issues; downsizing 52 26  7/19/2024 2000s ▪ Internet: Online recruitment and testing, use of social media (Twitter, LinkedIn, Facebook) to find jobs, eLearning and distance education as T&D means; cyberspace meetings ▪ Demographic makeup of workforce: Women are increasingly taking managerial roles; Asian Americans are the fastest growing segment of the U.S. population ▪ Global economy: offshoring, increasing number of expatriates, increased emphasis on service jobs requiring human relations skills ▪ High unemployment rates, flexible work schedules, family-friendly work policies, accommodation of child-care and elder-care responsibilities, increasing costs of health-care benefits, etc. 53 JOB ANALYSIS Gerald B. Peñaranda, M.Sc., RPsy. Industrial-Organizational Psychologist HR Consultant [email protected] 54 27  7/19/2024 Objective: 1. LIST the uses of job analysis information. 2. DESCRIBE the sources and ways of collecting job analysis information 3. DISCUSS the different job analysis methods. 4. DESCRIBE the evidence for the reliability and validity of job analysis methods. 55 Human Resource Planning 56 28  7/19/2024 Human Resource Planning JOB ANALYSIS HR PLANNING JOB DESCRIPTION RECRUITMENT SELECTION 57 How would you describe the job of a police officer? o What are the different tasks that police officers do? o How much time do they spend doing each one? o How difficult is it to learn the various tasks? o How long does it take to learn them? o What personal characteristics does it take to do each task and the entire job? 58 29  7/19/2024 Job Analysis is a method for describing jobs and/or the human attributes necessary to perform them; gathering, analyzing, and structuring information about a job’s components, characteristics, and requirements. 3 elements that comprise a formal job analysis: 1. The procedure must be systematic. The analyst needs to specify the procedures in advance. 2. A job is broken into smaller units. We describe components of jobs rather than the overall job. 3. The analysis results in some written product, either electronic or on paper. 59 Two Products of Job Analysis 1. JOB DESCRIPTION: A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities. 2. JOB SPECIFICATION: A list of a job’s human requirements, that is, the requisite education, skills, personality, and so on. 60 30  7/19/2024 JOB ANALYSIS Job-Oriented Approach: Provides information about the nature of tasks done on the job. TASK: Completes report after arresting an accused CHARACTERISTIC: Uses pencils and pens. 61 LEVEL OF SPECIFICITY o Level of specificity answers the question: Should the job analysis break a job down into very minute, specific behaviors (e.g., tilts arm at a 90- degree angle” or moves the foot forward three inches), or should the job be analyzed at a more general level (“makes financial decisions,” “speaks to clients”) o Informal requirements (such as picking up mail, making coffee, or picking up the boss’ children from school) may need to be made formal to reduce potential confusion regarding who is responsible for the task 62 31  7/19/2024 FIVE LEVELS OF SPECIFITY 1. POSITION: A collection of duties that a single individual can perform. e.g. Patrol Officer, Desk Officer 2. DUTY: A major component of a job. e.g. Enforce the law 3. TASK: A complete piece of work that accomplishes some particular objective. e.g. Arrest suspects who violate the law. 4. ACTIVITY: Individual parts that make up the task. e.g. Driving to a suspect’s house to perform an arrest. 5. ELEMENT: Very specific actions to perform an activity. e.g. Place handcuffs on a suspect. 63 JOB ANALYSIS Person-Oriented Approach: Provides a description of the characteristics, or KSAOs necessary for a person to successfully perform a particular job. Knowledge: what a person needs to know to do a particular job. Skill: what a person is able to do on the job. Ability: a person’s aptitude or capability to do job tasks or learn to do job tasks. Other personal characteristics: anything relevant to the job that is not covered by the other three. 64 32  7/19/2024 Examples of KSAOs and Associated Tasks KSAO TASK Knowledge of legal arrest Arrest suspects procedures Skill in using a firearm Practice shooting firearm on firing range Ability to communicate with others Mediate a dispute between two people to prevent violent incident Courage (as the personal Enter dark alley to apprehend characteristic) suspect. 65 ABILITY DESCRIPTION 1. Verbal The ability to understand what words mean and to readily Comprehension comprehend what is read. 2. Word fluency The ability to produce isolated words that fulfil specific symbolic or structural requirements (such as all words that begin with the letter b and have two vowels). 3. Numerical The ability to make quick and accurate arithmetic computations such as adding and subtracting. 4. Spatial Being able to perceive spatial patterns and to visualize how geometric shapes would look if transformed in shape or position. 5. Memory Having good rote memory for paired words, symbols, lists of numbers, or other associated terms. 6. Perceptual speed The ability to perceive figures, identify similarities and differences, and carry out tasks involving visual perception. 