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Industrial Organizational Psychology Lecture
BS Psychology
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INTRODUCTION TO I/O PSYCHOLOGY
WHAT IS I/O PSYCHOLOGY?
Industrial/organizational psychology is a branch of psychologyBthat applies the principles of psychology to the workplace.
The purpose of I/O psychology is “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).
MAJOR FIELDS OF I/O PSYCHOLOGY
PERSONNEL PSYCHOLOGY
Personnel psychology is the field of study that concentrates on the selection and evaluation of employees.
Personnel psychologists also analyze jobs to obtain a complete picture of what each employee does, often assigning monetary values to each position.
After obtaining complete job descriptions, professionals in personnel psychology construct performance-appraisal instruments to evaluate employee performance.
ORGANIZATIONAL PSYCHOLOGY
Organizational psychology is the field of study that investigates the behavior of employees within the context of an organization.
Psychologists involved in organizational psychology are concerned with the issues of leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change, and group processes within an organization.
HUMAN FACTORS/ERGONOMICS
Human factors is a field of study concentrating on the interaction between humans and machines.
Psychologists in the area of human factors concentrate on workplace design, human machine interaction, ergonomics, and physical fatigue and stress.
BRIEF HISTORY OF I/O PSYCHOLOGY
World War I
Army Alpha
Army Beta
Thomas A. Edison: In 1920, Edison created a 163-item knowledge test that he administered to over 900 applicants. The test and passing score were so difficult that only 5% of the applicants passed.
FRANK GILBRETH AND LILLIAN MOLLER GILBRETH
The Gilbreths were among the first, if not the first, scientists to improve productivity and reduce fatigue by studying the motions used by workers.
1930
I/O psychology greatly expanded its scope.
Until then, it had been involved primarily in personnel issues such as the selection and placement of employees.
HAWTHORNE STUDIES
A series of studies, conducted at the Western Electric plant in Hawthorne, Illinois, that have come to represent any change in behavior when people react to a change in the environment.
The Hawthorne studies were initially designed 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.
Job Analysis and Evaluation
Importance of Job Analysis
● Writing Job Descriptions ● Employee Selection ● Training ● Person-power Planning ● Performance Appraisal ● Job Classification ● Job Evaluation
● This section of the job description should contain information on the salary grade, whether the position is exempt, and the compensable factors used to determine salary.
Job Competencies ● This section contains what are commonly called job specifications or competencies. ● These are the knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job.
Preparing for Job Analysis
When preparing for a job analysis, consider the following: ● Who will conduct the Analysis? ● How Often Should a Job Description Be Updated? ● Which Employees Should Participate? ● What types of information should be obtained?
Conducting a Job Analysis
1. Identify the Tasks Performed ● Gather Existing Information ● Interviewing Subject-Matter Experts ● Observing Incumbents ● Job Participation 2. Write Task Statements
Task inventory: A questionnaire containing a list of tasks each of which the job incumbent rates on a series of scales such as importance and time spent
3. Rate Task Statements
Task analysis: The process of identifying the tasks for which employees need to be trained.
4. Determine Essential KSAOs ● Knowledge: A body of information needed to perform a task. ● Skill: The proficiency to perform a learned task. ● Ability: The basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill.
● Other characteristics: Factors that are not knowledge, skills, or abilities such as personality, willingness, interest, and degrees. 5. Selecting Tests to Tap KSAOs
These methods will be used to select new employees and include such methods as interviews, work samples, ability tests, personality tests, reference checks, integrity tests, bio data, and assessment centers.
Using Other Job Analysis Methods
Methods Providing General Information About Worker Activities
● Position Analysis Questionnaire ● Job Structure Profile ● Job Elements Inventory ● Functional Job Analysis
Methods Providing General Information About Tools and Equipment
Job Components Inventory (JCI): A structured job analysis technique that concentrates on worker requirements for performing a job rather than on specific tasks.
Methods Providing Information About the Work Environment
AET: An ergonomic job analysis method developed in German (Arbeitswissenschaftliches Erhebungsverfahren zurTätigkeitsanalyse).
Methods Providing Information About Competencies
● Occupational Information Network (O*NET): The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles (DOT). ● Critical Incident Technique (CIT): The job analysis method developed by John Flanagan that uses written reports of good and bad employee behavior. ● Threshold Traits Analysis (TTA): A 33-item questionnaire developed by Lopez that identifies traits necessary to successfully perform a job. ● Fleishman Job Analysis Survey (F-JAS): A job analysis method in which jobs are rated on the basis of the abilities needed to perform them. ● Job Adaptability Inventory (JAI): A job analysis method that taps the extent to which a job involves eight types of adaptability
LABOR LAWS, WORKPLACE EQUALITY AND DIVERSITY IN THE PHILIPPINES
WHAT IS WORKPLACE DISCRIMINATION?
