I

NDUSTRI
ALPSYCHOLOGY
BY
DR.HAZELS.MARTI
NEZ

WhatdoesI
ndust
ri
alOr
gani
zat
iont
ypi
cal
l
ydo?
Sel
ect
ionandPl
acement
Dev
elopTest
Val
i
dat
etest
Anal
yzej
obs
Tr
aini
ng
I
dent
if
y/t
rai
ningneeds
Conduct
ingt
rai
ning
Ev
aluat
eTr
aini
ngef
fect
iveness
Or
gani
zat
ionDev
elopment(
OD)(
needt
ochange)
Pl
anandf
aci
l
itat
echange(
acqui
sit
ion,
mer
ger
,)
Anal
yzest
ruct
ureofor
gani
zat
ion

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ndust
ri
alOr
gani
zat
iont
ypi
cal
l
ydo?
Per
for
manceMeasur
ement
Dev
elopmeasur
eofper
for
mance
Reducehar
mful
measur
eofper
for
mance
Measur
eut
il
it
yorcostassoci
atedwi
thper
for
mance
Qual
i
tyofWor
kli
fe
St
ressr
educt
ion
I
ncr
easej
obsat
isf
act
ion
Changi
ngchar
act
eri
sti
csofwor
ktoi
ncr
easemeani
ng

HumanFact
ors
Fi
twor
kenv
ironmentt
opeopl
e
Cr
eat
esaf
ewor
kpl
ace(
saf
etycul
tur
e)
I
ndust
ri
alOr
gani
zat
ion-di
ff
erencesbet
weent
hei
ndust
ri
alandor
gani
zat
ional
side
I
ndust
ri
al

TheHRsi
de-I
ndividualdi
ff
erencespredi
ctWor
kbehav
ior
s
1.Recr uit
ment
2.Selection
3.Training
4.Perfor manceAppraisal
5.Promot i
on
6.Transf er
7.Termi nati
on

Or
gani
zat
ion

1.Mot
ivat
ion

2.At
ti
tudes

3.Leader
shi
p

4.Teams

5.St
ress

6.JobDesi
gn

Origi
nsofIndust r
ial
andOr ganizat
ionalPsychol
ogy
 I
ndustri
alandor ganizati
onalpsychologyisarel
ati
vel
ynewi dea.
 thenoti
onthatt heprinci
plesofscienceshouldbeappli
edtowor kset
ti
ngshas
beenaroundf orlessthan100y ears.
 Threeimportantinfl
uencesont hedev el
opmentofI/Opsychology:
 Scient
if
icmanagement
 Ergonomics,and
 Thehumanr elationsapproacht omanagement .
 

TheAdv entofSci
enti
ficManagement
Thepioneersinapply
ingscienti
fi
cmet
hodstotheworkplacewerenot
psychol
ogistsbutengineers(
Koppes&Pi
ckren,2007)
.
 Theyfocusedonscient i
fi
cmanagement:t
hemanager i
alphil
osophyt
hat
 emphasi
zesthewor kerasawell-
oil
edmachi
neandthedeter
minat
ionoft
he
mosteff
ici
entmethodsf orper
for
minganywork-
rel
atedt
ask.
 Yett
heseengineer
ssoundedl i
kepsychol
ogi
stsatt
imes.

TheAdv
entofSci
ent
if
icManagement
Amongthem wasFrederi
ckWi nsl
owTay l
or,
themaster
mindoft
heideaofsci
enti
fi
c
management.Taylor(1911)suggest
edthefol
l
owinggui
del
ines,
whichhave
conti
nui
nginf
luencetoday :
 Jobsshoul
dbecar
eful
l
yanal
yzedt
oident
if
ytheopt
imal
wayt
oper
for
mthem.
 Employeesshouldbehi
redaccor
dingt
othechar
act
eri
sti
csassoci
atedwi
th
successatatask.
 Empl
oyeesshoul
dbet
rai
nedatt
hej
obt
heywi
l
lper
for
m.
 Employeesshoul
dber
ewar
dedf
orpr
oduct
ivi
tyt
oencour
agehi
ghl
evel
sof
per
formance.
TheAdv
entofSci
ent
if
icManagement
Tay
lor
’sappr
oachwasi
nfl
uent
ial
inAmer
icanbusi
ness,
incl
udi
ng
 cl
othi
ng
 f
urni
tur
emanuf
act
uri
ng
 aut
omobi
l
eindust
ry
Twoot
herfamoust r
ail
blazer
sint hesci
entif
icapproachtoworkwereFrank(an
engi
neer)andLil
li
an( apsychologi
st)Gil
bret
h,amar r
iedcoupl
ebestknownfort
he
ti
meandmot ionstudiestheyconductedintheearlytwent
iet
hcent
ury

FRANKANDLI
LIANGI
LBREATH
FREDERI
CKTAYLOR
TheAdv
entofSci
ent
if
icManagement
Rev
olut
ioni
nIndust
ri
alhi
stor
y
Henr
yFord,
thefounderofFor
dMot orCompany,i
nvent
edtheassembl yl
ine,
inwhich
theworkersst
ayedinoneplaceandanindi
vi
duall
aborerassembledone(andonly
one)partofacarasitmovedalongonamechanizedconveyorbelt
.
Out
breakofWor
ldWarIin1914,psychol
ogi
sts,
too,
play
edani
ncr
easi
ngl
ylar
ger
olei
n
theappl
i
cat
ionofsci
encetotheworkpl
ace.
Thei
nfl
uenceofpsychologist
swasfel
tfi
rsti
nthemi
li
tar
y,especi
all
yint
hesel
ect
ion
andtrai
ningofrecr
uits(Sal
as,
DeRouin,
&Gade,
2007).
Er
gonomi
cs:
Wher
ePsy
chol
ogyMeet
sEngi
neer
ing
Today
,manyoccupat
ionsi
nvol
vet
hei
nter
act
ionofhumanbei
ngswi
tht
ool
s.
Under
standi
ngandenhanci
ngthesaf
etyandeff
iciencyoft
hehuman–machi
ne
i
nter
acti
oni
sthecentr
alf
ocusofergonomics,
al
socal
l
edhumanf
act
ors,
afi
eldt
hatcombi
nesengi
neer
ingandpsy
chol
ogy
.
Thefiel
dofergonomicsi
stheori
ginofthet
erm appl
iedpsychol
ogy
,asthosewho
conductedthi
sworkduri
ngthewarwerethefi
rsttoappl
ythepri
nci
plesof
psychol
ogicalr
esear
chtotheworkpl
aceset
ti
ng.