7. Inductive The ability to reason from specifics to general conclusions. reasoning 66 33  7/19/2024 Competency-based Job Analysis ▪ Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit ▪ Traditional job analysis is more job-focused (What are this job’s duties?). Competency-based analysis is more worker-focused (What must employees be competent at to do this multiskilled job?) 67 Who provides the information? They actually do the job or spend time observing employees Job Analysts and doing the job and translate Trained Observers these experiences into a job analysis. They are considered subject matter experts (SMEs) because Job Incumbents they have detailed knowledge and Supervisors about the content and requirements of their own jobs or the jobs that they supervise. 68 34  7/19/2024 69 PURPOSES OF JOB ANALYSIS USE Description Career development Define KSAOs necessary for advancement Legal issues Show job relevance of KSAOs Performance appraisal Set criteria to evaluate performance Recruitment and selection of Delineate applicant characteristics to be used as basis for employees hiring Training Suggest areas for training Setting salaries Determine salary levels for jobs Efficiency/safety Design jobs for efficiency and safety Job classification Place similar jobs in groupings Job design Design content of jobs Planning Forecast future need for employees with specific KSAOs 70 35  7/19/2024 Approaches to Collecting Job Analysis Information Job Participation ADVANTAGES: o Provides context in which job is done. o Provides extensive detail about the job. DISADVANTAGES o Fails to show differences among jobs with same title. o Expensive and time consuming o Can take extensive training of analyst. o Can be dangerous to analyst. 71 Approaches to Collecting Job Analysis Information Interview ADVANTAGES: o Provides multiple perspectives on a job. o Can show differences among incumbents with same job. DISADVANTAGES o Time consuming as compared to questionnaires. o Fails to show context in which tasks are done. 72 36  7/19/2024 Typical Questions: 1. What is the job being performed? 2. What are the major duties of your position? What exactly do you do? 3. What physical locations do you work in? 4. What are the education, experience, skill, and [where applicable] certification and licensing requirements? 5. In what activities do you participate? 6. What are the job s responsibilities and duties? 7. What are the basic accountabilities or performance standards that typify your work? 8. What are your responsibilities? What are the environmental and working conditions involved? 9. What are the job’s physical demands? The emotional and mental demands? 10. What are the health and safety conditions? Are you exposed to any hazards or unusual working conditions? 73 Approaches to Collecting Job Analysis Information Observe Employees Doing the Job ADVANTAGES: o Provides relatively objective view of the job. o Provides context in which job is done. DISADVANTAGES o Time-consuming o Employees might change their behavior because they know they are being observed. 74 37  7/19/2024 Approaches to Collecting Job Analysis Information Questionnaires ADVANTAGES: o Efficient and inexpensive o Shows differences among incumbents in same job o Easy to quantify and analyse statistically o Easy to compare jobs on common job dimensions DISADVANTAGES o Ignores context in which job is done o Limits respondents to question asked o Requires knowledge of job to design questionnaire o Easy for job incumbents to distort to make their jobs seem more important 75 Important Points Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Make the job analysis a joint effort by a human resources manager, the worker, and the worker’s supervisor. 76 38  7/19/2024 Other Job Analysis Methods 1. Job Components Inventory (JCI) ▪ Developed in Great Britain to address the need to match job requirements to worker characteristics (Banks, Jackson, Stafford, and Warr, 1983) FIVE COMPONENTS OF JOBS 1. Use of tools and equipment 2. Perceptual and physical requirements 3. Mathematics 4. Communication 5. Decision-making and responsibility 77 Examples of Frequently Needed Skills for Clerical Jobs COMPONENT SKILL Use of tools and Use of pens equipment Use of telephone Perceptual and physical Selective attention requirements Wrist/finger/hand speed Mathematics Use decimals Use whole numbers Decision-making and Decide on sequencing of work responsibility Decide on standards of work 78 39  7/19/2024 Other Job Analysis Methods 2. Functional Job Analysis (FJA) ▪ Uses both observation and interviews to provide a description of a job and scores on several dimensions concerning the job and potential workers. O*NET (http://online.onetcenter.org) is a computer-based resource for job –related information on approximately 1,100 groups of jobs sharing common characteristics, a very extensive undertaking. 79 Other Job Analysis Methods 3. Position Analysis Questionnaire (PAQ) ▪ This questionnaire contains 194 items dealing with the task requirement or elements of jobs. FIVE ACTIVITIES: 1. Having decision-making/communication/social responsibilities. 