I/O

• Industrial/Organizational (I/O) Psychology applies psychological principles to the workplace

  
• Blum & Naylor define I/O Psych as the application of psychological facts and principles to human beings in business and industry
• Organizational Psychology focuses on understanding behavior and enhancing the well-being of employees in the workplace
• Fields of I/O Psych include Selection and Placement, Training and Development, Organization Development, Performance Appraisal, Quality of Work Life, and Ergonomics
• Personnel Psychology involves analyzing jobs, recruiting, selecting, determining salaries, training, and evaluating employee performance
• Organizational Psychology deals with leadership, job satisfaction, employee motivation, organizational communication, conflict management, and organizational change
• Human Factors/Ergonomics focuses on workplace design, human-machine interaction, and physical fatigue and stress
• Early contributors to I/O Psych include Walter Dill Scott, Frederick W. Taylor, Frank and Lillian Gilbreth, and Hugo Münsterberg
• The Hawthorne Studies conducted at Western Electric Company showed the Hawthorne Effect, where workers' performance improved due to being observed
• Elton Mayo's Hawthorne Studies examined how work conditions influence productivity
• During World War II, Walter Bingham developed the Army General Classification Test (AGCT) for sorting new recruits based on learning ability and responsibility
• In the Information Age, electronic communication revolutionized business and work environments
• The history of I/O Psychology in the Philippines includes periods like Pre-Spanish Occupation, Spanish Occupation, American Occupation, Japanese Occupation, Post-War, Martial Law, and Post-Martial Law Period to 1995
• Human resources (HR) is responsible for finding, recruiting, screening, training job applicants, administering employee-benefit programs, compensation and benefits, firing, and keeping up to date with laws affecting the company and its employees

  
• Career titles for HR professionals include training development specialist, HR manager, benefits specialist, human resource generalist, employment services manager, compensation and job analysis specialist, training and development manager, recruiter, benefits counselor, and personnel analyst
• Human resource planning, also known as workforce planning, succession planning, and strategic staffing, is the process of hiring and staffing an organization
• Recruitment techniques include internal recruitment (promoting someone within the organization) and external recruitment (hiring someone from outside the organization)
• Recruitment methods include newspaper ads, electronic media, situation-wanted ads, point-of-purchase methods, recruiters, employment agencies, executive search firms, public employment agencies, employee referrals, direct email, internet, job fairs, walk-ins, and headhunters
• Employment interviews can be structured or unstructured, with structured interviews having standardized questions and scoring, while unstructured interviews allow interviewers to ask anything they want
• Structured interviews can add predictive power to cognitive ability tests and are viewed more favorably by courts than unstructured interviews
• Problems with unstructured interviews include poor intuitive ability, lack of job relatedness, primacy effects, contrast effects, negative-information bias, interviewer-interviewee similarity, interviewee appearance, and nonverbal cues
• Employee screening involves reviewing information about job applicants using resumes, job applications, letters of recommendations, employment tests, and interviews
• In employee selection, information from screening procedures is combined to make actual selection decisions, aiming to choose qualified candidates, maximize accurate decision-making, avoid discrimination, and determine successful job candidates
• Traditional selection procedures involve reception of applicants, preliminary interview, filling out application, employment tests, interviews, behavioral interviews, preliminary selection, final selection, and physical examination
• Criteria for job success include performance, loyalty, commitment to the organization, good work attendance record, ability to get along with supervisors and coworkers, and ability to learn and grow on the job
• Predictors in employee selection are pieces of information about job applicants related to job success, such as job-related knowledge, education, and skills
• Two types of decision errors in employee selection are false positive errors (accepting unsuccessful applicants) and false negative errors (rejecting successful applicants)
• Reference checks confirm the accuracy of information provided by an applicant, while letters of recommendation express opinions about an applicant's ability, performance, work habits, character, or potential for success
• Reasons for using references and recommendations include confirming details on a resume, checking for discipline problems, discovering new information about the applicant, and predicting future performance
• Placement is the process of assigning workers to appropriate jobs, ensuring the best fit between worker attributes and job requirements
• Job analysis defines a job in terms of its tasks, duties, and required knowledge or skills, serving as the foundation for all human resource activities
• Sources of job information include the job incumbent, subject matter experts, and job analysts
• Job analysis techniques include job-oriented techniques like task-inventory approach and functional job analysis, as well as worker-oriented techniques like job element method and position analysis questionnaire
• Job Analysis (FJA) is a structured job-oriented approach that involves obtaining data about tasks a worker does, how they are performed, and examining broad human behaviors involved in work activities

  
• Job Element Method (JEM) is a worker-oriented approach to job analysis designed to identify characteristics of superior workers in a particular job
• Position Analysis Questionnaire (PAQ) is a widely used job analysis instrument focusing on general work behaviors
• Conducting Job Analysis involves identifying tasks performed, writing task statements, rating task statements, determining essential KSAOs, and selecting tests to tap KSAOs
• Job Description includes a detailed description of job tasks, procedures, responsibilities, tools, equipment used, and the product or service
• Many Purposes of Job Analysis include job classification, criterion development & performance appraisal, selection and placement, job design & redesign, training, and job evaluation
• Job Evaluation is a technique based on job analysis to determine the value of jobs to set salaries accordingly, often using a point system and compensable factors