Reviewer for IO Prelims Midterms Finals PDF

 INTRODUCTION TO INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY ~ Branch of psychology that applies the principles of psychology to the workplace. A. Major Fields of I/O Psychology  Industrial Psychology – focuses on determining the competencies needed to perform a job, and staffi...

 INTRODUCTION TO INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY ~ Branch of psychology that applies the principles of psychology to the workplace. A. Major Fields of I/O Psychology  Industrial Psychology – focuses on determining the competencies needed to perform a job, and staffing the organization with employees who have those competencies.  Organizational Psychology – creates an organizational structure and culture that will motivate employees to perform well.  Personnel Psychology – a field of study that concentrates on the selection and evaluation of employees. Such as analyzing jobs, recruiting applicants, selecting employees, etc.  Organizational Psychology – a field of study that investigates the behavior of employees within the context of an organization. Concerned with the issues of leadership, job satisfaction, employee motivation, etc.  Human Factors/Ergonomics – field of study concentrating on the interaction between humans and machines, workplace design, and physical fatigue and stress. B. Brief History of I/O Psychology  1903 – Walter Dill Scott wrote The Theory of Advertising, in which psychology was first applied to business.  1910 – Hugo Munsterberg wrote Psychology and Industrial Efficiency which was first published in English in 1913.  1911 – Scott wrote the book Increasing Human Efficiency in Business.  “Industrial psychology” was seldom used before World War I, instead the common terms are employment psychology, economic psychology, and business psychology.  John Watson – pioneer in behaviorism, and developed perceptual and motor tests for potential pilot.  Thomas Edison – In 1920, he created a 163-item knowledge test that he administered to over 900 employees.  Frank Gilbreth & Lillian Mollet Gilbreth – they improve productivity and reduce fatigue by studying the motions used by workers. “Cheaper by the Dozen”.  Hawthorne studies – to investigate such issues as the effects of lighting levels, work schedules, wages, temperature, and rest breaks on employee performance. ~ Hawthorne Effect – when employees change their behavior due solely to the fact that they are receiving attention or are being observed. 1890s and 1990s – brought 4 major changes to I/O Psychology  1. Involved an increased use of fairly sophisticated statistical techniques and methods of analysis. 2. New interest in the application of cognitive psychology to industry. 3. Increased interest in the effects of work on family life and leisure activities. 4. Renewed interest in developing methods to select employees. ~ 2000s – rapid advances in technology in I/O Psychology C. Employment of I/O Psychologists ~ As of 2009, the median salary was $74,500 for Master’s level positions and $105,000 for doctoral-level positions, the top 10% of I/O psychologists with doctoral degrees earned more than $200,000. D. Educational Requirements and Types of Programs ~ Graduate Record Exam (GRE) – a standardized admission test required by most psychology graduate schools. ~ Undergraduate grade point average (GPA) of at least 3.0 and a score of 1,000 on the Graduate Record Exam (GRE). E. Types of Graduate Programs ~ Terminal Master’s Degree Programs – graduate programs that offer a master’s degree, not a PhD. ~ Master’s Program – requires 40 hours of graduate coursework. ~ Thesis, completed in the second year of graduate school. ~ Required to pass a both comprehensive oral and written examination. ~ Doctoral Program – 5 years to complete, entrance requirements are a 3.5 GPA and a GRE score of 1,200. ~ Internship – a student works for an organization, either for pay or as a volunteer, to receive practical work experience. It is a more extended period of work experience. ~ Practicum – a paid or unpaid position with an organization that gives a student practical work experience. Shorter-term supervised practical experience related to a specific field of study. ~ Dissertation – a formal research paper required of most doctoral students to graduate.  LEGAL ISSUES IN THE WORKPLACE A. Labor Code of the Philippines ~ Labor Standards – sets out the minimum terms, conditions, and benefits of employment that employers must comply with. 1. Minimum Wage - Republic Act No. 6727 (also known as the “Wage Rationalization Act”) ~ Mandates the fixing of the minimum wages applicable to different industrial sectors, namely, non –non-agriculture, etc.  ~ The basis of the minimum wage rates prescribed by law shall be the normal working hours of 8 hours a day.  Monthly -Paid Employees and Daily -Paid Employees o Monthly-Paid Employees - who are paid every day of the month, including unworked rest days, special days, and regular holidays. o Daily -Paid Employees - who are paid on the days they actually worked and on unworked regular holidays. o Pakyaw System – employees are paid in full based on how many days the work is. o Piece-Rate – employees are paid by piece/unit. 2. Holiday Pay - payment of the regular daily wage for any unworked regular holiday. 3. Premium Pay - additional compensation for work performed within 8 hours on non- work days, such as rest days and special days. ~ Special Days ▹ Ninoy Aquino Day - Monday nearest August 21 ▹ All Saints Day - November 1 ▹ Feast of Immaculate Conception of Mary - December 8 ▹ Last Day of the Year - December 31 ~ The “No work, no pay” principle applies during special days. 4. Overtime Pay - additional compensation for work performed beyond 8 hours a day. 1. Excess of 8 hours performed on ordinary working days: Plus 25% of the hourly rate. 2. Excess of 8 hours performed on a scheduled rest day or a special day: Plus 30% of the hourly rate. 3. Excess of 8 hours performed on a special day which falls on a scheduled rest day: Plus 30% of the hourly rate. 4. Excess of 8 hours performed on a regular holiday: Plus 30% of the hourly rate. 5. Excess of 8 hours performed on a regular holiday which falls on a scheduled rest day: Plus 30% of the hourly rate. 6. Excess of 8 hours performed on a special holiday which falls on a scheduled rest day: Plus 60% of the hourly rate. 5. Nightshift Differential - additional compensation of 10% of an employee’s regular wage for each hour of work performed between 10 p.m. and 6 a.m. 6. Service Charges - all establishments collecting service charges such as hotels, restaurants, and other similar establishments. 7. Service Incentive Leave - every employee who has rendered at least 1 year of service is entitled to Service Incentive Leave (SIL) of 5 days with pay. May be used for sick and vacation leave purposes. 8. Maternity Leave - applies to all covered female employees, regardless of civil status, employment status, and the legitimacy of her child.  ~ 105 days with full pay, and an additional 15 days with full pay in case the female employee qualifies as a solo parent under RA 8972 or the “Solo Parents’ Welfare Act of 2000”. ~ Miscarriage or emergency termination of pregnancy, the maternity leave shall be for 60 days with full pay. ~ Live childbirth, an additional maternity leave of 30 days without pay. 9. Paternity Leave - all married male employees in the public and private sector. ~ To allow the husband to lend support to his wife during her period of recovery and/or in nursing her newborn child. Applicable to the first 4 deliveries of the employee’s lawful wife. ~ 7 days, with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board. ~ In maternity leave up to 105 days, 7 days of that can be given to the husband or anyone who’s helping the mother. 10. Parental Leave for Solo Parents - is granted to any solo parent or individual who is left alone with the responsibility of parenthood. ~ 7 work days every year, with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board. 11. Leave for Victims of Violence against Women and their Children - private sector women employees who are victims as defined in RA 9262 shall be entitled to the paid leave benefit ~ If her child is injured she can take a leave for 10 days. 12. Special Leave for Women - Any female employee regardless of age and civil status shall be entitled, under such terms and conditions of the stated treatment and procedures for gynecological disorders. ~ 2 months with full pay based on her gross monthly compensation. 13. 13th Month Pay - All employers are required to pay their rank-and-file employees thirteenth-month pay. ~ Given to the employees not later than December 24 of every year. Formula and Computation of 13th-month pay: Total basic salary earned during the year = Proportionate 13th month pay 12 months 14. Separation Pay - depends on the reason or ground for the termination of his or her services. An employee may be terminated for just cause (i.e., gross and habitual neglect of duty, fraud, or commission of a crime), under Article 297 (formerly Article 282) of the Labor Code they are not entitled to separation pay. To ~ Employee is entitled to receive a separation pay equivalent to a fraction of at least 6 months being considered as 1 whole year. The following authorized causes: 1. Retrenchment to prevent losses 2. Closure or cessation of operation of an establishment due to serious losses 3. Employee is suffering from a disease not curable within 6 months  4. Lack of service assignment of security guard for a continuous period of 6 months 15. Retirement Pay - Employees shall be retired upon reaching the age of 60 years or more but not beyond 65 years old, and have served at least 5 years. ~ Retirement pay shall be equivalent to a fraction of at least 6 months being considered as 1 whole year. 16. Benefits under the Employees’ Compensation Program (ECP) - is a government program, and compensation package to public and private sector employees or their dependents in the event of work-related sickness, injury, disability, or death. 17. PhilHealth Benefits - Philippine Health Insurance Corporation ll, mandated administrator of the Medicare program (now known as NHIP) under the National Health Insurance Act of 2013 Republic Act 7875 (as amended by RA 9241 and 10606.) Benefits of Philhealth for inpatient hospital care and outpatient care:  Inpatient hospital care: ▹ Room and board; ▹ Services of health care professionals; ▹ Diagnostic, laboratory, and other medical examination services; ▹ Use of surgical or medical equipment and facilities; ▹ Prescription drugs and biologicals, subject to the limitations stated in Section 37 of RA 7875; ▹ Inpatient education packages.  