2. Performing skilled activities 3. Being physically active 4. Operating vehicles/equipment 5. Processing information 80 40  7/19/2024 Major Categories of the PAQ CATEGORY EXAMPLE Information input Collecting or observing information Mediation processes Decision-making and information processing Work output Manipulating objects Interpersonal activities Communicating with people Work situation and job Physical and psychological working context conditions Miscellaneous aspects Work schedule 81 Other Job Analysis Methods 4. Task Inventories ▪ A questionnaire that contains a list of specific tasks that might be done on a job that is being analysed and rating scales for each task POSSIBLE DIMENSIONS 1. Amount of time spent doing the task 2. Criticality of the task for doing a good job 3. Difficulty in learning the task 4. Importance of the task 82 41  7/19/2024 Reliability ▪ A meta-analysis (Dierdorff & Wilson, 2003) that summarized the results of 46 studies found a test-retest reliability of.83. This means that people are quite consistent over time in making their job analysis ratings. ▪ Inter-rater agreement by different people ranged from.48 to.81 83 Validity ▪ Spector, Brannick, and Coovert (1989) summarized the results of nine studies that reported correlations among methods and sources that ranged from.47 to.94 and the results are suggestive of job ratings validity ▪ Most research suggest that job analysis ratings are not perfect and are potentially subject to some biases because of human judgment. 84 42  7/19/2024 Industrial-Organizational Psychology Gerald B. Peñaranda, M.Sc., RPsy. [email protected] 1 ▪ Recruitment: The process of attracting employees to Recruitment, an organization. Selection, and ▪ Selection: Process of choosing individuals with Placement qualifications needed to fill jobs. ▪ Placement: Fitting a person to the right job. 2 1  7/19/2024 Recruitment Goals: 1. Attract qualified applicants 2. Encourage unqualified applicants to self- select themselves out 3 When there are vacant jobs, companies Recruitment can either do internal recruitment by transferring or promoting someone from within the organization or do external recruitment by hiring someone from outside the organization ▪ INTERNAL RECRUITMENT. Advantages: Morale promotion, better assessment of abilities, lower cost for some jobs, etc. Disadvantages: Inbreeding, political infighting, need for management development program ▪ EXTERNAL RECRUITMENT: Advantages: “New blood” brings new perspectives, cheaper and faster than training, etc. Disadvantages: Longer adjustments, internal morale problems, no “ fit guarantee.” 4 2  7/19/2024 Recruitment Methods ▪ NEWSPAPER ADS: A common method for recruiting employees, although already considered least effective (SHRM, 2007). Applicants can respond in four ways: 1. Respond by calling: Recruitment ads in which applicants are instructed to call rather than to apply in person or send résumés 2. Apply-in-person ads: Recruitment ads that instruct applicants to apply in person rather than call or send résumés 3. Send-résumés ads: Recruitment ads in which applicants are instructed to send their résumé to the company rather than call or apply in person. 4. Blind box: Recruitment ads that instruct applicants to send their résumé to a box in the newspaper; neither the name nor the address of the company is provided 5 Recruitment Methods ▪ ELECTRONIC MEDIA: Different TV channels and radio stations can be used to reach different types of audiences ▪ Different types of radio stations (e.g., rock, rap, classical, country, oldies, news) reach different types of audiences 6 3  7/19/2024 ▪ SITUATION- ▪ POINT-OF- WANTED ADS: PURCHASE These ads are placed METHODS: Job Recruitment by the applicant vacancy notices are Methods rather than by the posted in places organization, where customers or providing current employees encouraging results can see them: store for people looking windows, bulletin for jobs boards, restaurant ▪ Advantageous to placemats, and the the organization side of trucks because this method ▪ It is targeted toward doesn’t cost the people who organization any frequent the money business 7 Recruitment Methods ▪ CAMPUS RECRUITERS: Organizations send recruiters to college campuses to interview students for available positions ▪ VIRTUAL JOB FAIRS: A job fair held on campus in which students can “tour” a company online, ask questions of recruiters, and electronically send résumés 8 4  7/19/2024 Recruitment Methods: Outside Recruiters ▪ Employment Agencies: Charges either the company or the applicant when the applicant takes the job (10 to 30% of the applicant’s first-year salary) ▪ Executive Search Firms: Better known as “headhunters,” the jobs they represent tend to be higher-paying, non-entry level positions; they charge their fees to organizations rather than to applicants, and fees charged tend to be 30% of applicants first-year salary ▪ Public Employment Agencies: State and local employment agencies designed primarily to help the unemployed find work. Of great value in filling blue- collar and clerical positions 9 Recruitment