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145 Cards in this Set
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A branch of psychology that applies principles of psychology to the work place |
I/O Psychology |
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are able to apply psychological theories to explain and enhance effectiveness of human behavior |
I/O Psychologist |
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FIELDS OF I/O PSYCHOLOGY (6) |
Selection and Placement Training and Development Performance Appraisal Organization Development Quality of Worklife Ergonomics |
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in this field are concerned with developing assesment methods for selection |
Selection and Placement |
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this field is concerned with the identfying employee skills that need to improve job performance |
Training and Development |
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process of identifying criteria or standards for how well employees are performing their jobs |
Performance Appraisal |
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process of analyzing the structure of an organization to maximize the satisfaction and effectiveness |
Organization Development |
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concerned with factors that contribute to healthy and productive workforce |
Quality of Worklife |
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multidiscplinary field that includes I/O Psychology
concerned with designing tools , equipment , and machines that are compatible to human skills |
Ergonomics |
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Theory of Advertising |
Walter Dill Scott 1920 |
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Psychology and Industrial Efficency |
Hugo Munsterberg 1913 |
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Journal of Applied Psychology |
1917 |
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First Ph.D in I/O Psychology |
Bruce Moore and Merrill Ream 1921 |
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Hawthorne Studies |
1933 |
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American Association for Applied Psychology (AAAPE) |
1937 |
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worked on advertising and published books on the topic on the principles to solve problems of industry |
Walter Dill Scott |
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contributed in starting the testing movement in WW1 |
Walter Dill Scott |
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written the first I/O Psychology textbook " Psychology and Industrial Efficiency |
Hugo Munsterberg |
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interested in personnel selection and use of psychological tests in industry |
Hugo Munsterberg |
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started Division of Applied Psychology headed Personal Research Federation and directed The Psychological Corporation |
Walter Bingham |
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time and motion study |
Frank and Lilian Gilbreth |
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develop a study method based on analysis of work motion |
Frank and Lilian Gilbreth |
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Father of Scientific Management |
Frederick Taylor |
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Father of I/O Psychology |
Hugo Munsterberg |
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interested in removing all inefficiency from the workplace |
Frederick Taylor |
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created the Human relations Research |
Elton Mayo |
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spearheaded Hawthorne studies |
Elton Mayo |
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put emphasis on industrial democracy |
Elton Mayo |
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I/O textbook Morris Viteles |
1932 |
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STEPS IN PERSONNEL SELECTION (9) |
Job Analysis Selection of Testing Methods Test Validation Recruitment Screening Testing Reference Check Selecting Hiring/Rejecting |
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gathering , analyzing, and structuring info about a job components , characteristics and requirements |
Job Analysis |
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IMPORTANCE OF JOB ANALYSIS (8) |
Writing job description Employee Selection Training Person power planning Performance Appraisal Job Classification Job Evaluation Job Design
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brief summary of the task and job requirements |
Writing job description |
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identifying tasks to perform |
Employee selection |
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designing training programs |
Training |
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determining worker mobility |
Person power planning |
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using specific job related categories lead to more accurate performance appraisals |
Performance appraisal |
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classfying jobs into groups |
Job classification |
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determining worth of the job |
Job evaluation |
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finding the optimal way in which job should be performed |
Job Design |
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relatively short summary of job |
Job Description |
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COMPONENTS OF GOOD JD (8) |
Job Title Brief Summary Work Activities Tools and equipment used Job content Work Performance Compensation Information Job Competencies |
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describes the nature of job |
Job title |
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short description of the nature of job |
Brief summary |
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list the task and activities |
Work Activities |
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lists of tools and equipment used |
Tools and equipment used |
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describes the environment in which the employee works |
Job Content |
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brief summary of how an employee performance is evaluated |
Work Performance |
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contains information on the salary grade |
Compensation Information |
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commonly called job Specifications or competencies KSAO's |
Job Competencies |
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unofficial change of duties |
Job Crafting |
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CONDUCTING A JOB ANALYSIS |
IDENTFY TASKS PERFORMED WRITING TASKS STATEMENTS RATE TASKS STATEMENTS DETERMINE ESSENTIAL KSAO'S |
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group job analysis interview consisting of subject matter experts |
SME Conference |
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METHODS OF JOB ANALYSIS |
Ammerman Technique Observations Job participatiom Functional Job Analysis Job Components Inventory Critical Incident Technique Threshold Traits Analysis Fleishman Job Analysis Survey |
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job analysis method which a group of experts identifies objectives |
Ammerman Technique |
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job analyst watches join incumbents |
Observations |
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job analyst actually performs the job |
Job Participation |
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developed by fine rates the extent of the job |
Functional Job Analysis |
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uses written reports of good and bad employee behavior |
Critical Incident Technique |
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a 33 item questionnaire identify traits necessary to succesfully perform a job |
Threshold Traits Analysis |
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jobs are rated on the basis of the abilities needed to perform a job |
Fleishman Job Analysis Survey |
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a questionnaire containing a list of task |
Task Inventory |
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the process of identfying the taks |
Task Analysis |
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commonly referred as job competencies or specifications |
KSAO's |
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body of information needed to perform task |
Knowledge |
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proficiency to perform a learned task |
Skill |
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basic capacity for performing a wide range of different tasks |
Ability |
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COMPENSABLE JOB FACTORS (7) |
Level of Responsibility Physical Demands Mental Demands Education Requirements Training and experience requirements Working Conditions |
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a line of ideal relationship between the points |
Wage trend line |
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questionnaire sent to other organizations to see how much they are paying their employees |
Salary Surveys |
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the amount money paid to employee |
Direct Compensation |
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idea the jobs requiring the same level of skill and responsibility should paid the same |
Comparable Worth |
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most commonly used method to select employee employer ask some questions to an applicant |
Employment Interviews |
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questions are based in job analysis and there is standardized scoring system |
Structured Interview |
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applicants are not asked the same questions and no standard scoring system |
Unstructured Interviews |