Outpatient care: ▹ Services of health care professionals; ▹ Diagnostic, laboratory, and other medical examination services; ▹ Personal preventive services; ▹ Prescription drugs and biologicals, subject to the limitations described in Section 37 of RA 7875; ▹ Emergency and transfer services. 18. Social Security Benefits - provides a package of benefits in the event of death, disability, sickness, maternity, old age, and unemployment. ~ Social Security System (SSS), replacement of income lost on account. Benefits of SSS: ~ Sickness, maternity, disability, retirement, death, funeral, and unemployment (also known as involuntary separation benefit). 19. PAGIBIG Benefits - Home Development Mutual Fund, otherwise known as Pag - IBIG (Pagtutulungan sa kinabukasan: Ikaw, Bangko, Industriya at Gobyerno) Fund, supported by matching mandatory contributions of their respective employers with housing as the primary investment. Benefits: ▹Savings or Provident Savings Program ▹Short-Term Loan Programs ▹Housing Programs  SEXUAL HARASSMENT IN THE WORKPLACE ~ Uninvited and unwelcome verbal or physical behavior of a sexual nature especially by a person in authority toward a subordinate. A. R.A. No. 7877 The Anti-Sexual Harassment Act of 1995 ~ An act declaring sexual harassment unlawful in the employment, education, or training environment, and for other purposes. ~ Committed by an employer, employee, manager, supervisor, professor, or any other person with authority, influence, or moral ascendancy over another person in a work or education environment, etc. who demands any sexual favor. ~ The offender is the superior, while the offended is the subordinate. ~ Ascendancy – governing/dominant or controlling influence. ~ Sexual – anything that has to do with or related to the reproductive organs or a behavior that is sexually motivated or has sexual desires. B. What are the Forms of Sexual Harassment? ~ Physical  Malicious Touching/Acts of Lasciviousness/Lewdness (unrestrained sexual behavior)  Overt Sexual Advances (unwelcome or improper gestures of affection, requests, or demands for favors)  Gestures with Lewd Insinuation ~ Verbal  Request or Demands for Sexual Favors  Lurid Remarks ~ Use objects, pictures/graphics, letters, or written notes with sexual underpinnings. C. Who is covered by R.A. No. 7877? ~ Workers or employees ~ Applicants or candidates for employment ~ Students ~ Those undergoing training, institution, or education (trainees) D. Who is punishable by or held liable in this act? ~ Employer/head ~ Employee who belongs to a higher level ~ Manager/supervisor ~ Agent of the employer ~ Anybody with authority, influence, or moral ascendancy over the offended. ~ Any person who directs another to commit sexual harassment. ~ Any person who cooperates in the commission of the act. ~ Professors/teachers ~ Instructor/coach/trainer E. Where is this Applicable? ~ Workplace ~ School ~ Any place of training, institution, or education. F. When is Sexual harassment committed? In a work-related or employment environment: 1. Sexual favor is made as a condition in the hiring, employment, re-employment, or continued employment of an individual in exchange for granting favorable compensation, terms of conditions, promotions, or other privileges. ~ Refusal of sexual favor may result in limiting, segregating, or classifying the employee which would discriminate, deprive, or diminish employment opportunities or adversely affect the subordinate/employee. 2. The above acts would impair the employee’s rights or privileges under existing labor laws. 3. Would also result in an intimidating hostile, or offensive environment for employees. In an education or training environment: 1. Against one who is under the care, custody, or supervision of the offender 2. One whose education, training, apprenticeship, or tutorship is entrusted to the offender. 3. Sexual favor made a condition to giving of passing grades, granting of honor/scholarships, payment of stipend, allowance/other benefits/privileges or consideration. 4. Sexual advances result in intimidating hostile or offensive environments for students/trainees/apprentices. G. What procedures do you follow once harassed? 1. Come out and complain. 2. Report the act of sexual harassment to your trusted supervisor. 3. The supervisor will conduct his own investigation to confirm and coordinate with the alleged offender’s boss first. 4. Once confirmed the offender's boss will consult and coordinate with HR. 5. HR follows a disciplined management process and its own investigation procedures 6. Closure memo is served if not found guilty. If proven prescribed sanctions are enforced otherwise. H. Your employers/head’s duties or involvement 1. Proactive Approach – prevent the commission of acts of sexual harassment 2. Reactive Approach – procedures for resolution, settlement, or prosecution of acts of sexual harassment  To attain such ends, your employer/head shall: 1. Promulgate appropriate rules and regulations in consultation and jointly approved by the employees, students, or trainees. o These rules and regulations may include but are not limited to:  Guidelines on proper decorum in the workplace.   Employee code of conduct.  Other related internal or client-provided policies. 2. Prescribe procedure for the investigation of sexual harassment cases and administrative sanctions.  Discipline management process  Grievance procedures 3. Create a committee on decorum and investigation (CODI) of cases of sexual harassment. 4. Be solidarily liable for damages arising from these acts committed in the employment, education/training environment. ~ Financial Damages – monetary settlement. ~ Emotional/Mental/Psychological Damages – counseling, referral to an agency offering professional help, and any advice/ option available. I. Can the victim pursue independent actions for the damages? ~ Yes, nothing in this act shall preclude (rule out in advance) J. What are the penalties for the violation of this act’s provision? As per Law:  Fine of Php10,000 – Php20,000  Imprisonment of 1-6 months  The discretion of the court based on the degree of gravity of the offense Generic Sanctions/Disciplinary action in companies:  Grave offense ~ Dismissal  Less grave offense ~ 1st offense – Fine/suspension for 30 days but not exceeding 6 months ~ 2nd offense - Dismissal  Light grave offense ~ 1st offense – Reprimand ~ 2nd offense – Fine/ suspension not exceeding 30 days ~ 3rd offense – Dismissal K. The best things to do when experiencing sexual harassment  Reject the favor and make it firmly but politely loud enough for potential witnesses to hear and see.  Take note of the event, and record the date, exact time, and specific location in the workplace where it happened.  Tell your closest confidant in the workplace first.  Report to your immediate supervisor unless he/she is the offender.  Go to HR person if the immediate supervisor is absent or he/she is the offender.  ANALYZING AND EVALUATING JOBS A. Importance of Job Analysis ~ Job Analysis - the foundation for almost all human resources activities. ~ Process of determining the work activities and requirements. ~ Provides information such as tasks an employee performs. 1. Job Description - written products/results of a job analysis. ~ Summary of the tasks and job requirements found in the job analysis. 2. Employee Selection – select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities. 3. Training – job analyses yield lists of job activities that can be systematically used to create training programs. 4. Person power Planning ~ Worker Mobility – individuals are hired for a particular job, to what other jobs can they expect to eventually be promoted and become successful. ~ Peter Principle – organizations tend to promote good employees until they reach the level at which they are not competent. 5. Performance Appraisal – evaluation of employee performance, an excellent source of employee training and counseling. 6. Job Classification – classification of jobs into groups based on similarities in requirements and duties, useful for determining pay levels. 7. Job Evaluation – it is used to determine the worth of the job. 8. Job Design – determine the optimal way in which a job should be performed. 9. Compliance with Legal Guidelines ~ Uniform Guidelines on Employee Selection Procedures (UGESP, 1978) – HR principles designed to ensure compliance with federal standards. ~ BWC (Bureau of Working Conditions) - creator of the labor laws and compliances. ~ DOLE (Department of Labor and Employment) – implementer of the labor laws. ~ POEA (Philippine Overseas Employment Administration) – labor laws for OFW. 10. Organizational Analysis – evaluation of the organizational system. ~ Job Analysis Interview – obtaining information about a job by talking to a person performing it. B. Writing a Good Job Description ~ Job Description – relatively summary of a job and should be about two to five pages in length. ~ Should be updated regularly. ~ “And performs other job-related duties as assigned” should be included in the job description.  8 Sections of a Job Description 1. Job Title – describes the nature of the job, power and status level, and the competencies needed to perform the job. ~ Aids in employee selection and recruitment. ~ Can affect perceptions of the status and worth of the job. 2. Brief Summary – only a paragraph in length but should briefly describe the nature and purpose of the job. ~ Used in help-wanted advertisements and internal job postings. 3. Work Activities – list the tasks and activities in which the worker is involved. ~ Tasks and activities should be organized into meaningful categories, to be easy to read and understand. 4. Tools and Equipment Used – all the tools and equipment used to perform the work activities in the previous section. 5. Job context – describe the environment in which the employee works and should mention stress level, work schedule, physical demands, level of responsibility, etc. Other relevant information. 6. Work Performance – brief description of how an employee’s performance is evaluated and what work standards are expected of the employee. 7. Compensation Information – information in the salary grade, whether the position is exempt. 8. Job Competencies – a.k.a. job specifications - the knowledge, skills, abilities, and other characteristics (KSAO) that are necessary to be successful on the job. The competencies section should be divided into 2 subsections:  KSAOs that an employee must have at the time of hiring.  KSAOs are an important part of the job but can be obtained after being hired. C. Preparing for a Job Analysis ~ Who Will Conduct the Analysis? ~ Job analysis is conducted by a trained individual in the Human Resources department.  Uniform Guidelines – job analysis must be professionally conducted and a job analyst certainly cannot be called a professional unless she has been trained. ~ How Often Should a Job Description be Updated?  