Methods: Employee Referrals ▪ In employee referral, current employees recommend family members and friends for specific job openings ▪ Rated by many HR professionals as the most effective recruitment method ▪ Can result in unintended discrimination if companies do not ensure that the referral pool is representative of the ethnic and racial make-up of the qualified workforce 10 5  7/19/2024 Recruitment Methods: Direct Mail ▪ With direct-mail recruitment, an employer typically obtains a mailing list and sends help- wanted letters or brochures to people through the mail ▪ Especially useful for positions with specialized skills 11 Recruitment Methods: Internet ▪ Employer-Based Websites: An organization lists job openings and provides information about itself, and the minimum requirements needed to apply ▪ Applicants can upload their resumes, answer questions designed to screen out unqualified applicants, take employment tests that are typically scored instantly, and interviews are scheduled electronically ▪ Major employer-search websites are now using the.jobs domain to make the process easier 12 6  7/19/2024 Recruitment Methods: Internet ▪ An internet recruiter is a private company whose website lists job openings for hundreds of organizations and resumes for thousands of applicants ▪ Advantages include the cost because it is 10 times cheaper than advertising in major city newspapers, and it can reach more people ▪ Blogging is also used to discuss an organization’s career opportunities and corporate culture more informally 13 Recruitment Methods: Social Media ▪ Recent years have seen increased use of social media outlets such as LinkedIn, Facebook, and Twitter. ▪ Difference in audience: Facebook reaches friends and family, LinkedIn reaches professional connections, and Twitter reaches people related by similar interests such as a favorite celebrity, With LinkedIn, an applicant can search for hobby, or occupation job openings by company and email professional connections to see if they know of them. 14 7  7/19/2024 Recruitment Methods: Job Fairs ▪ Job fairs are designed to provide information in a personal fashion to as many applicants as possible ▪ Organizations can have booths at the same location, and representatives hand out company literature and souvenirs 15 Recruitment Methods: Incentives ▪ Incentives are offered for employees to accept jobs with an organization ▪ It can be a financial signing bonus, employee discounts on company products and services, mortgage assistance, etc. 16 8  7/19/2024 Realistic Job Preview (RJP) RJP is a method of recruitment in which job applicants are told both the positive and the negative aspects of a job o Example: “This job is performed in a tiny space, in high heat levels, with few opportunities for social interaction…” o Results in lower turnover, higher job satisfaction, and better performance o More effective if given in oral rather than written format, and should be given at the time of the job offer 17 METHODS OF EMPLOYEE SELECTION SELECTION: The process of making a “hire” or “no hire” decision regarding each applicant 18 9  7/19/2024 1. Receiving applications 2. Interviewing applicants HR Employment 3. Administering tests to applicants 4. Conducting background investigations Functions 5. Arranging physical examinations 6. Placing and assigning new employees 7. Coordinating follow-up of new employees 8. Exit interviewing departing employees 9. Maintaining employee records and reports 19 19 Selection Process Flowchart 20 10  7/19/2024 Making the Job Offer A job offer is an offer made by an employer to a candidate, inviting them to join the organization in a specific role. It includes essential details such as job responsibilities, compensation, benefits, and other terms of employment. Offer Guidelines o Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment. o Avoid vague, general statements and promises. o Require return of signed acceptance of offer. 21 21 A meeting between the job applicant and someone at the employing organization who will have input into the hiring decision. 22 11  7/19/2024 Types of Employment Interviews STRUCTURE: o STRUCTURED INTERVIEW: (1) the source of the questions is a job analysis (job-related questions), (2) all applicants are asked the same questions, (3) there is a standardized scoring key to evaluate each answer o UNSTRUCTURED INTERVIEW: (1) interviewers are free to ask anything they want, (2) they are not required to have consistency in what they ask of each applicant, and (3) they may assign numbers of points at their discretion o Highly structured interviews are more reliable and valid than interviews with less structure (Huffcutt & Arthur, 1994) 23 Who Conducts Interviews? Interviewers Individuals Panel Team Individuals Sequentially Interview Interview 24 24 12  7/19/2024 Types of Employment Interviews STYLE: o One-on-one interviews: One interviewer interviewing one applicant o Serial interviews: Involves a series of single interviews o Return interviews: The applicant is asked to return later for another interview o Panel interviews: Multiple interviewers are asking the same questions and evaluating