Today
,er
gonomi
csspeci
ali
stsr
epr
esentar
angeofexper
ti
se
Per
cept
ion
At
tent
ion
Cognit
ion(i
ndi
vidual
swhomighthavegoodideasaboutthepl
acementofbut
tonsona
contr
olpanelort
hepr
efer
redcolor
ingofthosebut
tons)
Lear
ning(
indi
vi
dual
swhomi
ghtdesi
gnt
rai
ningpr
ogr
amsf
ort
heuseofmachi
nes)
Soci
alandenv
ironment
alpsychol
ogi
sts(
indi
vidual
swhomi ghtaddr
essissuessuchas
l
ivi
ngi
naconstrai
nedenvir
onmentl
ikethatofthespaceshut
tl
e).
Er
gonomi
csandHumanf
act
ors
Ar
easofst
udyi
nwhi
chpsy
chol
ogi
standengi
neer
s
 t
ryt
opr
oducepr
oduct
sandsy
stemst
hatar
eeasyt
ouseandsaf
e
 Maxi
mizeef
fi
ci
ency
 Mi
nimi
zephy
sical
str
ain
 Mi nimi zepsy chologicalstr
ains
TheHawt horneSt udiesandt heHumanRel ati
onsApproacht oManagement
 aser i
esofst udiesattheWest ernElect
ri
cHawt hor
neWor ks,
aplantoutsi
de
Chicago, conduct edfr
om 1927t o1932undert heleadershipofpsychol
ogist
andsoci ologistEltonMay o.
 I nwhatbecameknownast heHawt hor
nestudies
TheHawt horneSt udies
Workers’
feelingsaf fecttheirworkbehavior
I
twasaf i dexper
el i
ment , demonstrat
edthev al
ueofresearch
Workerperceptionsofr eal i
tymoreimportantt hanobj
ectiv
er eali
ty
Discoveryoft he“Hawt hor neEf fect ”
TheHawt horneSt udiesandt heHumanRel ationsAppr oacht oManagement
 May oandhi scol l
eagueswer ei nitiall
yinterestedi nexami ninghowv ari
ous
wor kcondi ti
onscoul di nf luencepr oductivi
ty.
(forexampl e,room l ight ing, humi dity ,br eaks, workhour s, andmanagementst y
le)
 Wor kerswer er andoml yassi gnedt ooneoft wogr oups.
 Cont rol gr oup, thel ight i
ngr emai nedconst ant
,
 Exper i
ment al gr oupav ariet
yofdi fferentlight
ingi nt
ensit
ieswas
empl oy ed.
 Ther esul tswer esur prising.Bothgr oupsdi dbetter—andt hey
per for medi ncr easi ngl ybet t
erov ert i
me( Roethli
sberger&
Di ckson, 1939) .
TheHawt horneSt udies
 Hawt horneef fect ,whi chr ef erst ot het endencyofi ndivi
dualst oper
f orm
bettersimpl ybecauseofbei ngsi ngl edoutandmadet of eelimport
ant .
 Thehumanr elat ionsappr oachemphasi zest hepsy chological
characteristicsofwor ker sandmanager s,stressingt hesignifi
canceof
factorssuchas
 Mor al e
 At titudes
 Val ues, and
 Humanet r
eat mentofwor kers
TheHawt horneSt udiesandt heHumanRel ationsAppr oacht oManagement
 Humanr elationsappr oachest o
 Managementst ress
 Posi tivei nter per sonal relati
onsamongco- workers
 Teamwor k
 Leader shi p
 Jobat ti
tudes
 Soci al skillsofmanager s.
 Thesemet hodsemphasi zethatf ulf
il
lingwor kmeet sot
her
impor tanthumanneedsbey ondpur elyeconomi cconsider at
ions
(Lat ham &Budwor t
h, 2007) .
ResearchMet hodsi nIndust r i
al Psy ch
Experimental Methods
Mostpower f
ul ofal l resear chmet hods
Causeandef f
ectr elat i
onshi p
Random Assi gnmentofSubj ect s
Mani pulati
onofI ndependentVar iabl e(s)
 Measur ementofDependentVar iabl e( s)
Correl
ati
onal Met hods:
Nomani pulat
ionofv ariabl es
Measur esnat urallyoccur ringassoci at i
onbet weent woormor ev ar iables
Cannoti nf ormr esear cheraboutcause- ef fectr elati
onshi pbet weenv ariabl es
Quasi-
Exper iment alMet hods:
Usewhensomeaspect sofexper iment at ionar epossi bl
ebutnotal l
Morecommoni nI / Opsy cht hani nmanyot herar easofpsy chology
Surveys&I nterv i
ews
 Toaskpeopl et hei ropi ni ononsomet opic
 conduct edbyper sonal inter view, phone, fax ,
inter net ,mai l
.
• Ar chival Resear ch
 Usi ngpr ev i
ousl ycol l
ect eddat aofr ecor dst oanswerquest i
ons
 Notbei ngobst rusi v eandnotexpensi ve
 Ex.Per sonal files, companyr ecords
• CaseSt udies
• Met a- Anal ysi
s
 ast at i
st ical met hodofr eachi ngconcl usionsbasedon
pr eviousr esear ch.
 “ Meanef fectsi ze”–amet aanal ysi sst ati
sticthati st he
av erageoft heef fect ssi zesf oral l studi esincludedi nt he
anal ysis
BRIEFHISTORYOFI NDUSTRI ALPSYCHOLOGY
• Pr of essorWal terDi ll Scot t( 1903)–“TheTheor yofAdv erti
si ng“abook
consi deredt obet hef i
r stdeal ingwi thPsy chologyandaspectofwor k
• HugoMunst er ber g–“ ThePsy chol ogyofI ndust rialEf f
iciency ”
• Wor l
dWar1mar kst heemer genceofI ndust ri
al Psy chology
 Scr eeni ngandcl assi f
y ingmi ll
ionsofr ecr uits
 AnumberofPsy chol ogi st sdev i
sedagener al i
nt elli
gencet est
sot hatper sonswi thl owi nt elli
gencecoul dbei dent i
fiedand
el imi nat edf rom t het raini ng.
 Twot estwer edev eloped: Thear myAl phaf ort hel iterat esand
t hear m bet af ort henonl iterates
 Thi smi litar yexper iencepr ov idedt hebasi sf orady nami c
pr olif
er ationofI ndust rial Psy chol ogy .
 Busi nessesandSchool sy stem andot heror ganizat i
onst hat
r equi redcl assif yingandscr eeningt echni quesbecameawar e
oft hesuccessf ul useoft est s
BRIEFHISTORYOFI NDUSTRI ALPSYCHOLOGY
• Fr ankGi lbret handLi l
ianGi l
br et h
Theywer eamongt hef irstt oi mpr ov epr oduct ivityandr educef atiguebyst udyi
ng
themot i
onsusedbywor ker s
• Hawt horneSt udi es
Conduct edatt heHawt hor nepl antofWest er nEl ectric, wast odet er mi net he
ef
fectsofchangesinl
ighti
ngproduct
ivi
ty,
• HawthorneEffect-I
tisthetendencyofpeoplet
obehave
dif
fer
entl
ywhent heyrecei
veattent
ionbecausetheyr
espondt
o
thedemandsoft hesi
tuati
on.
BRIEFHISTORYOFI NDUSTRIALPSYCHOLOGY
• 1960’s
Charact er
izedbyt hepassageofsev eral maj orpi ecesofci v
ilright slegislati
on.
Useofsensi ti
vityt rainingandT-gr oupsf ormanager s
• B. FSki nner“Bey ondFr eedom andDi gni ty”r esul tedi nt hei ncreaseuseof
behav iormodi ficationt echni quesi nor gani zations.
• 1980’ s–2000’ s
• I ncr easeuseoff airlysophi sticat edst atisti
cal techni quesand
met hodsofanal y sis.Anewi nt eresti nt heappl icationof
cogni ti
vepsy chol ogyt oindust ry
• I ncr easedi nt eresti nt heef fectsofwor konf ami l
ylifeand
l
ei sur eact ivities
• Renewedi nt eresti ndev elopi ngmet hodst osel ectempl oyees.
(cogni t
iveabi lit
yt est ,per sonal ityt est, biodat a, andst ructure
i
nt er vi
ew, TQM, re-engi neer ing, empl oy eeempower ment ,
downsi zing)
• Rapi dadv ancesi nt echnol ogy( testandsur veyont hei nternet
,
recr uitandscr eenappl icant sonl ine, Twi tt
er,Li nkedI n,
Facebook.El ear ningandDi stancel ear ning.
EmployeeSel ect
ion-Maj orConsi der at i
onandPr inciples
JOBANALYSI S
• Apr ocesst oest ablishanddocumentt he‘ jobr elatedness’ ofempl oy ment
procedur essuchast raining, sel ection, compensat ionandper f
or mance
appraisal.(Pereda, P.,Per edaP. ,2008)
• Thef oundat i
onf oral mostal lhumanr esour ceact ivit
ies.
• Thepr ocessofst udy ingposi tions, ofdescr ibingt hedut i
esand
responsi bi
l
iti
est hatgowi thjobs, andgr oupi ngsi mi l
arposi t
ionsi ntojob
categor i
es.
• keyi nput sort ool sforv arioushumanr esour cesmanagementact i
vi
t i
es
suchas
• Recr uit
ment
• Per formanceAppr aisal
• Compensat i
onsur veycompar i
son
• Tr ai ningandDev elopment
• Car eerPl anni ng/Per sonpowerPl anni ng-“Pet erPr i
nciple”
JobAnalysi
s
JobAnalysi
scapt uresaweal thofj obi nfor mat ion, whi chser vesasagui def orv ari
etyof
uses:
• JobDescr i
ption
 • Recr ui t
ment, sel ect ion, placementandempl oyeecounsel ing;
• JobEv aluationandsal arydet ermi nat i
on;
• JobHi erarchyf orpr omot ionandt ransf erpur poses;
• Per f or mancest andar dsset ti
ng;
• Wor kpr ocedur esr ev ieworset ting;
• Jobdesi gnandRedesi gn;
• Tr aini ngneedanal ysisandski l
l requirement ssetti
ng/document ation;
• Super visionef fect iveness;
• Wor ki ngcondi tionsr eviewand/ orcor recti
on;
• Jobcont r
ol sy stem consi st i
ngofani nventor yofaut horizedposi tions;
• I nv ent or yofposi tions, empl oyees;
• I dent ifi
cat i
onofv acant , open, dupl i
cat e,expandedandr educedposi ti
ons
JobAnalysis
JobAnalysisPr ogr am i susual l
yunder t
akenwhen;
1.t heor ganizat ioni sst artingoper at i
ons
2.Anewj obi scr eat ed
3. Aj obi schangedsi gni fi
cant lybyt henat ureofoper ations
4.Technol ogyi nt roduct ion
5.Rest ructur ing
JobDescriptiondescr i
best hef ollowi ng: (
Sison, 2003)
• Thej obi nt ermsofi tslev el ofdut i
esandt asksorpr ocedur esneededt odo
thej ob.
• Thedut iesper for med, theski l
ls, tr
aining, andt heexperiencer equired,t
he
responsi bil
itiesi nv olv ed, thecondi tionsunderwhi chthej obi sdoneandt he
relat ionoft hej obt ot heot herj obsi nt heor ganizati
on.
• Adet ailedandaccur at edescr iptionoft hej obandnott hewor ker.Itwould
cov ert hef ollowi ng:
• Jobf unct i
onsorpur pose
• Maj ordut i
esper f
or med/Maj orr esponsibil
ities
• Per for mancest andar ds
• Per cent ageoft imedev ot edtoeachdut y
• Repor ti
ngr elat i
onshi p
• Machi neandequi pmentused
• Wor kingcondi tionsi ncludi ngpossi blehazar ds
• Numberofper sonswor kingont hesamej ob
JobTit
le
AJobtit
leisi mpor tantf orsev er al reasons:
 Anaccur atet itl
edescr ibest henat ureof
thej
ob.(Ex.Dat aent r
yspeci alist ,per sonnel assi stant)
 Ai dsi nr ecr uitmentandsel ect ion
 Pr ov ideswor kerswi t
hsomef ormsofi dent i
t y