Should be updated if a job changes significantly.  Job Crafting – employees unofficially change their job duties to better fit their interests and skills. D. Conducting a Job Analysis Goal of Job Analysis: A. Identify the tasks performed in a job. B. Identify the conditions under which the tasks are performed. C. Identify the KSAOs needed to perform the tasks under the conditions identified.  Step 1 ~ Identify the major job dimensions and the tasks performed for each dimension, the tools and equipment used to perform the tasks, and the conditions under which the tasks are performed.  Gathering Existing Information – existing job descriptions, task inventories, and training manuals.  Interviewing Subject Matter Experts o SMEs (Subject Matter Experts) - sources such as supervisors and incumbents who are knowledgeable about a job. There are 2 Forms of Job Analysis Interviews: 1. Individual interview – job analyst interview one employee at a time. 2. Group Interview/SME conference – a larger number of employees are interviewed together. Guidelines in the Interview: 1. Prepare for the interview by announcing the job analysis to the employees, by selecting a quiet and private interview location. 2. Open the interview by establishing rapport, and explaining the purpose of the interview. 3. Interview by asking open-ended questions, using easy-to-understand vocabulary, and allowing sufficient time for the employee to talk and answer questions.  Ammerman Technique – job analysis method in which a group of job experts identifies the objectives and standards to be met by the ideal worker. Basic Steps for the Ammerman technique: 1. Convene a panel of experts with representatives from all levels of the organization. 2. Have the panel identify the objectives and standards that are to be met. 3. List the specific behaviors necessary for each objective or standard to be attained. 4. Identify which of the behaviors from step 3 are “critical” to reaching the objective. 5. Rank-order the objectives based on importance.  Observations – the job analyst watches job incumbents perform their jobs.  Job Participation - the job analyst performs the job being analyzed.  Step 2 Write Task Statements  Task Inventory – questionnaire containing a list of tasks each of which the job incumbent rates on a series of scales such as importance and time spent.  Task Statements – contain an action (what is done), an object (to which the action is done), and also other components such as where the task is done, how it is done, etc. ~ Should be written at a level that can be read and understood by a person with the same reading ability as the typical job incumbent.  Should be written in the same tense.   Should include the tools and equipment used to complete the task.  Should not be competencies (eg. “Be a good writer”).  Should not be policy (eg. “Treats people nicely”).  Should make sense by itself.  Step 3 Rate Task Statements  Task Analysis – the process of identifying the task for which employees need to be trained.  Step 4 Determine Essential KSAOs  Knowledge is a body of information needed to perform the task. ~ Eg. Basic Mathematics, Company Policies.  Skill is the proficiency to perform a learned task. ~ Eg. Service orientation, clerical skills.  Ability a basic capacity for performing a wide range of different tasks acquiring knowledge, or developing a skill. ~ Eg. Visual ability, speaking clearly, hand dexterity.  Other characteristics include such personal factors as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees years of experience. ~ Eg. 20/20 vision, extraversion, PRC License. ~ KSAO – commonly referred to as competencies. Also called job specifications. ~ Competency Modelling – competencies are tied to an organization’s strategic initiatives and plans rather than to specific tasks.  Step 5 Selecting Tests to Tap KSAOs  Methods: interviews, work samples, ability tests, personality tests, reference checks, integrity tests, biodata, and assessment centers. E.Using Other Job Analysis Methods ~ Methods Providing General Information about Worker Activities 1. Position Analysis Questionnaire (PAQ) – structured job analysis method developed by McCormick, Jeanneret, and Mecham at Purdue University. ~ 194 items organized into 6 main dimensions. 2. Job Structure Profile (JSP) – a revised version of the PAQ, by Patrick and Moore. ~ Increase the discriminatory power of the intellectual and decision-making dimensions. 3. Job Elements Inventory (JEI) – structured job analysis technique developed by Cornelius and Hakel, similar to PAQ but easier to read. ~ 153 items and has a readability level appropriate, a tenth-grade education. 4. Functional Job Analysis (FJA) – by Fine, involved with functions in the categories of data, people, and things.  ~ Used by the federal government, the incumbent spends on 3 functions: data (information and ideas), people (clients, customers, and coworkers), and things (machines, tools, and equipment). ~ Methods Providing Information about Tools and Equipment 1. Job Components Inventory (JCI) – concentrates on worker requirements for performing jobs rather than on specific tasks. ~ More than 400 questions covering 5 major categories: tools and equipment, perceptual and physical requirements, mathematical requirements, communication requirements, and decision-making and responsibility. ~ Methods Providing Information about the Work Environment 1. Arbeitswissenschaftliches Erhebungsverfahren zur Tätigkeitsanalyse (AET) – an ergonomic job analysis procedure, by Rohmert and Landau. ~ 216 item, standardized questionnaire. ~ Methods Providing Information about Competencies 1. Occupational Information Network (O*NET) – Dictionary of Occupational Titles (DOT) ~ Information about the occupation and the worker characteristics needed for the success of the job. 2. Critical Incident Technique (CIT) – by John Flanagan that uses written reports of good and bad employee behavior. 3. Threshold Traits Analysis (TTA) – a 33-item questionnaire, by Lopez that identifies traits necessary to successfully perform a job. ~ By Lopez and Kesselman and has 5 categories: physical, mental, learned, motivational, and social. 4. Fleishman Job Analysis Inventory (F-JAS) – jobs are rated based on the abilities needed to perform them. ~ View a series of abilities and rate the level of ability. 5. Job Adaptability Inventory (JAI) – job involves 8 types of adaptability. 8 dimensions of JAI:  Handling emergencies or crisis situations  Handling work stress.  Solving problems creatively.  Dealing with uncertain and unpredictable work situations.  Learning work tasks, technologies, and procedures.  Demonstrating interpersonal adaptability.  Demonstrating cultural adaptability.  Demonstrating physically oriented adaptability. 6. Personality-Related Position Requirements Form (PPRF) – determine the personality requirements for a job.  ~ 107 items tapping personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion, agreeableness, and emotional stability) ~ Evaluation of Methods  The PAQ is seen as the most standardized technique and the CIT the least standardized.  The CIT takes the least amount of job analyst training and task analysis the most.  The PAQ is the least costly method and the CIT the most.  The PAQ takes the least amount of time to complete and task analysis the most.  Task analysis has the highest quality results and TTA the lowest.  Task analysis reports are the longest and job elements reports are the shortest.  The CIT has been rated the most useful and the PAQ the least.  Task analysis gives the best overall job picture and the PAQ the worst. ~ Job Evaluation - determining the monetary worth of a job.  Determining Internal Pay Equity  Internal Pay Equity – comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly. o STEP 1: Determining Compensable Job Factors ~ Compensable Job factors – responsibility and education requirements, working conditions, mental demands, and physical demands that differentiate the relative worth of the job. o STEP 2: Determining the Levels for Each Compensable Factors o STEP 3: Determining the Factor Weights ~ Wage Trend Line – a line that represents the ideal relationship between the number of points that a job has been assigned and the salary range.  External Pay Equity – comparing the job to the other organization.  Salary surveys – questionnaire sent to other organizations to see how much they are paying their employees.  Direct Compensation – the amount of money paid to an employee (does not count benefits, time off, and so forth).  Comparable Worth – jobs requiring the same level of skill and responsibility should be paid the same. Recruiting and Interviewing Chapter 4 Donna Lea P. Buendia Learning Objectives:  To know how to recruit applicants  To learn how to recruit employees and be able to use this information when applying for jobs  To understand why the traditional, unstructured interview doesn’t work  To learn how to construct a valid, structured interview  To know how to perform well when being interviewed  To learn how to write a resume and a cover letter  Recruitment - The process of attracting employees with right qualifications to an organization  Internal Recruitment – recruiting employees already employed by the organization  External Recruitment – recruiting employees from outside the organization * Many organizations first advertise employment openings for two weeks to current employees. If no qualified applicants are found, the organization then advertise outside Steps in Selecting Employees  Media Advertisements 1. Newspaper Ads - Although it is the most common method of recruiting employees, in 2007 recruiters considered print advertising as one of the least effective recruitment methods. 