answers of the same applicant at the same time o Group interviews: Multiple applicants answering questions during the same interview 25 Types of Employment Interviews MEDIUM: o Face-to-face interviews: Both the interviewer and the applicant are in the same room o Telephone interviews: Often used to screen applicants but do not allow the use of visual cues o Videoconference interviews: Conducted at remote sites o Written interviews: The applicant answers a series of written questions and then sends the answers back 26 13  7/19/2024 Advantages of Structured Interviews (+) More valid than unstructured interviews, even over the phone (+) Can add predictive power to the use of cognitive ability tests (+) It is viewed more favorably by the courts because it has job analysis as the basis (+) Results in less adverse impact because it taps into job knowledge, job skills, applied mental skills, and interpersonal skills (-) It is perceived by applicants to be more difficult than unstructured interviews (-) Applicants may feel they did not have the chance to tell the interviewer everything they wanted to 27 Commonly Asked Unstructured Employment Interview Questions 1. Why should I hire you? 2. What do you see yourself doing five years from now? 3. What do you consider your greatest strengths and weaknesses? 4. How would you describe yourself? 5. What college subjects did you like best? Least? 6. What do you know about our company? 7. Why did you decide to seek a position with the company? 8. Why did you leave your last job? 9. What do you want to earn five years from now? 10. What do you want to do in life? 28 14  7/19/2024 Problems with Unstructured Interviews 1. Poor Intuitive Ability: Human intuition and judgment are inaccurate predictors of future employee success 2. Lack of Job Relatedness: Information that is used to select employees must be job-related if it is to have any chance of predicting future employee performance 3. Primacy Effects: To prevent judgments from getting influenced by “first impressions,” interviewers need to rate the applicant’s response after each question 4. Contrast Effects: The interview performance of one applicant may affect the interview score given to the next applicant. An applicant's performance is judged on the performance of previous interviewees. 29 Problems with Unstructured Interviews 5. Negative-Information Bias: Negative information apparently weighs more heavily than positive information 6. Interviewer-Interviewee Similarity: Research suggest that an interviewee will receive a higher score if he is similar to the interviewer in terms of personality, attitude, gender, race 7. Interviewee Appearance: Research indicate that, in general, physically attractive applicants receive higher scores 8. Nonverbal Cues: Appropriate nonverbal communication is highly correlated with interview scores. Structured interviews are not as affected by nonverbal cues as are unstructured interviews 30 15  7/19/2024 Creating a Structured Interview Determining the KSAOs to Tap 1. Conduct a thorough job analysis and write a detailed job description 2. Determine the best way (i.e., interview, psychological tests, job samples, background checks, etc.) to measure an applicant’s ability to perform each task identified in the job analysis. Not every KSAO can and should be tapped during the interview. 31 Creating a Structured Interview Creating Interview Questions 1. Clarifiers: Allow the interviewer to clarify information in the resume, cover letter, and application, fill in gaps, and obtain other necessary information. Example: “I noticed a three-year gap between two of your jobs. Could you tell me about that?” 2. Disqualifiers: Questions that must be answered a particular way, or the applicant is disqualified. Example: “Do you have a driver’s license?” 3. Skill-Level Determiners: Tap an interviewee’s level of expertise. Example: “Several months after installing a computer network, the client calls and says nothing will print on the printer. What could be going wrong?” 32 16  7/19/2024 Creating a Structured Interview Creating Interview Questions 4. Future-Focused Questions: Situational questions ask an applicant what she would do in a particular situation. This is done by collecting critical incidents. Example: “Imagine you told a client you would be there at 10:00 a.m. It is now 10:30, and there is no way you will finish your current job until 11:30. You are supposed to meet with another client for lunch at noon and then be at another job at 1:15 p.m. How will you handle this situation?” 5. Past-Focused Questions: Also referred to as patterned behavior description interviews (PBDIs), applicants are asked to provide specific examples of how they demonstrated job-related skills in previous jobs. Example: “When dealing with customers, you will inevitably get someone angry. Tell us about a time when a customer was angry with you. What did you do to fix the situation?” 33 What is the STAR method? The STAR method is an interview technique that gives you a straightforward format to tell a story by laying out the situation, task, action, and result. Situation: Set the scene and give the necessary details of your example. Task: Describe what your responsibility was in that situation. Action: Explain exactly what steps you took to address it. Result: Share what outcomes your actions achieved. 