● Workplace discrimination occurs when people treat an employee unfavorably or unfairly because of their religion, gender, race, sexuality, or disability.
UNFAIR TREATMENT
● Unfairly treating an employee because of who they are is discriminatory. When this happens, they may feel ashamed, upset, or scared, leading to a drop in their productivity and performance levels.
HARASSMENT
● Harassment is repeated unreasonable behavior towards an individual. You may experience it verbally, physically, or psychologically. Some forms of harassment include disability harassment, sexual harassment, or racial hatred.
DENIAL OF TRANSFERS AND OTHER OPPORTUNITIES
● When supervisors deny an employee a transfer to a lateral employment position or a promotion because of their protected characteristic, it’s considered workplace discrimination.
EXCLUSION OR ISOLATION BY CO-WORKERS
● Exclusion or isolation means that your co-workers fail to involve you in activities or interactions. It becomes discriminatory when the cause is based on your protected characteristic.
UNFAIR DISMISSAL
● Unfair dismissal is when your employer ends your contract for unjust or unreasonable grounds. Employees are usually unfairly dismissed when they try to exercise their workplace rights, and their employers don’t allow them to because of discriminatory reasons.
HOW COMPANIES ARE NEGATIVELY AFFECTED BY WORKPLACE DISCRIMINATION
POTENTIAL FOR A PUBLIC RELATIONS CRISIS TO ENSUE
● Discrimination is very much frowned upon in today’s progressive society. Once your company finds itself in the middle of a discrimination scandal, bad PR and loss of income may ensue.
BAD REPUTATION FOR THE COMPANY
● Customers aren’t the only people you’ll lose if your company practices discrimination. Developing a bad reputation will also affect the relationship with your business partners. • Job seekers may also be discouraged to apply in your company, and thus your talent pool of skilled workers may shrink.
COSTLY LAWSUITS
● Once a discrimination case is taken up to court, your company will have to pay extensive legal fees as long as the lawsuit ensues. If proven guilty, alongside fines, the company may also pay the victim for the emotional distress they’ve suffered. All of these are on top of the financial costs the company will have to bear due to a damaged reputation.
HIGH EMPLOYEE TURNOVER
● Employees who feel like they’re being discriminated against will not hesitate to leave the company. This situation will increase company turnover, which adds up to the organization’s costs as you will have to process recruitment and training multiple times.
8 LAWS THAT PROTECT YOU
PROHIBITION ON DISCRIMINATION AGAINST WOMEN (REPUBLIC ACT 6725)
● (REPUBLIC ACT 6725) ○ RA 6725 considers it discriminatory discrimination when your employer favors a male employee over a female counterpart when they consider giving out promotions, salary raises, training opportunities, or other benefits. ○ Article 288 of The Labor Code states that the penalty for violating this law is a fine of P1,000 to P10,000, imprisonment of three months to three years, or both. In addition to this, the aggrieved employee may file a separate claim for money damages and affirmative relief.
EXTENDED MATERNITY LEAVE LAW (REPUBLIC ACT 11210)
● RA 11210 entitles all female workers with 105 days of maternity leave, paid with 100% of their average daily salary credit. This Act prohibits
● PD 966 aims to eliminate all forms of racial discrimination. This decree prohibits the promotion and incitement of racial superiority or hatred, whether in acts of violence, dissemination of ideas, or propaganda activities. ● Moreover, employers can’t discriminate against an applicant or employee on any aspect of employment. Additionally, one is not allowed to utter racial slurs, display racially offensive symbols, or make derogatory remarks about a person’s race, color, or ethnic origin. ● Anyone guilty of inciting racial discrimination may be imprisoned for ten days to six months. If the offense is starting acts of violence against any race or organizing propaganda activities that promote racial discrimination, the offender might face a month to a year of imprisonment.
