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• Industrial/Organizational Psychology


  A branch of psychology that applies the principles of psychology to the workplace
• Purpose of I/O Psychology


  • Enhancing the dignity and performance of human beings and the organizations they work in by advancing the science and knowledge of human behavior
• I/O Psychology


  • Relies on research, quantitative methods and testing techniques
  • I/O psychologists are trained to use empirical data and statistics than clinical judgment to make decisions
• Difference from other related fields (ex: HR)

  Application of psychological principles like the use of psychological tests<|>Psychologists examines factors that affects the people in an organization as opposed to the broader aspects of running an organization
• 2 Approaches of Achieving the Goal of I/O Psychology

  • Industrial approach
  • Organizational approach
• Industrial approach


  Focuses on determining the competencies needed to perform a job, staffing the organization with employees who have the competencies and increasing competencies through training
• Organizational approach


  Creates an organizational structure and culture that will motivate employees to perform well, give them the necessary information to do their jobs and provide working conditions that are safe and results in an enjoyable and satisfying work environment
• Major Fields of I/O Psychology

  • Personnel Psychology
  • Organizational Psychology
  • Ergonomics/Human Factors
• Personnel Psychology


  Study of areas such as job analysis, recruitment, selection, determining salary levels, training employees and performance evaluation<|>Uses tests to select and promote employees<|>Construct performance appraisal instruments
• Organizational Psychology


  Concerned with the issues of leadership, conflict management, organizational change, group process within an organization and job satisfaction<|>Conducts surveys of employees' attitudes, usually serving the role of a consultant who makes recommendations on ways problems can be improved<|>Develop organization-wide programs like team building, restructuring, employees empowerment to improve employee performance
• Ergonomics/Human Factors


  Concentrate on workplace design, human-machine interaction, ergonomics, physical fatigue and stress
• Important Events and People in the History of I/O Psychology

  • 1870s - Appendage of organizational psychology to industrial psychology
  • William Bryan
  • 1910 - Industrial Psychology came to be a special area of psychology
  • Walter Dill Scott
  • Frederick Taylor
  • Lillian Moller Gilbreth
  • Hugo Munsterberg
  • World War I
  • Hawthorne Experiments (Western Electric Company)
  • The Psychological Corporation
  • World War II
  • Major Changes in 1980s - 1990s
• William Bryan


  A psychologist who studied the skills of telegraphers as they use the Morse code<|>He stressed out examining real skills used in everyday life<|>Desires of industrial engineers to improve productivity of industrial employees evolve
• Walter Dill Scott


  1903 he published his 1st book: "Theory of Advertising" emphasizing on the need of psychology in advertising<|>1911 published his 2nd book: "Increasing Human Efficiency in Business" which is about tactics, loyalty and human efficiency
• Frederick Taylor


  An engineer considered to be the Father of Scientific Management who sought to improve industrial efficiency<|>One of his important works is the "Principles of Scientific Management"
• Lillian Moller Gilbreth


  A female psychologist who pioneered in industrial management techniques<|>Her works are concerned with the human aspect of time management<|>She was the 1st to recognize the effects of stress and fatigue among workers
• Hugo Munsterberg


  Created the Army Alpha Test (German)<|>Considered to be the Father of Industrial Psychology<|>He is a popular figure in American Education who applied traditional psychological method to industrial setting<|>He published the book: "Psychology and Industrial Efficiency" which is about selecting workers, designing work stations and using psychology in sales<|>He is also famous for his study "What makes a safe trolley operator?"
• World War I

  I/O psychology has made its 1st impact<|>I/O psychologist were employed to test recruits and place armies on appropriate positions<|>They used the "Army Alpha" and "Army Beta" tests of Mental Ability by Munsterberg to assess armies
• Hawthorne Experiments (Western Electric Company)


  Most significant research in I/O psychology which shows enormous problems of production in relation to efficiency<|>The study attempted to find out the relationship of lighting or illumination to employees' productivity<|>Hawthorne Effect - the positive change in behavior that occurs at the onset of an intervention followed by a gradual decline often to the original level of the behavior prior to the intervention
• The Psychological Corporation


  Founded in 1921 by James Cattell<|>With the purpose of advancing psychology and promote its usefulness to the industry<|>As the largest publisher of psychological test it also served as the "clearing house" in order to protect against quacks and to provide the list of psychologists who can render services
• World War II

  The "Army General Classification Test" (AGCT) was used to assess and place draftees and assess the skills and abilities of military men
• Major Changes in 1980s - 1990s
• Criteria

  Evaluative standards by which objects, individuals, procedures or collectives are assessed for the purpose of ascertaining their quality
• Conceptual Criterion


  A theoretical construct, an abstract idea that can never actually be measured<|>It is an ideal set of factors that constitute a successful person as conceived in a psychologist's mind
• Actual Criterion


  The operational or the actual standard that researchers measure or assess
• 3 Forms of Relationship Between Actual and Conceptual Criteria

  • Criterion deficiency
  • Criterion relevance
  • Criterion contamination
• Bias


  The extent to which the actual criteria systematically or consistently measure something other than the conceptual criteria
• Error


  The extent to which the actual criteria are not related to anything at all
• Job Analysis


  A procedure useful in identifying the criteria or performance dimensions of a job<|>A formal procedure by which the content of a job is defined in terms of tasks performed, the situation in which the work is performed and the human attributes needed to perform the job<|>It is the process of gathering, analyzing and structuring information about a job's components, characteristics and requirements
• Importance of Job Analysis


  • Writing Job Description
  • Employee Selection
  • Training
  • Personpower Planning
  • Performance Appraisal
  • Job Classification
  • Job Evaluation
  • Job Design
  • Compliance with Legal Guidelines
  • Organizational Analysis
• Job Description


  A relatively short summary of a job, usually 2-5 pages, it must describe a job in enough detail that decisions about activities such as selection and training can be made<|>It should be updated on a regular basis<|>Is the written result of job analysis procedure which serve as basis for HR activities
• 8 Sections of a Job Description

  • Job Title
  • Brief Summary
  • Work Activities
  • Tools and Equipments Used
  • Job Context
  • Work Performance
  • Compensation Information
  • Job Competencies
• Conducting the Job Analysis

  1. Identify the Tasks Performed

  2. Write the Task Statements

  3. Rate the Task Statements

  4. Determine Essential KSAOs

  5. Selecting Tests to Tap KSAOs
• Methods of Gathering Information

  • Interview
  • Direct Observation/Observation of Incumbents
  • Questionnaire/Inventory
  • Job Participation
• Task Statements


  It should be properly written containing the action (what is done) and the object (to which the action is done) and the where, when, why and how the job is done
• Determine Essential KSAOs

  • Knowledge
  • Skills
  • Ability
  • Other characteristics
• Other Job Analysis Methods

  • General Information about Work Activities
  • Information about Tools and Equipments
  • Information about Work Environment
  • Information about Competencies (KSAOs)
• Competency Modeling


  The activity of determining the specific competencies that are characteristic of high performance and success in a job
• Difference of Job Analysis and Competency Modeling

  • Job Analysis
  • Competency Modeling
• Job Evaluation


  A useful procedure in determining the relative value of jobs in the organization which in turn helps determine the level of compensation<|>Assess the value of each job in an organization<|>Job analysis describes a job while in a job evaluation you compare jobs in terms of those things that the organization considers important determinants of job worth