34 17  7/19/2024 Creating a Structured Interview Creating Interview Questions 6. Organizational-Fit Questions: Tap the extent to which an applicant will fit into an organization's culture or with a particular supervisor's leadership style. The idea is to ensure that the applicant’s personality and goals are consistent with the organization. Example: “What type of work pace is best for you?” 35 Creating a Structured Interview Creating Interview Questions 1. Right/Wrong Approach: Can be scored simply on the basis of whether the answer was correct or incorrect. Example: “As a server, can you serve a glass of wine to a 16-year-old if his parents are present and give permission?” 2. Typical-Answer Approach: Done by creating a list of all possible answers to each question, having subject-matter experts rate the favourableness of each answer, and then use these ratings to serve as benchmark answer for each point on the scale. 3. Key-Issues Approach: SMEs create a list of key issues they think should be included in the perfect answer. For each key issue that is included, the interviewee gets a point. The key issues can also be weighted so that the most important issues get more points. 36 18  7/19/2024 Scoring Examples 37 Conducting the Structured Interview 1. BUILDING RAPPORT: Let the applicant settle themselves so that they can feel more optimistic about the interview 2. SET THE AGENDA: Explain the process by telling applicants the types of questions that will be asked and point out that each interviewer will be taking notes and scoring the answers immediately after the interviewee has responded 3. ASK THE INTERVIEW QUESTIONS: A one-trained interviewer may ask the questions or have each panel member ask some questions. Each answer needs to be scored after it has been given. 4. PROVIDE INFORMATION ABOUT THE JOB AND THE ORGANIZATION: This information might include salary and benefits, job duties, opportunities for advancement, a history of the organization, etc. 5. END THE INTERVIEW: Compliment the interviewee and let her know when you will contact her about job offers. 38 19  7/19/2024 ▪ Main reasons: (1) to verify the applicant’s information, and (2) to uncover damaging information ▪ Can take the form of conducting reference checks, background employment checks, checking employee criminal records, checking employees’ driving records, checking credit records ▪ Include on the application form a statement for applicants to sign explicitly authorizing a background and credit check ▪ Some companies review social media-based information (Facebook, LinkedIn, etc.) 39 ▪ Confirming Details on a Resume. Resume fraud is not uncommon. Organizations need to confirm the truthfulness of the information provided by the applicant. ▪ Checking for Discipline Problems. An applicant’s history of discipline problems can include poor attendance, sexual harassment, Reasons for Using and violence. Protects the organization from References and charges of negligent hiring. Recommendations ▪ Discovering new information about the applicant. Other information can include work habits, character, personality, and skills. Reference checkers should always obtain specific behavioral examples and try to get consensus from several references. 40 20  7/19/2024 ▪ Predicting Future Performance. References and letters of recommendation are ways of looking at past performance to predict future performance. The low validity shown in research may be due to four main problems: - Leniency. Because applicants choose their own references, it is Reasons for Using not surprising that most letters of recommendation are positive. References and Fear of legal ramifications (slander or libel) may prevent organizations from giving negative recommendations. Recommendations - Knowledge of the Applicant. The person writing the letter often does not know the applicant well, and/or has not observed all aspects of an applicant’s behavior. - Reliability. The lack of agreement between two people who provide references for the same person. - Extraneous Factors. More specific rather than general, longer letters are more positively perceived. 41 Sources of Background Information 42 21  7/19/2024 ▪ Meta-analyses indicate that a student’s GPA can predict job performance, training performance, salary, and graduate school performance ▪ GPA is most predictive of the first few years after graduation ▪ In the police academy, education was a good predictor of job performance 43 ▪ Consists of a standard set of items or tasks a person completes under controlled conditions. Most involve paper-and-pencil tasks, such as answering questions or solving problems, although some include manipulating physical objects to assess such characteristics as manual dexterity or eye-hand coordination. ▪ Are used to assess ability, interests, knowledge, personality, and skill 44 22  7/19/2024 Characteristics of Tests Group versus Individually Administered Tests. A group test