THE INDIGENOUS PEOPLES’ RIGHTS ACT (REPUBLIC ACT NO. 8371)
● RA 8371 recognizes, protects, and promotes indigenous cultural communities or indigenous peoples (ICCs/IPs). This Act extends to providing the same employment rights, opportunities, and privileges available to ICCs/IPs as an employer would grant any other company member. ● According to this Act, it’s unlawful “to discriminate against any ICC/IP with respect to the terms and conditions of employment on account of their descent.” This also prohibits denying ICCs/IPs any rights and discharging them to prevent them from enjoying their rights and benefits. ● The penalty for violations is imprisonment for nine months to 12 years, a fine of P100,000 to P500,000, or both. In addition to this, they “shall be obliged to pay to the ICCs/IPs concerned whatever damage may have been suffered.”
HOW TO PROTECT YOURSELF AGAINST DISCRIMINATION
Know your protected characteristics
Know the Law
Gather Documentation
Report the incident to HR
Educate employee on diversity
Employee Selection: Recruitment and Interviewing
Recruitment
- The process of attracting employees to an organization.
- External recruitment: Recruiting employees from outside the organization
- Internal recruitment: Recruiting employees already employed by the organization
Steps in Selecting Employees
- Job analysis
- Selecting of testing methods
- Test validation
- Recruitment
- Screening
- Testing
- Selecting Hiring/rejecting
Media Advertisements
● Newspaper Ads ○ Respond by calling: Recruitment ads in which applicants are instructed to call rather than to apply in person or send résumés. ○ Apply-in-person ads: Recruitment ads that instruct applicants to apply in person rather than to call or send résumés. ○ Send-resume ads: Recruitment ads in which applicants are instructed to send their résumé to the company rather than call or apply in person. ○ Blind box: Recruitment ads that instruct applicants to send their résumé to a box at the newspaper; neither the name nor the address of the company is provided.
● Electronic Media ○ Television & Radio
● Point-of-Purchase Methods ○ In employee recruitment, job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats, and the sides of trucks.
● Employer-based websites: With 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. ● Job boards: A job board is a private company whose website lists job openings for hundreds or thousands of organizations and résumés for millions of applicants.
Social Media
● The various sites primarily differ on the audiences they reach: Facebook reaches friends and family, LinkedIn reaches professional connections, and Twitter reaches people related by similar interests such as a favorite celebrity, hobby, or occupation. ○ With LinkedIn, an applicant can search for job openings by company and can email professional connections to see if they know of job openings. ○ With Twitter, applicants can connect to people that they may not know but share similar interests. Applicants can learn about job openings, read Tweets from people who work for an organizations, and send Tweets asking for information about a company or about potential job openings. ○ On Facebook, applicants can inform their networks about status changes such as moving or losing a job or about job openings with their company.
Job Fairs
● Job fairs are used by many organizations to provide information in a personal fashion to as many applicants as possible. three ways: ○ First, many types of organizations have booths at the same location. ○ The second type of job fair has many organizations in the same field in one location. ○ The third approach to a job fair is for an organization to hold its own.
Realistic Job Preview
● A method of recruitment in which job applicants are told both the positive and the negative aspects of a job. ○ Expectation-lowering procedure (ELP) A form of RJP that lowers an applicant’s expectations about the various aspects of the job.
Employment Interviews
● A method of selecting employees in which an interviewer asks questions of an applicant and then makes an employment decision based on the answers to the questions as well as the way in which the questions were answered.
Types of Interviews
Structure
● Structured interview: Interviews in which questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores. ● Unstructured interview: An interview in which applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.
Style
● One-on-one interviews ● Serial interviews ● Return interviews ● Panel interviews ● Group interviews
Medium
● Face-to-face interviews ● Telephone interviews ● Video conference interviews ● Written interviews
Advantages of Structured Interview s
● Structured interviews are based on a job analysis ● It results in substantially lower adverse impact than do unstructured interviews. ● It taps job knowledge, job skills, applied mental skills, and interpersonal skills.
Problems with Unstructured Interviews
● Poor intuitive ability ● Lack of job relatedness ● Primacy effects ● Contrast effect ● Negative-information bias ● Interviewer-interviewee similarity, ● Interviewee appearance, and ● Non-verbal cues.
Job Search Skills
Successfully Surviving the Interview process
● Scheduling the Interview ● Before the Interview ● During the Interview ● After the Interview
Writing Cover Letter and Resume
Writing Cover Letters
● Salutation ● Paragraphs ● Signature
Writing a Resume
Types of Resume
● Chronological resume ● Functional resume ● Psychological resume
Industrial Organizational Psychology Lecture
Course: BS Psychology
University: Polytechnic University of the Philippines
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- More from:BS PsychologyPolytechnic University of the Philippines999+ Documents