4 ways to respond in newspaper ads: a. Respond by calling ads – organization wants to either quickly screen applicants or hear an applicant’s phone voice (eg. For telemarketing or receptionist position) b. Apply-in person ads – when they don’t want their phones tied up by applicants calling (eg. Travel agency, pizza delivery restaurant), want the applicants to fill out a specific job application or want to get a physical look at the applicant Media Advertisements  Media Advertisements Writing Recruitment Ads  Displaying company emblem and using creative illustrations attract the greatest number of applicants, but ads that include the salary range and a company phone number attract the highest quality of applicants  Ads containing realistic information about the job, rather than info that is “too good to be true”, increase applicant attraction  Ads containing detailed descriptions of the job and organization provide idea to the applicants  Ads containing info about the selection process affect the probability that applicants will apply for a job  Media Advertisements 2. Electronic Media - Only 26% use television and radio to advertise job openings - The potential advantage to using electronic media for recruitment is that, according to a 2008 Ipsos OTX study, Americans spends 3.4 hours per day watching TV and 1.6 hours a day listening to the radio 3. Situation-Wanted Ads - Also called jobs-wanted or position-wanted ads - This is placed by the applicant rather than by the organization - These ads take a variety of forms : some list extensive qualifications , some give applicant’s names, and some are generally more creative than others - Modern versions of situation-wanted ads are social networking sites such as LinkedIn, Facebook, and Twitter  Media Advertisements 4. Point-of-Purchase Method - Based on the same “POP” (point-of-purchase) advertising principles used to market products to consumers - Job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats and side of trucks - Advantage: inexpensive and targeted toward people who frequent the business - Disadvantage: only limited number of people are exposed to the sign  Recruiters 1. Campus Recruiters - Many organizations send recruiters to college campuses to answer questions about themselves and interview students for available positions Virtual Job Fair – a job fair held on campus in which students can tour a company online, ask questions of recruiters, and electronically send resumes 2. Outside Recruiters - More than 75% of organizations use such outside recruiting sources as private employment agencies, public employment agencies and executive search firms (also called as headhunters, specialize in placing applicants in high-paying jobs) Employment Agencies and Search Firms  Employment Agencies – an organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees - The amount charged usually ranges from 10% to 30% of the applicant’s first year salary  Executive Search Firms – jobs they represent tend to be higher-paying, non-entry level positions such as executives, engineers and computer programmers - Always charge fees to organizations, rather than to applicants - Fees charged tend to be about 30% of the applicant’s first-year salary Employment Agencies and Search Firms  Public Employment Agencies – an employment service operated by a state or local government, designed to match applicants with job openings Eg. PESO (Public Employment Service Office) - a non-fee charging multi-employment service facility or entity established or accredited pursuant to Republic Act No. 8759 otherwise known as the PESO Act of 1999. - To carry out full employment and equality of employment opportunities for all, and for this purpose, to strengthen and expand the existing employment facilitation service machinery of the government particularly at the local levels there shall be established in all capital towns of provinces, key cities, and other strategic areas Employment Agencies and Search Firms PESO - linked to the regional offices of the Department of Labor and Employment (DOLE) for coordination and technical supervision, and to the DOLE central office, to constitute the national employment service network. Employment Agencies and Search Firms  Employee Referrals – method of recruitment in which a current employee refers a friend or family member for a job Direct Mail - A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants Internet - Continues to be the fastest growing source of recruitment 2 forms: Employer based websites and Internet recruiting sites Internet Employer Based Websites - An organization lists available job openings and provides information about itself and the minimum requirements needed to apply to a particular job Internet Recruiters - A private company whose website lists job openings for hundreds of organizations and resumes for thousands of applicants Leading recruitment websites in 2011:  www.monster.com  www.CareerBuilder.com  www.hotjobs.com  www.craiglist.com  www.career.com  www.job.com Job Fairs - A recruitment method in which several employers are available at one location so that many applicants can obtain information at one time 3 ways to conduct job fair:  Many types of organization have booths at the same location  Some are held when an event or disaster occurs that affects local employment  Some organizations hold its own job fair Incentives - When unemployment rates are low, organizations have to take extra measures to recruit employees like offering incentives for employees to accept jobs within an organization Nontraditional Populations - Includes the recruitment of specific groups such as older, retired applicants, LGBT community, ex- convicts, in-mate’s family etc. Recruiting “Passive” Applicants An increasingly common method to find passive applicants is to surf the web, especially blogs and social networking sites such as Facebook and Myspace. A 2010 survey of 600 companies by Jobvite found that the most common social networking sites used by recruiters are LinkedIn (78%), Facebook (54%), Twitter (45%), and YouTube (4%). Only 14% of organizations did not use social networks! Evaluating the Effectiveness of Recruitment Strategies Cost per applicant – the amount of money spent on a recruitment campaign divided by the number of people that subsequently apply for jobs as a result of the recruitment campaign Cost per qualified applicant – the amount of money spent on a recruitment campaign divided by the number of qualified people that subsequently apply for jobs as a result of the recruitment campaign Methods/Ways to Evaluate Effectiveness of Recruitment Strategies: 1. Examine the number of applicants each recruitment source yields 2. Consider the cost per applicant 3. Look at either the number of qualified applicants or the cost per qualified applicant Realistic Job Previews (RJP) - A method of recruitment in which job applicants are told both the positive and the negative aspects of the job Expectation Lowering Procedure (ELP) – a form of RJP that lowers an applicant’s expectations about the various aspects of the job Eg. “This job is performed in a very small place, in high levels of heat, with few opportunities for social intercation.” Effective Employee Selection Techniques 3 characteristics: 1. Valid – based on a job analysis (content), predicts work related behavior (criterion), measure the construct it purports to measure (construct) 2. Reduce the chance of a legal challenge 3. Cost-effective Employment Interviews – a method of selecting employees in which an interviewer asks questions of an applicant and then make an employment decision based on the answers to the question as well as the way in which the questions were answered Types of Interviews Interviews vary on 3 main factors: 1. Structure – determined by the source of the questions, the extent to which applicants are asked the same questions and the structure of the system used to score the answers *Structured Interview – is one in which (a) the source of the questions is a job analysis (job-related questions), (b) all applicants are asked the same questions (c) there is standardized scoring key to evaluate each answer *Unstructured Interview – applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers Types of Interviews Highly Structured Interview – all 3 criteria are met Moderately Structured Interview – 2 criteria are met Slightly Structured Interview – one criteria is met 2. Style – it is determined by the number of interviewees and number of interviewers One-on-one interview – involve one interviewer interviewing an applicant Serial Interview – series of single interview Return interview – similar to serial interview with the difference being a passing of time between the first and subsequent interview Panel interview – multiple interviewers asking questions and evaluating answers of the same applicant at the same time Group interview – have multiple applicants answering questions during the same interview Types of Interviews 3. Medium *Face-to-face interview – both the interviewer and the applicant are in the same room *Telephone interview – often used to screen applicants but do not allow the use of visual cues *Videoconference interview – conducted at remote sites, applicant and interviewer can hear and see each other , but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews *Written interview – involve the applicant answering a series of written questions and then sending the answers back through regular mail or e-mail Advantages of Structured Interviews *From a legal standpoint, structured interviews are viewed more favorably by the courts than are unstructured interviews. 2 reasons: 1. It is based on job analysis 2. It result in substantially lower adverse impact than do unstructured interviews (tap job knowledge, job skills, applied mental skills and interpersonal skills. Problems with Unstructured Interviews 1. Poor Intuitive Ability 2. Lack of Job Relatedness 3. Primacy Effect (First impression) – fact that information presented early in an interview carries more weight than info presented later 4. Contrast Effect – when the performance of one applicant affects the perception of the performance of the next applicant 5. Negative information Bias – the fact that negative info receives more weight in an employment decision than does positive info 6. Interviewer-interviewee Similarity 7. Interviewee Appearance 8. Nonverbal cues – factors such as eye contact and posture that are not associated with actual words spoken Creating a Structured Interview 1. Determining the KSAOs to Tap in the Interview  Conduct thorough job analysis and write a detailed job description  Determine the best way to measure an applicant’s ability to perform each of the tasks identified in the job analysis 2. Creating Interview Questions 6 types of interview questions:  Clarifier  Disqualifier  Skill-level determiners  Past-focused  Future-focused  Organizational fit Creating a Structured Interview  Clarifiers – clarifies info on the resume or application  Disqualifier – questions that must be answered in a particular way or the applicant is disqualified  Skill-level Determiner – designed to tap an applicant’s knowledge or skill  Future-focused (situational) – applicants are given a situation and asked how they would handle it  Past-focused (behavioral) – taps an applicant’s experience  Organizational Fit – taps how well an applicant’s personality and values will fit with the organizational culture  Patterned-behavior description Interview (PBDI) – questions focus on behavior in previous jobs Creating a Structured Interview Question Type Example Clarifier I noticed a three-year gap between two of your jobs. Could you tell me about that? Disqualifier Can you work overtime without notice? Do you have a valid driver’s license? Skill-level Several months after installing a computer Determiner network, the client calls and says that nothing will print on the printer. What could be going wrong? Past-focused Tell us about a time when a customer was angry (behavioral) with you? How did you handle the situation? Future-focused Imagine that your immediate superior asks you (situational) to do something illegal about the work and threatened to fire you if you didn’t cooperate. What will you do? Organizational Fit What type of work pace is best for you? Creating a Structured Interview 3. Creating a Scoring Key for Interview Answers  Right/Wrong Approach – mostly applicable for skill- level determiners and disqualifiers  Typical Answer Approach – compares an applicant's answer with a benchmark answer (standard answers to interview questions, the quality of which has been agreed on by job experts)  Key-Issues Approach – provides points for each part of an answer that matches the scoring key Conducting the Structured Interview 1. Build rapport 2. Explain the interview process 3. Ask interview questions 4. Provide info about the job and the organization 5. Answer any question the applicant might have 6. End the interview on pleasant note by complementing the interviewee 7. Sum up the interview score result Job Search Skills Successfully Surviving the Interview Process  Scheduling the Interview *No applicant who arrived late was hired  Before the Interview *Learn about the company. *Dress appropriately.  