can be administered to several people at once. The test itself is in printed form (e.g., booklet) that can be given to hundreds or thousands of people simultaneously. An individual test, in contrast, is one that a test administrator gives to a single test taker at a time rather than to a group of individuals. This is necessary because the administrator has to score the items as the test proceeds or because an apparatus is involved that only one person can use at a time. 45 Characteristics of Tests Closed-Ended versus Open-Ended Tests With a closed-ended test, the test taker must choose one from several possible responses, such as multiple-choice exams test for ability and knowledge. The advantage is its greater ease in scoring. An open-ended test is like an essay exam where the test taker must generate a response rather than choose a correct response. For example, writing ability is best assessed by asking a person to write an essay. 46 23  7/19/2024 Characteristics of Tests Paper-and-Pencil versus Performance Tests With a paper-and-pencil test, the test is on a piece of paper or other printed (or electronic) medium, and the responses are made in written form, often with a pencil. Examples are multiple- choice course exams and open-ended tests. A performance test involves the manipulation of apparatus, equipment, materials, or tools. The widely used performance test is the typing test. 47 Characteristics of Tests Power versus Speed Tests A power test gives the test taker almost unlimited time to complete the test. A speed test has a strict time limit. It is designed so that almost no one can finish all the items in the allotted time. First, a speed test can contain challenging items that must be completed under time pressure. The second use is a test designed to assess a person’s speed in doing a particular task. 48 24  7/19/2024 A test that asks a person to perform a simulated job under standardized conditions. It is designed to measure the extent to which an applicant already has a job-related skill The person is given the necessary materials and tools and must perform a particular task, such as assembling a motor, under controlled conditions. Examples: an applicant as an automotive mechanic might be asked to fix a torn fan belt, a secretarial applicant might be asked to type a letter, and a truck-driver applicant might be asked to back a truck up to a loading dock (+) Excellent selection method: directly related to the job, predictive of actual performance, less challenged in courts (-) Expensive to construct and administer 49 Personnel tests designed to assess an applicant’s judgment regarding a situation encountered in the workplace. Sample Situation: A customer comes to you with a printout for a Samsung Galaxy phone from Amazon.com and proceeds to ask you detailed questions about battery life and how to work the phone while mentioning that “Amazon’s price is $50 less than yours.” You have been with this customer for almost an hour, and other customers are waiting. You would: 50 25  7/19/2024 A selection technique characterized by the use of multiple assessment methods that allow assessors actually to observe applicants perform simulated job tasks Measures how well a person can perform the tasks of a specific job; commonly used to assess potential for managerial or other white-collar jobs. Common exercises include the in-basket technique, simulations, work samples, leaderless group discussions, structured interviews, personality and ability tests, and business games Assessors typically hold positions two levels higher than the assesses and spend one day being trained. They rate the applicants going through the assessment center. 51 ❖ In an IN-BASKET EXERCISE, the assesses are asked to pretend that it is the first day of a new job and they have found a series of items in their in-basket (e-mails, letters, memos, and phone messages). The applicant is asked to go through the items and respond as if he were on the job. ❖ In a LEADERLESS GROUP EXERCISE, several assesses are given a problem to solve together, with no leader appointed. The problem might be competitive (e.g., dividing a scarce resource) or cooperative (e.g., solving an organizational problem). Applicants are rated on cooperativeness, leadership, and analytical skills. 52 26  7/19/2024 ❖ In a PROBLEM-SOLVING SIMULATION (also known as “management games”), the assessee is given a problem and asked to come up with a solution, perhaps by producing a report ❖ In a ROLE-PLAY EXERCISE, the assessee is asked to pretend to be a particular person in a specific organizational role. The task is to handle a problem or situation, such as counseling a troubled employee or dealing with an irate customer. ❖ BUSINESS GAMES are exercises that allow the applicant to demonstrate such attributes as creativity, decision-making, and ability to work with others ❖ Others: individual oral presentations, testing, interviews about interests, past performance, and motivation. 53 Ability tests tap the extent to which an applicant can learn or perform a job- related skill. Ability tests are primarily used for occupations in which applicants are not expected to know how to perform the job at the time of hire but would be taught the necessary job skills and knowledge. 