Act
ionwordstoUsei
nJobDescr
ipt
ion
Account
s
Acqui res
Adapt s
Adjust s
Admi ni ster s
Adopt s
Adv ises
Adv ocat es
All
ocat es
All
ot s
Alter s
Amuses
Anal y zes
Answer s
Appl ies
Appoi nt s
Appr aises
Appr ov es
Arbi trates
Arranges
Assembl es
Assesses
Assi gns
Audi ts
Aut hor izes
Awar ds
Balances
Bar gai ns
Met hodsofJobAnal ysis
Quest ionnai reMet hod
Checkl istMet hod
I
ndi v i
dual Int ervi
ew( i
nof f
ice)
Obser v ationI nterview(inworkpl
ace)
Obser v i
ngI ncumbent s
GroupI nter view
Techni cal Conf erence/Panelofexper
ts
(Ammer manTechni que)
Diary /Sy st emat icActivi
tyLog
Wor kPar ticipationMet hod
Critical Inci dentTechni que

Whoshouldparti
cipat
ei njobanal
ysis?
Char
acter
ist
icsofempl oyeesmayi nf
luencehowt heyv
iewt
hei
rjob
Competence,race,gender,
age, educat
ion,
etc
JobAnaly
sis
CONDUCTI NGAJOBANALYSI S
Ther ear emanyway st oconductaj obanaly
sis,t
hegoalofmostjobanalysesi
s
toident ifyt het asksper formedi najob,theconditi
onsunderwhichthetasksar
e
performed, andt heKSAO’ sneededt oper f
ormt hetasks.
Conduct ingaJobAnal ysis
Step1: Ident i
f yTasksPer for med
Gather ingexi st ingi nformat ion
I
nter vi
ewi ngsubj ectmat terexper t
s(SMEs)
Obser v i
ngi ncumbent s
Jobpar ticipat ion
Conduct ingaJobAnal ysis
Step2: Wr i
teTaskSt atement s
Requi redel ement st oat askst atement
Act ion
Obj ect
Optional element s
Wher et het aski sdone
Howi tisdone
Whyi ti sdone
Wheni ti sdone
Char acter isticsofwel l
-wr itt
ent askstatements
Oneact i
onandoneobj ect
Appr opr iat er eadingl evel
Thest at ementshoul dmakesensebyi tsel
f
Al lst at ement sshoul dbewr i
tt
eni nthesamet ense
Shoul di ncl udet het ool sandequi pmentusedt ocompl
etethetask
Taskst at ement sshoul dnotbecompet enci
es
Taskst at ement sshoul dnotbepol i
cies
Whati sWr ongwi tht heseTaskSt at
ement s?
Handl escust omercompl aints
Type, fil
es, anddi stri
but escor respondence
Util
izesdeci si on- maki ngski ll
sandabi l
i
ties
I
nchar geoft hecopymachi ne
Usest hecomput ert obal ancedepar tmentbudget
Responsi bl ef oropeni ngandcl osingtheof fi
ce
Greet sv isitor s
Exami nessuper visor ’
sdai l
yschedul e
Over seest heof fi
ce

Step3:RateTaskStatements
Taskscanber atedonav ari
etyofscal
es
Importance
Part-
of-t
he-j
ob
Frequencyofperformance
Timespent
 Relati
vetimespent
Compl exit
y
Crit
ical
ity
Resear
chshowsonl ytwoscal
esarenecessar
y
Frequency
Impor t
ance
Rati
ngScale
(Taskmustbei ncludedi
nanal
ysi
sifit
srati
ngsoff
requency&i
mpor
tanceexceeda
cri
ti
calt
hreshold)

Step4: Det ermi neEssent ial KSAOs

Oncet het askt hatar eessent ial fort hepr operper for manceofaj ob, t
henextst epi st o
i
dentifytheKSAO’ sneededt oper f or mt het ask.
A Knowl edgei sabodyofi nf ormat ionneededt oper form at ask.
ASkillist hepr of iciencyt oper for m al ear nedt ask.
AnAbi l
ityi sabasi ccapaci tyf orper formi ngawi der angeofdi fferentt asks, acqui ringa
knowledge, ordev elopingaski ll
.
Otherchar acter ist i
csI ncl udesuchper sonal fact orsasper sonal ity,will
ingness, interest,
andmot ivationandsucht angi bl ef act or sasl icense, degreesandy earsofexper ience.
Conduct ingaJobAnal y sis
Step4: Det ermi neEssent ial KSAOs
JobAnal ysisDat aGat her i
ng
Questionnai resAnef fect ivewayofobt ainingj obi nfor mat i
oni stohav eempl oy ees
accompl ishwel l desi gnedandadequat elyexpl ainedJobAnal ysisQuest ionnai r
esl ater
revi
ewedbyt hei ri mmedi at esuper iors.
MethodsPr ov idingGener alI nfor mat i
onAboutWor kerAct i
v i
ties
1.PositionAnal y sisQuest ionnai res.( PAQ)i sa
 ev aluat esj obski l
llev elandbasi cchar act er
isticsof
appl i
cant sf orasetmat chofempl oy mentoppor tuni t
y .
 ThePosi tionanal ysisquest ionnai r
ei nvolv esaser i
esofdet ai
l
quest i
oni ngt opr oducemanyanal ysisr eports
ThePosi ti
onAnal y sisQuest ionnai re( PAQ)
AStructur edWor ker -
Or ient edTechni que
Posit
ionAnal ysi sQuest i
onnai re
Impor tanceof194I temsr atedon1- 5scal e
6mai ndi mensi ons
Inf or mat ioni nput( per cept ual &ot hersour ces)
Ment alpr ocesses( r easoni ng,deci si
onmaki ng)
Wor kout put( manual mani pulation; coor dination; outputdev ices
Rel at i
onshi pswi thot her s( communi cat ion;super v i
sion; personal cont act
Jobcont extphy si cal &psy chologi cal wor kingcondi ti
ons
Ot her /Mi scel laneous( schedul e, appar el ,met hodofpay ,responsi bi li
ty)
Easyt ouse
St andar dized
Di ffi
cul ttor eadf orav er ageempl oy ee
JobAnal ysisDat aGat her i
ng
2.JobEl ement sI nv entor y.( JEI )ani nst rumentdesi gnedasanal ternat i
vet ot hePAQ
devel
opedbyCor neliusandHackel .
 TheJEIcont ains153i tems
 Easi ert oread
3.Funct
ionalJobAnal ysis.(FJA)ani nst
rumentdesi gnedbyFi ne
 Anal yzet hreef unct
ions
 Dat a( informat ionandi deas),
 Peopl e(clients, cust omer s,andcowor ker
s)
 Things( machi nes, tool s, andequipment)
MethodsPr ovi
dingI nformat i
onAboutTool sandEqui pment
4.JobComponent sI nventory.(JCI)devel opedbyBanks, Jackson, Stanf
ordandWarr.
 I ni
ti
atedi nEngl and,consistofmor ethan400quest i
ons
 Tool sandequi pment ;
 Per cept ual andphy sical requirement
s
 Mat hemat i
cal requi rement;
 Communi cationr equi rement s
 Deci sionmaki ngandr esponsi bil
ity
5.JobStructur
ePr ofi
le.(
JSP)Ar ev i
sedv ersionoft hePAQwasdev el
opedbyPatr
ick
andMoor e.Designedt obeusedmor ebyt heanal ystt hant hewor kers