During the Interview *Nonverbal behaviors should include: firm handshake, eye contact, smiling and head nodding. *Desired verbal behaviors: asking sensible questions, point out how you are similar with the interviewer in a subtle way, not speaking slowly, not hesitating before answering questions, asking about salary in proper timing. Job Search Skills  After the Interview *Write a brief letter thanking the interviewer for her time Writing Cover Letters Cover letters – a letter that accompanies a resume or job application - Never be longer than one page 1. Salutation  If possible, get the name of the person to whom you want to direct the letter.  If you can’t get the person’s name, a safe salutation is “Dear Human Resource Director”  Avoid phrases such as “Dear Sir or Madam” (unless the company is a house of ill repute or “To whom it may concern” it does not concern me  Writing Cover Letters 2. Paragraphs  Opening Paragraph – 1 or 2 sentences with 3 pcs of info: the fact that resume is enclosed, name of the job you are applying for, and how you come to know the job vacancy  Second Paragraph – states that you are qualified for the job and state 3 reasons why (3-5 sentences)  Third Paragraph – explains why you are interested to join the company  Final Paragraph – closes the letter and provide info on you can be reached Writing Cover Letters 3. Signature  Above your signature, use words such as “cordially” or “sincerely”.  “Yours truly” is not advised and words such as "Love”, “Peace”, or “Hugs and Kisses” are strongly discouraged.  Personally sign each cover letter; and type your name, address and phone number below your signature. Writing Cover Letters Tips about Cover Letters 1. Avoid sounding desperate and don’t beg. 2. Avoid grammar and spelling errors. 3. Avoid officious (overbearing) words or phrases. 4. Don’t discuss personal circumstances such as “I find myself looking for a job because I am recently divorced.” 5. If possible, tailor your letter to each company. 6. Don’t write your cover letter on the stationary of your current employer. Writing A Resume Resume – a formal summary of an applicants professional and educational background Views of Resume 1. History of your life – tend to be long and to list every job ever worked, as well as personal info such as hobbies, marital status, and personal health 2. Advertisement of skills – tend to be shorter and contain only info that is both positive and relevant to a job seekers' desired career Writing A Resume Characteristics of Effective Resume 1. The resume must be attractive and easy to read. * 1 inch margin on all sides and allow plenty of white spaces 2. The resume cannot contain typing, spelling, grammatical, or factual mistakes. 3. The resume should make the applicant look as qualified as possible – without lying. Writing A Resume Types of Resume 1. Chronological Resume – list previous jobs in order from the most to the least recent - Useful for applicants whose previous jobs were related to their future plans and whose work histories do not contain gaps. 2. Functional Resume – organizes jobs based on the skills required to perform them rather than the order in which they were worked - Useful for applicants who are either changing careers or have gaps in their work histories - *least popular, longer time to read and comprehend Writing A Resume Averaging vs. Adding model – proposed by Anderson that postulates that our impressions are based more on the average value of each impression than on the sum of the values for each impression - Activity quality is more important than the quantity Writing A Resume Types of Resume 3. Psychological Resume – contains the strengths of both chronological and functional styles and is based on sound psychological summary and research - Should begin with a short summary of your strengths (provide impression-formation principles of priming – preparing the reader of what is to come, primacy – early impressions are most important and short-term memory limits – should not be longer than 7 items) - Next section should contain info about either your education or your experience Chronological Resume Functional Resume The End!  PERFORMANCE EVALUATION DONNA LEA P. BUENDIA, MA PSY, MAED SPED, LPT, CHRA  PERFORMANCE APPRAISAL PROCESS 1. Determine purpose of appraisal (as needed) 6. Observe and document performance (daily) (provide immediate feedback as needed) 2. Identify environmental and cultural limitations 7. Evaluate performance 3. Determine who will evaluate performance 8. Communicate appraisal results to employees 4. Select the best appraisal methods to accomplish goals 9. Make personnel decisions 10. Monitor the legality and fairness of the 5. Train raters (annually) appraisal process STEP 1: DETERMINE THE REASON FOR EVALUATING EMPLOYEE PERFORMANCE * Forced-choice Rating Scale – a method of performance appraisal in which a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee - Excellent for determining compensation but terrible for training purposes * 360-degree Feedback – an excellent source of improving employee performance but is not appropriate in determining salary increases USES AND GOALS FOR PERFORMANCE APPRAISAL Providing employee training and feedback *Performance Appraisal Review (semiannual) – excellent time to meet with employees to discuss their strengths and weaknesses, and how weakness can be corrected Determining Salary Increases Making Promotion Decisions *Peter Principle – the idea that organizations tend to promote good employees until they reach the level at which they are not competent - in other words, the highest level of incompetence Making Termination Decisions Conducting Personnel Research STEP 2: IDENTIFY ENVIRONMENTAL AND CULTURAL LIMITATIONS STEP 3: DETERMINE WHO WILL EVALUATE PERFORMANCE Multiple Source Feedback – a performance appraisal strategy in which an employee receives feedback from sources (eg. Clients, subordinates, peers) other than just his/her supervisor 360-degree Feedback - a process through which feedback from an employee's subordinates, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered SOURCE OF FEEDBACK Who Observes Employee Performance? Peers Subordinates Supervisor Employee PERFORMANCE EVALUATOR  Supervisors – most common type of performance appraisal is the supervisor rating  Peers – often see the actual behavior  Subordinates – also called upward feedback  Customers – done by filing complaints or complimenting a manager about one of her employees - Could also be done in the form of “secret shoppers” (current customers who have been enlisted by a company to periodically evaluate the service they receive)  Self Appraisal – allowing an employee to evaluate her own behavior and performance STEP 4: SELECT THE BEST APPRAISAL METHODS TO ACCOMPLISH YOUR GOALS *Criteria – ways of describing employee success. 3 most important criteria for a successful employee: attendance, quality of work, and safety Prior to developing the actual performance appraisal instrument, important decisions must be made: Decision 1: Focus on the Appraisal Dimensions Trait-focused Performance Dimensions - Concentrates on such employee attributes as dependability, honesty and courtesy Competency-focused Performance Dimensions – concentrate on the employee’s knowledge, skills and abilities DECISION 1: FOCUS ON THE APPRAISAL DIMENSIONS Task-focused Performance Dimensions – organized by the similarity of task being performed Goal-focused Performance Dimensions – organize the appraisal on the basis of goals to be accomplished by the employee * Contextual Performance – effort of an employee makes to get along with peers, improve the organization, and perform tasks that are needed but are not necessarily an official part of the employee’s job description. 4 WAYS TO FOCUS PERFORMANCE DIMENSIONS COMPETENCY FOCUS TASK FOCUS Report-writing Skills Crime Prevention Driving Skills Arrest procedures Public-speaking Skills Court testimony Knowledge of the law Use of vehicle Decision-making Skills Radio procedures Physical Ability Skills Following rules and regulations GOAL FOCUS TRAIT FOCUS Prevent crimes from occurring Honesty Arrest/cite law breakers Courtesy Finish shift without personal injury Responsibility Have arrests and citations stand up Dependability in court Minimize citizen complaints Assertiveness Ensure public safety Cooperation DECISION 2: SHOULD DIMENSIONS BE WEIGHTED? - It makes good philosophical sense, as some dimensions might be more important to an organization than others. DECISION 3: USE OF THE EMPLOYEE COMPARISONS, OBJECTIVE MEASURES OR RATINGS Employee Comparisons – to reduce leniency, employees can be compared with one another instead of being rated individually on a scale. *Rank Order – a method of performance appraisal in which employees are ranked from best to worst. DECISION 3: USE OF THE EMPLOYEE COMPARISONS, OBJECTIVE MEASURES OR RATINGS *Paired Comparison – a form of ranking in which a group of employees to be ranked are compared one pair at a time (time consuming especially on large number of manpower). 