54 27  7/19/2024 ❖ An ability or an aptitude is the capacity to do or learn to do a particular task. ❖ Cognitive abilities, such as intelligence, are relevant to tasks that involve information processing and learning. ❖ Psychomotor abilities, such as manual dexterity, involve bodily movements and manipulation of objects. ❖ Some job tasks require primarily cognitive abilities (e.g., computer programming), whereas others rely mainly on psychomotor abilities (e.g., sweeping a floor). Many tasks require both types of abilities (e.g., repairing a computer or a complex piece of equipment) 55 Cognitive Ability Tests ▪ Dimensions can include oral and written comprehension, oral and written expression, numerical facility, originality, memorization, reasoning (mathematical, deductive, inductive), and general learning ▪ An IQ test of general cognitive ability is the best-known cognitive ability test. ▪ There are tests of individual cognitive abilities, such as mathematical or verbal ability. ▪ Some tests have been developed that do not rely on reading ability, such as non-verbal intelligence tests where the items involve problem-solving without words ▪ Research has consistently shown that cognitive ability tests are valid predictors of job performance across a large number of different kinds of jobs. 56 28  7/19/2024 Wonderlic Personnel Test. This cognitive ability test is the most commonly used in industry. The short amount of time (12 minutes) and the fact that it can be administered in a group setting make it popular. 57 Perceptual Ability Tests ▪ Perceptual ability is a measure of facility with such processes as spatial relations and form perception ▪ It consists of vision (near, far, night, peripheral), color discrimination, depth perception, glare sensitivity, speech (clarity, recognition), and hearing (sensitivity, auditory attention, sound localization) (Fleishman & Reilly, 1992) ▪ Useful for such occupations as machinist, cabinet maker, dye setter, and tool and dye maker Which diagram results from folding the diagram on the left? 58 29  7/19/2024 Psychomotor Ability Tests ▪ Assess such things as the ability to manipulate objects and use tools. ▪ Involve both the coordination between senses and movement (e.g., eye- hand coordination) and accuracy of movements. ▪ Psychomotor abilities include finger dexterity, manual dexterity, control precision, multi-limb coordination, response control, reaction time, arm-hand steadiness, wrist-finger speed, and speed-of-limb movement ▪ Useful for jobs as carpenter, police officer, sewing-machine operator, post office clerk, and truck driver ▪ People are scored on their ability to perform motor tasks, such as putting pegs in holes or using simple tools to manipulate objects. 59 The Hand-Tool Dexterity Test Assesses the ability to use simple tools to manipulate small objects. This test involves removing and reassembling several fasteners using wrenches and a screwdriver. The score is based on the time it takes to complete a task. 60 30  7/19/2024 The Stromberg Dexterity Test Assesses arm and hand movement accuracy and speed. The person must place the colored disks into the correct color-coded holes. Again, scores are based on the speed with which the person can accomplish the task. 61 Physical Ability Tests ▪ Used for jobs that require physical strength and stamina, such as police officer, firefighter, and lifeguard ▪ Through job simulations, physical strength is measured by asking the applicant to demonstrate job-related physical behaviors, such as when a firefighter climbs a ladder while dragging a 48- pound hose 75 feet across a street. ▪ Through tests, basic abilities needed to perform certain behaviors have also been developed, such as push-ups, sit-ups, and grip strength 62 31  7/19/2024 9 Basic Physical Abilities (Fleishman & Reilly, 1992) 1. DYNAMIC STRENGTH: Strength requiring repetitions 2. TRUNK STRENGTH: Stooping or bending over 3. EXPLOSIVE STRENGTH: Jumping or throwing objects 4. STATIC STRENGTH: Strength not requiring repetitions 5. DYNAMIC FLEXIBILITY: Speed of bending, stretching, twisting 6. EXTENT FLEXIBILITY: Degree of bending, stretching, twisting) 7. GROSS BODY EQUILIBRIUM: Balance 8. GROSS BODY COORDINATION: Coordination when the body is in motion http://www.baerpm.com/blog/wp-content/uploads/2015/02/baer-performance-marketing-video.jpg 9. STAMINA: Ability to exert effort over long periods of time 63 ❖ A knowledge and skill test, often called an achievement test, is designed to assess a person’s level of proficiency. ❖ A knowledge test assesses what one knows, whereas a skill test assesses what one can do. The emphasis is on prior knowledge. ❖ Some tests focus on general skills, such as math and reading. Others are useful in assessing abilities for particular job tasks, such as typing. ❖ An example is the Bennett Mechanical Comprehension Test, which assesses a combination of mechanical ability and knowledge about tools. 64 32  7/19/2024 Bennett Mechanical Comprehension Test Assesses a combination of mechanical a