6.TheCommonMet ricQuesi onnaire( CMQ)

 t arget edtowar dbot hexemptandnonexemptj obs.
 I thasf i
vesect ions: (1)Backgr ound,(2)Cont acts
wi thPeopl e,(3)Deci sionMaki ng,(4)Phy si
cal and
Mechani cal Activit
ies, and(5)Wor kSett
ing.
7.FleishmanJobAnal ysisSur vey(F-JAS)
 Thet axonomyi ncludes52cogni ti
ve,physical,
psy chomot or,andsensor yabil
it
iesthathav e
strongr esear chsuppor t
 t heFJASusesl evel ofabi l
i
tyrati
ngscal esthat
speci fylevel offunct ioningrequirementsf orjobs.
Functional JobAnal ysi
s( FJA)
ARel ativelyUnst r
uctur edWor ker -
Orient edTechni que
Developedf ort heU. S.Gov er
nment
Acombi nat ionofi nterv i
ew&obser vat ionofj obper f
or mance
Att
empt st odescr i
bewhatwor kersdoandatwhatl ev eltheyengagei nit
Usedi nt heOccupat i
onal Informat i
onNet work(O* NET)O* NETdescr i
bes:
(ht
tp://www. occupat i
onal i
nfo.org/onet /)
Tasksper formed
Knowl edger equi r
ed
Skill
sneeded
Abi l
i
ties
Wor kact ivit
ies
Wor kCont ext
I
nt erests
Wor kVal ues
Crosswal ks
JobAnal ysisDat aGat hering
Met hodsPr ov i
dingI nf ormat ionAboutCompet encies
8.Occupat i
onal Anal ysi sInv ent or y( OAI)
 cont ains617" wor kel ement s.".
 Themaj orcat egor iesofi temsar efive-fold:
(1)Inf ormat ionRecei v ed
(2)Ment alAct ivities
(3)Wor kBehav ior ,
(4)Wor kGoal s
(5)Wor kCont ext .
JobAnal ysisDat aGat her i
ng
10.Wor kPr ofil
ingSy st em ( WPS)
 desi gnedt ohel pempl oy ersaccompl ishhumanr esource
funct ions.
 Thej obanal y sisisdesi gnedt oy ieldr epor tstar get ed
towar dv ar
ioushumanr esour cef unct ionssuchasi ndivi
dual
dev elopmentpl anni ng, empl oy eesel ection, andj ob
descr i
pt ion
TwoMaj orSour cesofcandi dat est of i
l
lt hev acantPosi tions
I
nter nal Sour ce–Thesear et hequal ifi
edcandi dat esf r
om t hecompanyandwi thi
nt he
ranksofi tspr esentempl oy ees.
• Adv ant ageofboost ingt hemor aleofot herempl oyeesandencour aging
them t oper f
or m wel l.(empl oy eesl ookf orwar dt oabr i
ght erfutur e)Car eer
dev elopmentandcar eermobi li
tyoppor tunitiesar epr ov ided.
• ( Promot ionsgener at eachai nofef fectsi ncet heyl eadt ov acantposi ti
ons)
• Tr i
ggeraposi ti
v eef fectonempl oy ee’sper for mance.
• Lessexpensi veoft i
meandr esour ces.( incumbentempl oy ee’sar eal ready
fami li
arwi tht heor gani zati
onalr ules, pol i
ciesandr egul ations)
• Bestappl i
cabl ef orsuper vi
sor yormi dl ev el posi t
ions.
Exampl es:Pr esentempl oy ees; For merempl oy ees; Pr ev i
ousappl icant s
External Sour ce–Thehi ri
ngf rom t heout sidesour cei samanagementopt ion.
• Noonef rom wi thinamongt henextr ankofempl oy eescansuccessf ull
y
per formt hej ob
• Newv acantposi t i
onr equi r
esaddedski ll
sduet ot hei ntroduct ionofnew
technol ogy
• Thecul tur eofconf lictamongt heempl oy eeswhoar ev yingf oranew
posi ti
on.
Recr uit
mentandSel ect ion
Recr uit
menti sthepr ocessofsear chf orandsecur ingappl i
cant sf ort hev ariousj ob
positionssot hatt her ightpeopl eint herightnumbercanbesel ectedt ofil
l thej ob
positionswhi char isef rom t i
met ot i
mei nor gani zat ion.
 
Thepr ocessofSELECTI ONandPLACEMENTf oll
owsequent iallyaf terther ecr uitment
thetot al processofr ecr uitmentsel ectionandpl acementcanbecal ledt heHI RING
process.
   Theneedf oraddi ti
onal per sonnel isident i
fied.( Humanr esour cepl anni ng)
  Reviewandanal yzethemanpowerr equirement
s
 Humanr esourcedepartmentwillannouncetheneedformanpower.
 Ther ecruit
mentof fi
cermustidenti
fyt heknowl
edge,ski
ll
sandabili
ti
esi
n
thev acantpositi
on
 Ther eferenceforthequal
if
icati
onr equir
ementsisi
ntheexist
ingj
ob
descr i
pti
on.

OtherSour cesofAppl icants

Ther ear eal otofsour cesofappl i
cant sf r
om whi char ecr uitercanchoose.The
fol
lowi ngi temsar egoodsour cesofappl i
cant s:
 Wal k-InAppl icant s
 Ref er rals
 JobFai rs( Gov ernment , Non- Gov ernment ,School set c)
 Pl acementof ficesofCol l
egesandUni v ersities
 t heI nter net( Jobst reet)
 Jobpost ings( st reamer ,print -
ad, tvad, post erset c)
Met hodsofHumanResour ceRecr ui t
ment
1.JobPost ing–ev eryt i
meaposi ti
onbecomesav ai l
abl ei ti spost edi nt hecompany
bull
et i
nboar df ort hei nfor mat ionofal l i
nter est edpar t
ies.
 I tshoul dspeci fyandcont aint hej obdescr iption
 Thedepar tmentwher et her eisav acancy ,sal arygr ade, wor kschedul e
 Andwor kingcondi ti
ons
Promot i
ngort ransf erringempl oy eesf rom wi thi nof ferst hef oll
owi ngadv antages:
• I tcreat esanopeni ngf oral owereasyt of i
llposi t i
on
• Themor aleoft heempl oy eei sboost ed/Hi ddent alentmaybeuncov er
edand
ut i
l
ized.
• I tsav esconsi der ablet imeandmoney .
• Empl oy eesar eal readyf ami liarwi thcompanypol icyandt hej obi tselfand
theref or el essadj ust menti snecessar y.
2.TheWor d–of–Mout hSy st em-I tisoneoft hel eastexpensi ver ecruitmentsy stems.
• Assoonaspeopl el earnt hatt here’ saj obopeni ng,thewor dspr eadaround.
• TheChi nesecompanywoul dpr eferanappl icantwhoi sr ecommendedby
somebodywhoi sl oyal andt estedandhaswor kedwi t
ht hem f oranumber
ofy ear s
Thef ollowi ngpr ecaut ionar ymeasur esshoul dbeobser ved:
• Regi onalism maydomi nateov ert hecompanyempl oyees
• Pul l
ingt hest ringsandt he“ padr ino”sy st em maypr ev ail
int hehi ringof
empl oy ees
2.Adv er ti
singMedi a–Apopul arandef fectivemeansofsol icit
ingappl icant si
s
adver t
isingt hroughmedi a, newspaper s, magazi nes, radioort elevi
si on.
• Theadmustcont aint hedut i
esandr esponsi bili
tiesoft heposi tion.
• Sundayi st hebestdayoft heweekt oputanad,
 • Theti
meoft
heyearcoul
dal
soaff
ectt
heappl
icant
’sr
esponse.Notmany
appl
i
cant
swoul
dbeav ai
l
abl
eint
heMonthsofNovemberandDecember
t
h
duetothe13 mont hpayandot hercompanyincent
ives.
Whatar
  eBlindAds?
Theseareadsthatdonotrevealt
heidentit
yofthecompany ,i
nst
eadt
heygi
vea
boxnumberwheretheresume’orperti
nentpaperswil
lbeforwarded.