𝑛 𝑛−1 Number of comparisons = 2 Where n = the number of employees. Thus if we have 10 employees to compare: (10) 10−1 Number of comparisons = 2 (10) 9 = 2 90 = 2 = 45 OBJECTIVE MEASURES Common Types of Objective Measures: 1. Quantity – a type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur 2. Quality – used to measure job performance by comparing a job behavior with a standard Error – deviation from a standard of quality; also a type of response to communication overload that involves processing all info but processing some of it incorrectly *Attendance – a common method for objectively measuring one aspect of an employee’s performance is by looking at attendance 3 distinct criteria: absenteeism, tardiness, and tenure (contract) OBJECTIVE MEASURES *Safety – employees who follow safety rules and who have no occupational accidents do not cost an organization as much money as those who break rules, equipment and possibly their own bodies RATINGS OF PERFORMANCE Graphic Rating Scale – method of performance appraisal that involves rating employee performance on an interval or ratio scale Behavioral Checklist – consist of a list of behaviors, expectations, or results for each dimension *Contamination – condition in which a criterion score is affected by things other than those under the control of the employee THANK YOU FOR LISTENING  EXERCISE: How many number of comparisons in paired comparison technique does the following number of employees have? Include the formula 1. 69 = 2346 2. 34 = 561 3. 15 = 105 4. 42 = 861 5. 27 = 351 FOCUSED DISTRIBUTION METHOD The following is the summary of result of the performance appraisal of the employees in ABC Manpower Inc. Get the percentile of each by using focused distribution method. N = 54 26. Excellent = 8 = 15% 27. Superior = 4 = 7% 28. Above Average = 13 = 24% 29. Average = 19 = 35% 30. Below Average = 7 = 13% 31. Inferior = 3 = 6%  EDUCATIONAL PATHWAY TO CAREER Where Do I Look For Jobs? Classified Ads The best source for job postings are the classified ads found in the local newspapers as well as some specialized publications. Many people still get employed through ads. Internet Many employers are increasingly using the Internet to search for potential employees by posting jobs on sites. In fact, some companies already require resumes to be sent via email. However, there is no absolute guarantee that you can easily get a job by tapping online resources. Job / Employment Fairs One great thing about fair is that they virtually put you in direct contact with recruiters; you can actually speak with potential employers in person and get firsthand information about their company culture, hiring needs, and other information. This is a very good opportunity to make a good presentation, since some companies actually interview job seekers on-the-spot. Here are some common sense advice to help you do to stand out from the crowd, in a positive way, of course (www.gia.org). 1. FOCUS Employers are attracted to candidates who have clearly defined career goals and objectives. Take some time to reflect on your skills, education, work experience, personality, and aspirations to determine the kind of job you’re looking for. 2. DRESS PROFESSIONALLY First impression count. What’s more, a well groomed and professional appearance means you’re taking the job seriously. You don’t want to be remembered as the gum-chewing guy in shorts, flip-flops, and a muscle tee who just dropped in on his way to the gym. 3. BRING MANY COPIES OF YOUR RESUME Be prepared to paper the hall with your resume. Leave a resume with every recruiter you speak with and consider leaving resumes even with those companies who may not have a job opening that is right for you at this time. Like your appearance, your resume should be clean, polished and professional, with 1  your contact information up-to-date and clearly visible. And don’t forget to bring pen and paper so that you can make notes as you meet with potential employers. 4. RESEARCH COMPANIES Before attending Job Fair, get to know the participant companies by visiting their websites and looking through trade magazines, so that you can familiarize yourself with their product lines and corporate goals. 5. TALK TO EVERY POSSIBLE EMPLOYER Even if a company doesn’t list the positions you are qualified for, talk to the recruiter and leave a resume. They may not be advertising every position. 6. CONDUCT YOURSELF ADS YOU WOULD FOR AN INTERVIEW Make eye contact, introduce yourself, ask questions, have a firm handshake, smile, stand up straight, don’t chew gum, dress professionally, and be confident. Whew! And remember – JobFair is your “first date”, and probably not a good time to talk salary – that is, unless the recruiter brings it up first. 7. FOLLOW UP After Job Fair, follow up with recruiters you spoke with to confirm your enthusiasm and interest in a company. You can do this by either making a personal phone call or writing a thank you letter. This helps you leave a lasting impression. 8. REMEMBER THE 3 P’s Politeness. Polish. Positive attitude. Nothing exudes confidence more than a warm, friendly person who can speak positively and enthusiastically about themselves, the company they’re interviewing with and the industry they’re looking to enter. Don’t just tell recruiters what an asset you are, show them! Government Agencies The Department of Labor and Employment (DOLE) and Public Employment Service Office (PESO) actually have several agencies which regularly post job openings. 2 Alumni and Career Services Office Board The Office of the Alumni Affairs and Career Services has prospective job links, leads and connections posted on their Bulletin Board. Don’t hesitate to visit them and stare for your potential career. Recruiters were asked to rank 60 skills in order of importance. The top 12 listed as most important were: ✓ Willingness to learn ✓ Commitment ✓ Dependability / reliability ✓ Self-motivation ✓ Team work ✓ Communication skills (oral) ✓ Cooperation ✓ Communication skills (written) ✓ Drive / energy ✓ Self-management ✓ Desire to achieve / motivation ✓ Problem solving ability Dos 1. Be specialized in an occupational field and have work experience in that field. 2. Be precise and accurate when describing the nature of your previous job(s), use technical terms and statistical figures as much as possible. 3. Be honest with your work history, personal profile and especially your salary. 4. Be multilingual, take up foreign language proficiency courses. Don’ts 1. Do not hop from one job to another frequently without good reasons. 2. Do not badmouth about your previous boss or company. 3. Do not judge a job only by the pay it offers. 4. Do not hesitate to work for long hours. Reference: www.gia.org How to Win the Job You Want 3  TIPS IN WRITING THE RIGHT RESUME Coming up with a resume that makes jaded HR people sit up and take notice isn’t as difficult as it sounds. The trick is to make sure it’s worthwhile reading anytime. How to come up with a resume that works – now there’s a dilemma shared by fresh graduates and working stiff alike. What exactly do you put in and leave out to convince the HR manager that you will be a wise addition to their company ranks? Writing resume is, after all, fundamentally a marketing act. It’s a way to advertise yourself and stand out in the marketplace crowd of similarly competent, qualified workers. Forget about being modest. Your resume is no place to be humble. Remember what your resume is not for: It’s not meant to get you a job. Not yet, anyway. Its mission is to get you a job interview – which would hopefully lead to a job offer. First, your resume should be able to get your foot in the door by attracting the reader’s attention enough to wangle an invitation for that first big look-see. Here’s a 13 step guide to constructing a professional resume that gets your foot in that all important door. Gather your materials. Begin by putting everything down on paper – contact details, work history and accomplishments, academic background, seminars attended, honors received, skills and proficiencies, personal details, etc. Don’t worry about organizing them at this point; just make sure you don’t leave out anything major, substantial, or relevant. Pay particular attention to dates and places – say, periods of employment – as mistakes in these areas may leave an impression of sloppiness, or worse, fudging on your part. Start with your name and contact details. Your contact information should come right at the top of f the resume after your name for easy and convenient reference by the reader. Include all possible contact details: postal address, landline and mobile phone numbers, fax numbers, and e-mail address. The last one is particularly important, because in these tech-savvy times, an e-mail address shows that you are, at the very least, computer literate. State a job objective. A well-developed job objective statement can be a useful way of demonstrating yourself to be a focused individual. If you’re aiming to keep your options open for other positions within a broad range of expertise, you can write a more general description of the work and corporate environment you want to focus on (e.g., To apply my extensive experience in finance and administration to senior management positions in a highly motivated, forward- looking multinational company). 4  Write a brief summary of qualifications. Your summary of qualifications should include: o number of years of professional experience o areas of expertise and career highlights o unique skills and competencies o other information underlining your particular qualifications for the job The summary’s task is to make your credentials a cut above the rest. But make it brief; two or three sentences should do. Lead with your professional experience. Unless you are a new graduate, you should begin the body of your resume with an outline of your employment history, starting with your most recent work. List down all the jobs you’ve had, the company names, dates of employment, titles and responsibilities. Emphasize your educational preparedness. If you are a new graduate with no professional experience, lead with your academic background, honors, and extra-curricular activities. Don’t believe the fillip that grades don’t matter in the real world; in the beginning at least, they do. Leave off the negative points. Your educational background should always be positive and purposeful, to encourage the thinking that you are well prepared for the rigors of the corporate world. Include special skills and competencies. This is important, particularly in a highly competitive knowledge-based industry such as IT. In your resume, include the titles, dates, venues, and agenda of all your training activities and further education, whether formal or informal. Begin with the most relevant seminars. Highlight concrete achievements. Emphasize any major accomplishments you had chalked up in the job. Describe your job in the active, not the passive voice. Either include references – or don’t mention them. There are two schools of thought on this: One says it’s necessary to include references. Others say