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Interview by Style |
One on one interviews Serial interviews Return interviews Panel interviews Group interviews |
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Interview by Medium |
Face to Face interview Telephone interview Videoconference interview Written interview |
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applicants asked some specific issues questions or problems |
Situational Interview |
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require the applicant to reveal an actual experience he or she had in the past when confronting a situation |
Experience based |
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asks what person is likely to do when confronting a hypothetical situation in the future |
Future oriented |
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abilities involving written and oral comprehension and expression |
Cognitive Ability |
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tests that are designed to measure level of intelligence |
Cognitive Ability Test |
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most commonly used in industry cognitive ability test takes 12 minutes to administer |
Wonderlic Personnel Test |
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measures the spatial relations and perceptions |
Perceptual Ability |
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measures the finger dexterity and motor coordination |
Psychomotor Ability |
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measure an applicants level of physical ability require for a job |
Physical Ability Tests |
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Examples of Physical Ability Test |
Job Simulation Agility Test |
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applicant performs actual job related tasks |
Work Samples |
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methods of selecting an employee that several job related activities are particilates and are rated by trained evaluators |
Assessment Centers |
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Techniques used in Assesment Centers |
Simulations In-basket Technique Leaderless Group Discussions Business Games |
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the real backbone of the assessment centers that to see the applicant in action |
Simulations |
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information that daily come across a managers desk in order to observe the applicants responses job related paperwork are placed in basket and asked the applocant to respond the paperwork |
In basket Technique |
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applicants meet in small group with no leader appointed |
Leaderless Group Discussions |
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exercises to allow the applicant to demonstrate such as creativity desgined to simulate business and marketing activities |
Business Games |
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involving application blanks or questionnaires containing questions that research has shown will predict future |
Biodata |
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psychology assessment designed to measure various aspects of an applicant personality |
Personality Inventory |
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O C E A N |
openess to experience conscientiousness extraversion agreeableness neuroticism |
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psychological test designed to identify vocational areas on which an individual might be interested |
Interest Inventory |
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helping an individual choose and prepare for the most suitable career |
Vocational Counseling |
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also called an honesty test predict applicant to tendency to steal |
Integrity Test |
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electronic test to determine honesty by measuring physiological changes |
Polygraph |
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electronic test to determine honesty by measuring an individual voice changes |
Voice stress analyzer |
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a type of honesty test ask question about applicant attitude toward theft |
Overt Integrity test |
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a honesty test that measure personality traits to be related to antisocial behavior |
Personality based integrity test |
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Common Recruitment Methods |
Media Advertisement Employee Referral Direct Mail Job Fair Realistic Job Preview |
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running ads in periodicals and newspapers |
Media Advertisement |
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Types of Media Advertisement |
Respond by calling ads Apply in person ads Send resume ads Blind box ads |
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method of recruitment in which a current employee refers a friend or a family member |
Employee Referral |
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sends out mass mailings of information about job openings |
Direct Mail |
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which several employers are available at one location so that mamy applicants can obtain information |
Job Fair |
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in which job applicants are told both positive and negative aspects of a job |
Realitic Job Preview |
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MAKING THE HIRING DECISION |
Unadjusted Topdown selection Rule of 3 or 5 Passing Score Banding |
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applicants are rank ordered on the basis of their job scores |
Unadjusted topdown selection |
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relationship of a low score on one test is compensated for by a high score on another |
Compensatory Approach |
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names of top 3 or 5 scorers will be deliberated |
rule of 3 or 5 |
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organization determines the lowest score on a test |
Passing score |
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hire top test scorers |
Banding |
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score from a selection is stable and free from error |
Reliability |
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Under of Reliability |
taking the same test twice alternate form reliability internal reliability score reliability |
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temporal stability duration 3 days to 3 months |
taking the same test twice |
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two forms of the same test |
alternate form reliability |
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design to eliminate any effect that taking one form to another |
Counter Balancing |
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similar score |
form stability |
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consistency which applicants respond to items measuring similar dimension or construct |
Internal Reliability |
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do items measure the same |
item homogeneity |
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interrater reliability |
Score reliability |
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degree to which inferences from scores are justified by evidences |
Validity |
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Under of Validity |
Content Validity Criterion Validity Construct Validity Face Validity |
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test items sample the content |
Content Validity |
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a test score is related to some measure of job performance |
Criterion Validity |
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test given who are on the job and correlated with current performance |
Concurrent Validity design |
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administered to job applicants then compared to future measure of job performance |
Predictive validity design |
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extent to which valid in one location is valid for a different job location |
validity generalization |
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test actually measures the construct it purports to measure |
Construct Validity |
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extents to which a test appears to be job related |
Face Validity |
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are summaries of an applicants professionals and educational background |
Resumes |
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Characteristics of Resume |
The resume must be attractive and easy to read The resume cannot contain typing,spelling,grammatical or factual mistakes The resume should make the applicant look qualified as possible without lying
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list of previous job in order from the most to least recent useful for applicants whose previous jobs are related to their future plans does not contain gaps |
Chronological Interview |
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organizes jobs based on the skills required to perform rather than the order useful for who are either changing careers employer takes time to read and compare |
Functional Resume |
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contains the both strength of functional and chronological |
Psychological Resume |
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Psychological resume impressions |
relevance unsualness postivity |
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developed test for pilots |
John Watson |
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increased cargo ship efficiency |
Henry Gantt |
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Selection of Soldiers |
ARMY ALPHA ARMY BETA |
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concentrates on worker requirements for performing jobs rather than on specific tasks |
Job Components Inventory |