3.Wal kInsandUnsol icitedAppl i

cant s
• Apossi bl esour ceofout st andi ngempl oyees
• Mostof tent heappl i
cat i
onl etter sorresumear eputint hewast ebasketor
attimesputi nfil
e.
4.CampusorUni ver sityRecr uitment–manyor ganizationsendr ecr ui
terstocol legeto
answerquest i
onsaboutt hemsel vesandi nt ervi
ewst udent sforav ai
lableposi t
ions.
6.JobFai randOpenHouse
• or ganizat i
onal repr esentativesoft hecompanygat herand
int
er vi
ewsev eral applicant sov eraper i
odofoneort woday sin
somespeci fi
edf i
el ds.
• Somej obf airsar econduct eddur ingweekendatt owncent ers
oranyconv eni entpl acei nthet ownorci ty .
7.Gov ernmentAgenci es-Anempl oymentser vi
ceoper atedbyast ateorlocal
gov ernment ,designedt omat chappl icant swi t
hj obopeni ngs.
Publ i
cEmpl oymentandSer vicesOf ficer–ar m ofDOLEcompi lesappl i
cationsf or
referraltothedi ff
er entcompani esandconduct sjobf airs
9.Radi oandTel ev i
sion-usedasmedi umsf ormanpowerr ecruit
ment
Thecov erageofadv er t
isementi sofgr eatmagni tude,mor equali
fiedappl i
cant scanbe
reached.
10.TheI nternet–companypr ofi
lesandj obpl acement scoul dev entuall
ycomei ntothe
i
nter net.
Thef oll
owingadv ant agesar e:
• Appl icat i
onl ett
er sorr esume’ scoul dimmedi atelybesentt ot hecompany .
• I mmedi ateanswercoul dbeav ail
ablet hroughemai l
• I mmedi ateneedsoft hecompanyonmanpowerr equirement scoul dbe
answer edi nashor ttime.
• Theyar el esscost l
yandgeti mmedi ater esponse.

Execut
iv esearchfirms-Employmentagenci esalsocall
ed“ headhunt
ers”thatspeciali
ze
i
nplacingappl i
cantsinhighpay i
ngj obs.
 
SELECTI ON-definedast heprocessofdet ermi
ningfrom amongt heappli
cant swhocan
meetthej obrequirementsandcanbeof feredt
hev acantpositi
onintheor ganizat
ion.
Recrui
tment
Thedifferentdepartmentsoftheor ganizationmakeper sonalrequi
sit
ionstot heHRDon
thei
rmanpowerr equir
ement sthroughPERSONNELREQUI REMENTFORM ( PRF)duly
appr
ovedbyt
hemanagementconcer ned.
 
ThePRFspeci
fi
est hef ol
lowing:
• Theposi t
ionsandt henumberrequi
red.
• Thejobspeci fi
cations
• Whatisr equir
edt odot hejob(
toolconsoli
datest
henecessar
yemployee
qual
ifi
cationsident i
fi
edinthej
obanalysis
• Knowledge, abil
i
ties,ski
ll
sorli
censes
• Thepersonal qualiti
esneededforawor kert
odothejobsuccessf
ull
y.

Recrui
tment
 TheHRDdet ermi nest hesel ectionpr ocedur eonhowt ogett hemostqual ifi
ed
appli
cant s.Manager sandt opexecut ivesmustappr ov et hesest andar doper ati
ng
procedur es.
 Thef oll
owi ngst agesmaybei mpl ement ed
Recrui
tment–Sel ect i
onPr ocedur e
Select
ionPr ocedur eonhowt ogett hemostqual ifi
edAppl icant s
Stage1-Est ablishi ngsel ectionpr ocedur e
• Successf ul empl oy eesel ect i
onclear sunder standi ngofaj ob’scomponent s.
Stage2-I dent i
fy i
ngandchoosi ngsel ectioncr i
teri
a, predictor sandi nstrument st obe
used
• Wei ght i
ngj obdut iescanhel ptheempl oy erassesst hequal ifi
cat ionsof
compet ingcandi dat es
• Ski ll
, knowl edgeandabi lit
yar eratedaccor dingt oi tsimpor tancet othej ob.
 
Stage3-Gat herandEv aluatei nf ormat ionaboutappl i
cant s
• Appl icant ’sski l
lscanbeev aluatedt hroughappl icat i
ons, interviews, test s,
referencecheck, letter sofr ecommendat ionandphy sicals.
Stage4–Makecommuni cationdeci sionswhet hert osel ectorr eject
• Fol lowi ngat horoughsel ectionprocessenabl esy out obaseadeci sionon
subst antial datar atheri ntuiti
onal one
• Unf or tunatel ytooof ten, candidateswhoar esel ect edf oraposi tionnev er
hearf rom t heempl oy er.Othermayf i
ndoutaposi tionwasf il
l
edwhent hey
seet henewempl oy ee.
•  
WhoMakest heDeci sion?
• TheHRDi sast af fdepar tmentandhasaf unctional authoritytoassi stline
manager sinal lrelatedper sonnel functions.
• Thef inal deci si
ont ohi reusual l
yisl eftupt ooper atingdepar t
ment
execut ives
• I ti
st hef unct ional aut hor i
tyoft heHRDt oscr eent heappl icantsandt o
submi tt henamesoft hosewhopassedt heinitial scr eeningt ot heoper ati
ng
depar tmentf oritsf inal decisiononwhom t osel ectandf i
nal l
ytohi r
ef orthe
 j
ob.
Selecti
onandJobMat chi ng
• Selecti
ontriest omat cht hepersonalqualiti
esoft heappli
cantswiththejob
requir
ement s.
• Baseduponanev aluat i
onoft heappli
cantsst rengthsandweaknesses.
• Wecannotsepar atet heper sonfrom hisper sonalcharact
eri
sti
cs
Selecti
onProcess
TypicalCor
rectedValidityCoef ficientsforSelecti
onTechni ques
Selecti
onProcess
1.PRELIMINARYSCREENI NG
• Thef i
rststepi ntheassessmentofanappl i
cantforthejobsistheinit
ial
i
ntervi
eworpr el
iminar yscreening
• Dealswi t
ht heobv i
ousf act
orssuchasv oice,dress,physi
calappearance,
personalgroomi ng, educat ionalbackground, prof
essionalt
rai
ningand
experi
ence