this only lengthens the resume, and should therefore be available in another sheet of paper only upon request. Be concise. Resumes are often read in 30 seconds or less so be brief, straightforward and to the point. Use bullet points to underscore important information. Employ paragraph breaks, lines, and numbers. A standard resume should be no more than two pages, three at most if you have 5  extensive professional experiences. Beyond that, your resume needs serious editing. Proofread. There should be no typographical or spelling errors in your resume. When using numbers, re-check decimal places or the number of zeros. Punctuation and date formats should be consistent. Make it an easy read. Your resume should also be visually appealing; a carelessly printed, sloppily designed resume will reflect disastrously on you. Thus, make it easy on the eye with lots of white spaces, a font no smaller than 10 in size, and at most two conservative typestyles (such as Times New Roman, Arial, or Garamond). Underlined and bold text should be used sparingly – only to highlight significant information or to indicate section breaks. Another crucial point: Use a laser printer. Make sure that the printing is even, with no stray marks, splotches or blurred letters. Finally, use only high quality bond paper – either white or off-white. Don’t experiment with flashy colors such as blue or green, or with fancy graphics and visuals; stick to the simple and straightforward. One more suggestion: once written up, show your resume to friends or colleagues. Second opinion always counts. Listen to their comments and suggestions, especially on how easy or difficult it is to find important information at a glance. WHAT SHOULD I AVOID IN RESUME WRITING 1. Exaggeration – Don’t pretend to be more than who you really are. Don’t write such superlatives like “hardworking, dynamic, and constantly motivated” unless you know you are really one. In fact, many employers tend to question that. 2. False information – Never, never, NEVER misrepresent. It isn’t just lying, it also means concocting half-truths. The bottom line is: be honest. 3. Overemphasizing - Don’t emphasize too much on certain aspects about yourself of your work history. Employers will get the idea that you’re trying to hide something. If you make too much references about your education (such as graduating from exclusive schools), the interviewer might think that you’re trying to get hired because you went to such schools and not because of your work record. 4. Typographical Errors – Your resume should be simply error-free.. Even simple mistakes such as typos, misspellings, and grammatical mistakes are noted by the employer. 6 5. Unclear Information – Avoid putting down unclear or vague information that would only confuse the resume reader – who would then toss it aside. 6. Unprofessionalism – The hallmark of a good resume is its professionalism. A standard resume uses 8 ½ x 11 size bond paper. Avoid using 13 or 14. White bond paper is the best, but you may also use cream or ivory. For your pictures, many companies now accept scanned pictures, but if the scanner only gives you a distorted image or has less-than-satisfactory colors, then forget it. If you’re using a traditional 2x2 picture, NEVER staple it on your resume. PASS THAT INTERVIEW! The second step in getting the job is meeting the potential employer for an interview. The first step that an applicant has successfully completed was sending your application and passing the screening process of the company. Here are a few tips that will help in having a successful interview; Before going to an interview, it is best to do some research about the company one is applying to. It is also best to practice with a friend or family member mock up questions that the employer will likely ask so you do not choke during the real interview. When you go for an interview, it is best to always arrive 10 to 15 ahead of time. This shows employers that the person is punctual and serves as a good attribute in a potential employee. When meeting an employer, you should bring an extra copy of the resume and other documents that are needed if asked certain questions. It is always best to dress appropriately. This shows the employer sincerity on the part of the applicant applying for the job. One must have finger-nails and hair well groomed for the interview. The outfit worn should be professional. This would mean that shoes must be used to match the outfit If you typically wear a lot of jewelry, it is advisable to remove and tone it down for the interview. When you are in front of the employer, smile and greet the interviewer with a firm (but not bone crushing) handshake which is always a good start to get the interview moving. During the course of the interview, listen very well to the questions asked. Each must be answered truthfully and confidently to be able to sell yourself to the potential employer. Afterwards, the applicant should thank the recruiter for the time that was given to meet for the interview. 7 DRESSING RIGHT FOR THE INTERVIEW Here are some tips to give you a headstart. MEN Long-sleeved shirt and dark slacks. White is still the safest and the best color for shirts. Also acceptable: pale shades such as beige, blue, and other pastels. Tuck in the shirt and do not roll up the sleeves. Never wear a short-sleeved shirt to an interview or any business purpose. Wearing a short-sleeved shirt will destroy your executive image. Ties. Optional.But if you do wear one, choose a conservative pattern. Solids, small polka dots, diagonal stripes, small repeating shapes, subtle plaids and paisleys are all acceptable. Belts. Belts should match your shoes. Those with smaller buckles with squared lines look more professional. Socks. Black socks are the best, followed by blue or gray, depending on your attire. Never wear white socks! Check your sock length, too – no skin should show when you sit down or cross your legs. Shoes. Black or burgundy leather shoes with laces on them, because tassel loafers are very casual. Other suitable colors are brown, cordovan and navy. Hair. Keep neat, short and preferably parted on the side. And shave off all those facial hair. Jewelry. Wear no or little jewelry. The watch and wedding ring are the only acceptable pieces of jewelry to go with the male attire. Thin gold and leather-strapped watches look professional but not digital watches. WOMEN Three-piece business suits, blouse and skirt or slacks, and cardigan twin-sets. Sleeveless shirts should be rejected. Short-sleeved blouses are okay when they are tailor-cut or have features such as a sports collar or double breast design to create a business-like look. Skirts can either be long provided it does not create a Cinderella or barn-dance look or short where it falls no shorter than two inches from the knee Nothing too revealing, please! 8 Panty-hose or stockings. A must for professional grooming, overly fussy patterns. Bring an extra pair, just in case the ones you are wearing run. Hair. Hair longer than shoulder length should be worn up or pulled back. Don’t let it fall in front of your face and don’t keep trying to fix it during the interview. Avoid large hair ornaments and trendy hairstyles. Shoes. Closed shoes or pumps with at least 1 ½ inch heels suggest a more professional look. Dark colors are best. Make-up. Be subtle; natural is the key word. Light shades of lip coloring and nail polish are recommended. Jewelry. Be conservative. Studs of gold, silver or pearls are best. Do away with gaudy fashion jewelry, and those that clank and make noise when one moves. Accessories. Folders and bags should blend well with the total professional look. Women should match their purse with their shoe color. TEN KEYS TO CAREER SUCCESS 1. Sharpen your people skills. You may be the smartest fellow in the room, but if you can’t emphatize or build rapport with your colleagues, you’re going to have a longer time realizing your goals. Teamwork gets the job done faster than if you do it yourself. 2. Project a professional image. This doesn’t mean shedding your uniqueness or individuality when you enter the office, but assuming a business like air to convince others you’re reliable, results-oriented and achievement-focused. For women in particular, avoid constantly referring to family matters, as this will give the impression that though physically present, you left your mind behind when you stepped out the residential door. 3. Go with winners. Nothing will inspire you to set higher goals than being in the company of hardworking and success-oriented people. Conversely, your self- confidence and self-motivation will take a beating if you stick with the losers – the whiners and ghipers. 4. Don’t wait to be noticed. It’s not enough to do a great job; people have to know you’re doing a great job. Be your own personal talent manager and tirelessly promote 9 (in a tasteful manner) your accomplishments. Nobody else can do that PR job better than you. 5. Take control. Shake off that herd mentality that lets others dictate your pace and your place in the grand scheme of corporate things. You alone know what your deepest dreams are, so get going and work towards their fulfillment. 6. Acquire long life education. Keep yourself marketable by being open to new skills, new knowledge, new technologies, and new systems. It’s the only way to ensure your skills and your brain cells stay sharp. 7. Look outward. Some people don’t need the competition to ruin their plans. They do it all by themselves by being self-conscious, oversensitive and fearful of making mistakes. Light up. No one except God is watching your every move – unless it’s a stalker – so there’s no need to hide inside your shell. 8. Trust your instincts. Learn to heed that inner voice that is showing you the right decisions and moves to make. 9. Watch what you say. Your choice of words, and how you say them, can have a profound influence on other’s opinion of you. Speaking out your self-doubts can be self- fulfilling prophecy and a barrier to your career advancement. 