Thefol lowingper sonal t

r aitsandqual i
t i
esar ethemosti mpor tantt hi
ngst oconsi deri n
theprel i
mi naryscr eeni ngpr ocess:
•   Apt it
udeandi nter esti ndicat eournat uralabil
ities,capaci tyorl ear ni
ngat ti
tude
anddesi rest odocer tainjobs
• At t i
tudesandneedsi ndi cat eanappl i
cant ’sfr
ameofmi nd,emot ional and
ment al matur ity, senseofr esponsi bil
ityandaut horityandf ut uremot ivation.
• Anal yticalandmani pul ativeabi li
tiesindicat eourt hinkingpr ocess,
intelli
gencel ev el andabi li
tyt ouseknowl edgeef f
ect i
velyinanyassi gned
task.
• Ski l
lsandt echni cal abi li
tiesi ndicateabi l
itytoper for m specificoper ations
andt echnical aspect soft hej ob.
• Heal th, ener gyandst ami nai ndicat ephy sicalabilit
yt oper f
or mt he
assi gnedt ask( especi allyt hosei nvolvingmanual andmanager i
al duties)
• Theper son’sv aluesy st em pr ov i
desacl uet omot ivati
on, goal s,object iv
es
andwor kv aluesandper sev erance.
TypesofI nterv i
ew
Str
uctur edi nterv i
ew-f ollowasetofpr ocedur esandt heinterviewersett hel ead.
• Jobr elatedquest ions
• Al l appl i
cant sar easkedt hesamequest ions
• Ther ei sast andar di
zedscor i
ngkeyt oev aluateeachanswer .
Unstruct uredI nterview–pr ov idesnospeci fi
cr eferenceandt heappl i
canti sgi venaf ree
handi nt al
kingabouthi msel fandt hei nter v
iewermakesanassessment .
Styl
eofI nterview
Oneononei nterview–i nv olv eonei nt ervieweri nterviewingoneappl i
cant
Seri
al Interviewi nv olveser i
esofsi ngl ei nterview
Panel orRoundt abl einter view–usual l
ydonef ormanager i
al andsuper visoryi nterview,
have
Patt
er ned( St r
uct ured)I nt erv iews
Interv i
ewerf ol lowsapr edet ermi nedser iesofquest ions
Ther ei sawr ittenr atingofeachansweri mmedi at elyaf terquest ion
All
owssy stemat iccompar i
sonofappl i
cant s
Keepsi nterviewonj obr el atedi ssues
Prov idingi nt erv iewerwi thsampl esof“ good”&“ badanswer sallowsmor eobj ecti
ve
scor ing
Mayi ncl ude“ critical inci dent ”quest ionsl i
ket hoseusedi nsituational inter vi
ews
TypesofI nt erv iew
Adv ant agesofSt ruct ur edI nter vi
ew
• Mor eonj obr elatednessandst andar di zedscor ing
• Quest i
onsar ebasedonj obanal ysis
• Tapj obknowl edge, j
obski ll
s,appl iedment al skill
sandi nter personal ski
ll
s
 
 
Probl emswi t hUnst ruct ur edI nterview
PoorI ntuiti
v eAbi li
ty-I nt er vi
ewer sbaset hei rhiringdeci sionongutr eact i
ons
Lackofj obr el at edness-Notbei ngj obr elated; Whyshoul dIhi rey ou; Whatdoy ousee
your selff iv
ey ear sf rom now?; Whatdoy our eallywantt odoi nlife?
PrimacyEf fect s–or“ firsti mpr essi on”i nfor mat ionpr esent edear l
yi nani ntervi
ew
carriesmor ewei ghtt hani nfor mat ionpr esent edl at er.
Cont rastEf fect–Theper for manceofoneappl icantaf fectst heper cept i
onoft he
per f
or manceoft henextappl icant .
Interv i
ewer–Appl icant ssi milariti
es–appl i
cant swi l
lreceiveahi gherscor eifsheorhe
i
ssi mi l
art ot hei nter v i
eweri nt ermsofper sonal ity, atti
tude, andr ace.
Interv i
eweeAppear ance-at tract i
venessbi asoccur redf ormenandwomen.
Nonv erbalcommuni cat ion–Appr opr iatenonv er bal communi cat ioni shi ghly
cor r
el atedwi thi nt erv iewscor es.
TypesofI nt erv iewquest ions
1.Cl ar i
fier–al lowt hei nt erviewert ocl arif
yi nformat i
oni nther esume’ , cov erlett
erand
appl i
cat ion, fil
l ingapsandobt ainot hernecessar yi nformat ion.
“Inot icedat hree-y eargapbet weent woofy ourj obs.Coul dy out ellmeaboutt hat”?
2.Di squal i
fier s-Quest ionsi nwhi chawr onganswerwi l
ldisqual i
fyaper sonf rom
furtherconsi der at i
on
•Ar eas-Wor kschedul es( ov ertime, day sofwor k) ; Startdates
–Cr i
mi nal/dr i
v ing/ cr edi thi stor y
–Wi lli
ngnesst oper for mt asks
–Mi ni mum qual ifi
cat ions( e.g. ,
age, licenses, degr ees,exper i
ence)
–Pr ev i
ouswor kpr obl ems
• Bei ngf ired( frequency ,reason)
• Jobhoppi ng
3.Pastf ocus( behav ior aldescr i
ption)-Focusonwhatt heappl i
canthasdoner ather
thanwhatt heycando
• Bestpr edi ct oroff utureper f
or mancei spastper formance
• Pastsi t
uat ionmustbesi milart of utur esi t
uat i
on
 • Cant apdi r
ect lyr elatedexper ience( e.
g.,bankt el
ler
)orexper i
encewi t
h
simi l
arski l
l set( e.g.,cust omerser v i
ce)
• Cant apExper ience, Knowl edge, Ski ll
• Pr obabl ynoti deal forent ry-lev eljob
4.Skillorknowl edgef ocus
•Definitional quest ions
–Whati sal athe?
•Knowl edgequest ions
–Atwhatagedoesanappl icantbecomeapr ot ectedcl ass?
•Causal quest ions
–Whatwoul dhappeni fyouusedakni fet hatdi dnothav eashar pbl ade?
•Sit
uat ional quest i
ons
–Whatwoul dy oudoi fanExcel formul ar esult edi nani ncorr
ectcal culati
on?
•Explanat oryquest ions
–Whydoy ouunpl ugapr int erbef or ewor ki ngoni t
?
5.Futur ef ocus( sit
uat i
onal )Al socal l
edsi tuationalquest i
ons
•Cant apanappl i
cant ’s
–Knowl edge
–Probl em- sol v i
ngabi lity
–Exper ience
–Commonsense
•Becar ef ulaboutusi ngsi tuat ionst hat
–Requi ret raini ng/exper iencei ftheposi ti
oni sent rylevel
–Requi reknowl edgeofcompanyknowl edge, pol i
cy ,orphi l
osophy
–Ar eeasyt of ake
Top10Si tuat ional Int erv i
ewQuest ions
 Descr ibet heideal wor kingenv ironment
 Shar ewi thmeani deaori mpr ovementy oui mpl ement edthatmadeadi f
ference.
 Descr ibet het oughestchal lengey ouev erf acedandhowy ouwor kedthroughi t
 Tel lmeaboutat imewheny ouhadt ost ickbyadeci si
ony oumadeev enthough
itmadey ouunpopul ar.
 Di scussasi tuat iondur ingt hepasty eari nwhi chy ouhadt odeal withanupset
cust omerorcowor ker .
 Descr ibet hemostdi fficultbossy ouwor kedf orandhowy oudeal twi t
hthem.
 Whatwoul dy oudoi ft hepr i
or i
tiesonamaj orpr ojectyouwer ewor ki
ngonwer e
suddenl ychanged
 Tel lmeaboutat imewheny ourwor kwascr i
tici
zed.
 Tel lmeaboutat imey ouwentabov eandbey ondt hecal l
ofdut yt oget
somet hingdoneorr esol veapr obl em.
 Gi vemeanexampl eofani mpor tantgoal y
ousetanddescr ibey ourprogressin
reachi ngt hatgoal .
6.Organi zationalf i
tf ocus
•Designedt ot aphowwel lt heappl icantwi llfi
twi tht he
–Or gani zation
–Depar t
ment
–Super visor
–Cowor ker
•Thesear et hemostdi f
ficul
ttypesofquest i
ons
•Caremustbet akensot hatcharacter
ist
icssuchasage,sex,orracear
enot
consi
der ed
GuideinConduct i
ngI ntervi
ew
Int
ervi
ewsar eusef ulforassessingsuchper sonal
charact
eri
sticsas:
 I nterper sonal skil
l
s
 Pr actical i
ntell
igence
 Soci al i
nteraction
 Communi cati
onski ll
s
Inaddi
tiont oassessment ,
theinterv
iewcanbeusedf or
 Answerappl i
cant’
squest ions
 Assessi ngcompl exissues
 Sel l
ingt heor ganization
 Negot iati
ngt ermsandcondi ti
ons

GuideinConduct ingI nter view

StepsinConduct inganI nt erview
1.Putt heappl icantatease
2.Expl ai
nbenef itoft hei nterview
3.Rev iewFami lybackgr ound
4.Tr aceEducat ionhi story
5.Tr aceJobhi st ory
6.Expl or
epl ans/ goal sf orhis/ herfut
ure
7.Descr i
bet hej ob, sel ltheor ganizati
onandanswerappl i
cant’
squest
ions.
8.Cl osethei nter view
2.Appli
cationFor m
THEAPPLI CATIONFORM
Bycarefulscreening, theempl oyee’ si
nformat i
onmaybef oundclosel
yrel
atedwit
h
successont hejob.
• Educat ion
• theschool wher ecour seswer eat t
ended
• empl oy mentdat a
• yearsofexper i
encei napar ti
cularjob
• salaryr ecei ved
• member shi pi nor ganizati
ons
Graphology-thear tandsci enceoft heanalysisoftheindivi
dual
’str
ait
sthr
oughhis
handwriti
ng.Itcanr ev eal thel evel ofint
ell
igence,emotionalst
abil
it
y,i
maginati
onand
abil
it
ytowor kwi thot heraswel lasdiscovertalentsandcapabili
ti
es.
TheBiodat aAppr oach
(WeightedApplicationBl anks( WABs)
3.TestingandEv al uationResul ts
• Test i
ngi scommonl yassociatedwit
ht hepr edicti
onandsel ect
ionof
subsequentper formanceont hejob.
• Test sar est i
ll
thecommonl yusedinst rument sfordet erminingt he
quali
ficationsandt alent
soft heapplicantforapar ti
cularjob.
Psychologi calTest
Whati saPsy chologi calTest?
Ameasur ingdev ice, ay ardstickappliedinconsistentandsy stemat i
cf ashionto
measur easampl eofbehav ior
Twopur poseofPsy chological Test
Select
ion–emphasi si sonf indingaper sonwitht herightqual i
fi
cat i
onf orapar t
icul
ar
j
ob.
Placement–emphasi sisont heindiv
idual.Tofi
ndt herightkindofj obf orapar t
icul
ar
person.

TypesofPsychologicalTest
Cognit
iveAbi
li
ty
 Betterknownasi ntell
i
gencetest
 TheWonder li
cPer sonnelTest
 OtisselfAdmi nister
ingTestofMentalAbi
l
ity
 CultureFairIntel
li
genceTest
 Raven’sPr ogressivematri
cesTest
 TabularDescr ipti
on

I
nter
est
• Itt
ri
est opr edictthesuccessi nthejobiftheper
son’
sinter
est
andthej obar epr operlymatched.
• Greatervaluei nv ocati
onalguidanceandcounseli
ngthanin
i
ndust r
ialpersonnel selecti
on.
• Str
ongCampbel lI
nterestI
nventory(SCII
)
• KuderOccupat ionalInter
estSurvey
• ThrustoneInt erestSchedule
• Occupat i
onalApt i
tudeSurveyandI nter
est
Apt
it
udes
• Itmeasuretheper son’scapacityt
olearnagiv
enjob,pr
ovi
dedtherei
s
adequatetrai
ning.
• Typeoftestusual l
yadmi ni
steredformechani
calandcl
eri
calposi
ti
ons.
 Occupati
onalApt i
tudeSur veyandInter
est(
OASIS)-Apt
it
ude
 Dif
fer
entialAptit
udet est
 Tabul
arDescripti
on