10. Find time for life and leisure. Your work is not your life. Being one-dimensional character who neglects personal needs, family, friends or hobbies for work is a steep price to pay for career success. Don’t wait for ill health, misfortune or tragedy to make you see the importance of balanced life. 10 Finals I/O Psychology [TRAINING EMPLOYEES] Training - systematic acquisition of skills, rules, concepts or attitudes that results in improved performance - it ensures that employees have the knowledge and skills necessary to perform the job [Coaching, Teaching, Knowledge, Skills, Experience, Learn and Development] Determining Training Needs Needs Analysis - First step in developing an employee training system - Its purpose is to determine the types of training that are needed to an organization, as well as the extent to which training is practical means of achieving an organization's goals. - 3 Types of Needs Analysis; Organizational Analysis - process of determining the organizational factors that will either facilitate or inhibit training effectiveness. - focus on the goals the organization wants to achieve - extent to which training will help achieve these goals, the organization's ability to conduct training - employees are willing and able to be trained Task Analysis - the purpose of this is to use the job analysis to identify the tasks performed by each employee, the conditions under which these tasks are performed and the competencies (knowledge, skills, abilities) needed to perform the tasks under identified conditions  Person Analysis - process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained Ways to Determine Individual Training Needs: 1. Performance Appraisal Score - rating representing some aspect of an employee's work performance 2. Survey - questionnaires asking about the areas in which they feel training is needed (Disad): employees may not be honest and the company may not able to afford training the suggested employees 3. Interview - can yield even more in depth answers to questions about training needs (Advan): feelings and attitudes are revealed more clearly with the survey approach (Disad): often difficult to quantify and analyze 4. Skill and Knowledge Test - (ST) test that measures an employees level of some job related skill. (KT) test that measures the level of an employees knowledge about job related topics (Disad): few tests are available in purpose 5. Critical Incidents - sorted into dimensions and separated into examples of good or poor performance Establishing Goals and Objectives - What learners are expected to do - The conditions under which they are expected to do it - The level at which they are expected to do it Choosing the Best Training Method 1. Using Lectures to Provide Knowledge Lectures - good training source if the goal is for employees to obtain knowledge but unless they are accompanied by such techniques as simulations and role plays Handouts for lecture should include; ▪︎ cover sheet with title of the training program as well as the date and location in which the training tool place ▪︎ list of goals and objectives ▪︎ schedule for the training (program) ▪︎ biographical sketch of the trainer ▪︎ copy of powerpoint slides ▪︎ activity sheets ▪︎ reference and suggestions ▪︎ evaluation form for the quality of the training program 2. Using Case Studies to Apply Knowledge Case Study - a training technique in which employees are presented with a real or hypothetical workplace problem and are asked to propose the best solution Living Case - a case study based on a real situation rather than a hypothetical one 3. Using Simulation Exercises to Practice New Skills Simulation - an exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job 4. Practicing Interpersonal Skills through Role Play Role Play - a training technique in which employees act out simulated roles 5. Increasing Interpersonal Skills through Behavior Modeling Behavior Modeling - a training technique in which employees observe correct behavior, practice behavior and receive feedback about the performance 6. Motivating Employees to Attend Training Relate the training to an Employee’s immediate job Make the training interesting Provide incentives (money, certificates, promotion opportunities) Provide food Reduce the stress associated with attending Delivering the Training Program (3 Broad Methods of Delivering the Training) Conducting Classroom Training - In house Trainers: used training program will be presented frequently to justify cost of an outside trainer or when training topic is so specific to the organization that finding outside trainers would be so difficult - External Trainers: used when trainers is an organization lack the expertise on a particular topic or when cost exceeds contracting with an external trainer - Venue of Training: on site or offsite location - Training should be weeklong training sessions spread over one-month for cost efficiency perspective Introducing the Trainer and the Training Session Stating the objectives of the training seminar, training schedule and seminar rules Using icebreakers and energizers Delivering the Presentation (Tips in Delivering Training Presentation) - Make eye contact - Use gestures - Don’t just read your presentation - Don’t hide behind the podium - Use a conversational style - Be confident - Don’t force humor Conducting Training Through Distance Learning 1. Asynchronous Technologies - distance learning programs in which employees can complete the training at their own pace and time - Interactive Video: a training technique which a videotaped situation is presented and is asked to respond in the situation and then receives feedback based on the response - Programmed Instruction: employees learn information at their own pace 2. Synchronous Technologies - distance learning programs that requires employees to complete the training at the same time and at the same pace although they may be in different physical locations - Webinar: “web seminar” transmitted over the internet (interactive) - Webcast: non interactive training, transmits training information over the internet (one way communication from the trainer)  - Blog: a website which host regularly post commentaries on topic that readers could respond - Wiki: collection of web pages which users can create web pages on a topic and readers could freely edit those pages - Litserv: a program that automatically distributes e-mail messages to a group of people who have common interest 3. OJT - is informal training by experienced peers and supervisors that occur on the job and during job tasks - Social Learning: employees can learn by watching how other employees perform or model a behavior Conducting On-The-Job Training Job Rotation - allows a manager trainee to experience and understand most if not all of the jobs within organizations that his subordinates will perform Apprentice Training - usually found in the craft and building trades in which employees combine formal coursework with formal OJT (Individual usually takes 144 hours of formal class work each year) [Workplace Conflict Management Systems Analysis] Conflict Management ▪︎ Conflict Resolution - implies reduction, elimination or termination of conflict. A large number of studies on negotiation, bargaining, mediation and arbitration fall into the conflict resolution category ▪︎ Conflict Management - does not necessarily imply avoidance, reduction or termination of conflict. It involves designing effective strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to enhance learning and effectivenezz of an organization Paradox of Conflict - Disagreements: relating to task issues - Emotional or Interpersonal: issues that lead to conflict What causes conflict in the Workplace? Harassment Increase in Workload Lack of Skills or Training Negative Work Environment  Opposing Personalities Poor Management Unfair Treatment Unrealistic Expectations Types of Workplace Conflict 1. Affective Conflict - Generally caused by negative reactions of organizational members 2. Substantive Conflict - Relate to disagreements about tasks, policies and other business issues - Moderate level of substantive conflict is beneficial as it stimulates discussion and debate, which helps groups to attain higher levels of performance. The Cost of Unhealthy Conflict Harm to Employees Lost of Opportunities of the Company Cost Lesser Outcomes Conflict Management Styles Integrating Style - useful for effectively dealing with complex problems - useful in utilizing the skills, information and other resources possessed by different parties to define or redefine a problem and to formulate effective alternative solutions - can be done provided that there is enough time for problem solving Obliging Style - useful when a party is not familiar with the issues involved in a conflict or the other party is right - used as a strategy when a party is willing to give up something with the hope of getting some benefit from the other party when needed - may be appropriate when a party is dealing from a position of weakness or believes that preserving a relationship is important Dominating Style - appropriate when the issues involved in a conflict are important to the party or an unfavorable decision by other party may be harmful to this party  - used by a supervisor if the issues involve routine matters or if a speedy decision is required Avoiding Style - used when potential dysfunctional effect of confronting the other party outweighs the benefits of the resolution of conflict - used to deal with some trivial or minor issues or when a cooling-off period is needed before a complex problem can be effectively dealt with Compromising Style - useful when the goals of the conflicting parties are mutually exclusive or when both parties are equally powerful and have reached an impasse in their negotiation process - can be used when consensus cannot be reached, the parties need temporary solution to a complex problem - used and found to be ineffective in dealing with the issues effectively Criteria for Conflict Management Organizational Learning and Effectiveness Ethics Needs of Stakeholders Conflict Management Process - management of organizational conflict involves the diagnosis of and intervention in, conflict - “Diagnosis” provides the basis for intervention Diagnosis - First step in the problem-solving process is the problem recognition which involves problem sensing and problem formulation - The field of management has developed solutions to numerous problems but it has neglected to investigate and develop the process of problem recognition - Identification or diagnosis of the problems of conflict in an organization must precede any intervention designed to manage conflict Intervention - Needed if there is too much affective conflict or too little, or too much substantive conflict and/or if the organizational members are not handling their conflict effectively Basic Approaches to Intervention Process - intervention attempt to improve organizational effectiveness by changing members styles of handling interpersonal conflict Structural - this intervention attempts to improve the organizational effectiveness by changing the organizations structural design characteristics which includes; differentiation and integration mechanisms, hierarchy, procedures and reward systems Resolving Workplace Conflict through Communication - Address issues immediately and openly - Set clear expectations - Build active listening skills - Use neutral terms and open body language - Recognize and respect personal differences GOOD LUCK FOR THE FINAL EXAM!