Per
sonal
i
tyTest
• Iti
sconsi
der
edasani
mpor
tanti
nst
rumentt
otestt
heper
sonal
i
tyoft
he
 appl i
cantespeci all
yf orsuper vi
sor yandmanagerialposit
ion.
• Emot ional mat urityinfluencest heabili
tyt
owi t
hstandstressandstr
ain,
to
beobj ect i
v eandgai nt her espectandcooper ati
onofot hersi
norgani
zati
on.
Exampl es
 16Per sonal it
yf act orQuest ionnai r
es( 16PF)
 Comr eyper sonal i
tyScal es
 Edwar dPer sonalPr eferenceSchedul e
 Mi nnesot aMul tiphasi cPer sonal i
tyInventory
 Cal i
for niaTestofPer sonal i
ty
 TheHandTest
 HouseTr eePer son
 SachSent enceCompl eti
on
TypesofSel ect i
onTest s
I
ndividual vs.Gr oupTest s
Speedv s.PowerTest s
Paper&Penci lvs.Per formanceTest s
Aptit
udeTest s
Stanf or d-
Bi net ,WAI S
Wonder li
cPer sonnel Test
OtisSel f-
Admi nisteringTestofMent alAbil
it
y
TestsofSpeci fi
cCogni ti
v eAbi lit
ies
West manMechani cal Reasoni ngTest
TheShor tTestofCl er i
cal Abi l
ity
TheDi ff
erent ial Apt i
tudeTest
Mi nnesot aSpat ialRel ations
Mi nnesot aMechani cal Assembl yTest
MacQuar rieTestofMechani calAbi l
ity
SpatialRelat i
onsTestQuest ion
TestsofPhy sical Per formance&Mot orAbi li
ti
es
Pur duePegboar d
Crawf ordSmal l Par t
sDext er i
tyTest
Mi nnesot aRat eofMani pulationTest
Phy sical Agi l
it
yTest s
Strengt htest s
Manual Speed&Dext erit
yTest s
AchievementTest s( Apt i
tude+Tr aining;languageabili
tywouldbeanexampl e)
TestsofSensor yAbi lit
ies
PersonalityTest s
Global ,Obj ective:MMPI -2,CPI
Project i
ve: Ror schach
SingleTr ait:
TheFi veFact orModel (TheBi g5)
TestsforCol or -
Bl i
ndness
The“ Bi
gFi v e”Per sonal it
yTr aits
HowTheBi gFi veTr aitsPr edictBehav i
orAtWor k
Vocat i
onal Pr efer enceI nv ent ories
StrongI nter estI nv ent or y( SI I)
KuderPr efer enceRecor d
For cedchoi ceof3act iviti
es:mostl iked, leastl i
ked, mi ddle
Hol land’ sEnv ironment -Ty peTheor y(VPI )
My er s- BriggsTy peI nv ent or y( MBTI )
TheMy er s-Br i
ggsTy peI ndi cat or
My er s- BriggsTy peI ndi cat or( MBTI )
Ther ear eFourBasi cFunct ions
TwoKi ndsofPer cept ion
Sensi ng( S)–Rel iesonobser vation, memor yfordet ai
l
Intui tion( N)–Rel i
esoni nsight ,deepermeani ng,mor eimagi nati
v e
TwoKi ndsofJudgment
Thi nki ng( T)–Logi c,Obj ecti
v i
ty ,cause- effect,seeksr ational order
Feel ing( F)–Val uedr i
ven, subj ective,seekshar mony ,
sensi tivetopeopl e
rat hert hant echni caldetailsofpr obl em
My er s- BriggsTy peI ndi cat or( MBTI )
Ther ear eFourBasi c“ At ti
tudest owar dLi f
e”
Extr aver sion( E)v s.I ntrov ersi
on( I
)
Act ion- or i
ent ed&soci ablev s.f ocusedoni nneri deas,thought ful
det achment , sol i
tude/ privacy
Judgi ng( J)v s.Per cei vi
ng( P)
Spont aneous&Cur iousv s.Pl anni ng&Or ganizing
SomeOt her( Non- Test )Pr edi ctor s
Inter views
Lett er sofRef er ence&Recommendat ion
Biodat a( Wei ght edAppl i
cat ionBl anks( WAB) )
Academi c/ Schol ast i
cSuccess&Achi evement
AssessmentCent er s
4.INDEPTHI NTERVI EW
Afterpassi ngal l testr equi r ed, Theappl icanti snowr eadyt oFor mallyent erintot he
select i
onpr ocess
Somet ypesofsi gni ficanti nfor mat i
onmaysur f
acedur ingt heinterviewt hatmaynotbe
avai labl ef rom ot hersour ces
5.EVALUATI NGREFERENCES
Ref er encesar ei mpor tanti nf inallyassessi ngt heappl i
cant ’
swor thfort heposi ti
on.
Ref er enceCheck–Thepr ocessofconf irmi ngt heaccur acyofr esumeandj ob
appl icat ioni nf or mat ion
Ref er ence-Theexpr essi onofanopi nionei t
heror all
yort hroughawr i
ttencheckl ist,
regar dinganappl icant ’sabi lit
y ,perviousper formance, wor khabi t
s, char act er,
or
pot ent ial forf ut ur esuccess.
Pol i
cyGui del inesi nRef er enceChecki ng:
Ther ef erenceshoul dbeusedt odev elopt hei ntegr i
tyoft hewhol esel ectionpr ocess
Forv er yimpor tantconf i
dent ial positions, r eferenceshoul dbeconduct edonaf ace-to–
facebasi s, si
ncet heappl icantmayr el uctantt odivulgesi gni f
icanti nformation.
Telephonei nqui riesshoul dbeusei ffacet of aceisi mpr act i
cal
I
nqui riesshoul ddi scov er
LettersofRef er ence/ Recommendat i
on
6.PHYSI CALEXAMI NATIONS
• TheAppl icantsunder gophy sical exami nationatt hecompanycl inicoran
aut hor izedhospi tal todet ermi net hephy sical fi
tnessoft heapplicantf orthe
job.
Medi cal Exami nat i
onsar ei mpor tantf ort hef ol l
owingr easons:
• Toscr eenoutt hosephy sical l
yi ncapabl eofdoi ngt hej ob
• Topr ev entempl oy mentoft hosewi thhighi nci denceofabsent eeism duet o
il
lnessoracci dent s
• Topr ev entshi ri
ngofpeopl ewi thcommuni cabl ediseasesorwhoar e
influencedbydr ugs
• War dof funwar rant edcl aimswi thwor kerscompensat ionlaws, SSS,
medi cal careandsui t
sfordamages.
7.MAKI NGTHEHI RINGDECI SI ON
• TopDownsel ect ion–Sel ect i
ngAppl i
cantsi nst raightr ankorderoft heir
testscor es.
• The“ Rul eoft hree”–t henamesoft hetopt hreeappl icant saregi ventoa
hiringaut hori
tywhocant hensel ectanyoft het hree.
• Passi ngscor e-meansofr educi ngt hei mpactandi ncr easingflexibili
ty
HowcanTestScor esbeUsedt oMakeHi r i
ngDeci sions?
Unadj ust edTop- downSel ect ion
PassingScor es
Cutoff s
TheMul ti
pleHur dleAppr oach
Bandi ng
Unadj ust edTop- DownSel ect ion
Whowi l
l perfor mt hebest ?
(Canbet weakedwi tha“ Rul eof3”or“ Ruleof5” )
Unadj ust edTop- DownSel ect ion
Adv ant ages
Possi blyhi gherqual i
tyofsel ect edappl i
cant s
Object ivedeci sionmaki ng
Disadv ant ages
Lessf lexi bil
ityindeci si
onmaki ng
Adv ersei mpact=l esswor kfor cedi ver sity
I
gnor esmeasur ementer r
or
Assumest estscor eaccount sf orall t
hev ar i
ancei nper formance( Zedeck, Casci o,
Goldst ein&Out tz,1996) .
ThePassi ngScor esAppr oach
Whowi llper f
or m atanaccept ablelev el?
Apassi ngscor ei sapoi ntinadi stribut ionofscor est hatdist i
ngui shesaccept able
fr
om unaccept ableperformance( Kane, 1994).
Uniform Gui delines(1978)Sect i
on5H:
Passi ngscor esshouldber easonableandconsi stentwit
hexpectat
ionsofaccept
abl
e
proficiency
Passi ngScor es
Adv ant ages
I
ncr easedf lexibil
it
yindeci si
onmaki ng
Lessadv erseimpactagai nstpr otectedgroups
Disadv antages
Lower edut ili
ty
Canbedi f f
icul
tt oset
Cutof fs
Allappl i
cant stakemul ti
pletest s
Test sar egr adedonapass- failbasis
Tobehi red, t
heappl cantmustpassal
i lofthet est
s
TheMul tipl
eHur dl
eAppr oach
Ther ei saser i
esofsuccessi v et eststoscr eenapplicant
s
Appl i
cantt akesonet estatat ime, starti
ngwi ththeleastexpensi
ve
Appl i
canti srejectedassoonasat estisf ail
ed

Bandi ng
Hireany onewi thi
na“ hi
ringband” .
Thewi dthoft hebandi sbasedupont hest andarder r
oroft hetestandot herstat
ist
ical
cri
teria.
Bandi ngcanhel pt oachi ev ecertainhiringgoal ssuchasi mpr ovi
ngdiversity
.
Adv antagesofBandi ng
Helpsr educeadv erseimpact ,i
ncr easewor kforcedi v
er sit
y,andincreaseper cept
ionsof
fai
rness
All
owsy out oconsi dersecondar ycr i
ter i
ar el
evantt othej ob
CHARACTERI STICSOFEFFECTI VESELECTI ONTECHNI QUES
Effectivesel ect i
ont echni queshav efourchar acterist
ics:
1.Rel iabl
e
2.Val id
3.CostEf fi
eci ent
4.Fai randLegal lydef ensible
Psy chologi cal Test
Char acter i
sticsofaPsy chol ogicalTest
Standar dization-t heconsi stencyoruni formityoft hecondi tionsandpr oceduresfor
admi nisteringat est
Object i
v i
ty-ref erspr i
mar il
yt othescor ingoft het estresults.
Nor ms–f rameofr efer
ence
Reliabili
ty–t heconsi st
encyofr esponseonat est .
Validity-itmeasur ewhati tspur por t
st omeasur e.
1.RELI ABI LITY
 Theext enttowhi chascor ef rom asel ectionmeasur ei
sst ableandfree
 from er ror.
 Testr eliabi l
ityisdet ermi nedi nf ourway s:
a)Test–Ret estRel iabil
ity–Theext entwhi chrepeat edadmi nist
rati
onof
thesamet estwi llachi evesi mi l
arr esul t
s.
b)Al ternat e–For msRel iabili
ty-Theext entt owhi cht woformsoft he
samet estar esimi l
ar.
Cont .TestRel iabi l
ity
c.)Int er nalRel iabi lty-Theext entt owhi chsi mi l
ari temsar eanswer edinsimil
arway si
s
refer redt oasi nter nal consi stency .
 Thel ongert het est ,Thehi gheri tsinter nal consistency .
 I t em Consi stency–Onef actort hataf f
ectt heinternal rel
i
abili
tyofatest.
Themor ehomogenoust hei t
ems, t
hehi ghert hei nternalconsist
ency.
d.)Scor erRel iabi li
ty-Theext entt owhi cht wopeopl escor ingat estagreeont hetest
scor e, ort heext entt owhi chat esti sscor edcor rectly.
At estori nv ent or ycanhav ehomogenousi temsandy ieldheter ogeneousscor esand
stil
l notber el iabl ei ftheper sonscor ingt het estmakesmi stakes.
Reliabi l
ity
Theext entt owhi chascor efrom at esti sconsi st entandf reef rom errorsof
measur ement
Met hodsofDet er miningRel i
abi li
ty
Test -retest( tempor alstabi lit
y)
Alter nat e/ Par all
el forms( form st abili
ty)
I
nt er nal reliabi l
ity(item st abil
ity)
Scor err eliabilit
y
Test -Ret estRel i
abi li
ty
Measur est empor al stabilit
y
Admi ni str ation
Sameappl icant s
Samet est
Twot est ingper iods
Scor esatt imeonear ecor rel
at edwi thscor esatt imet wo
Cor rel ationshoul dbeabov e. 70
Alter nat eFor msRel iabi l
i
ty
Scor ing
Scor esf rom t hef irstf orm oft estar ecor relatedwi thscor esf rom t hesecondf orm
Ifthescor esar ehi ghlycor rel
at ed, thet esthasf or m st abili
ty
Internal Rel i
abi li
t y
Def inesmeasur ementer rorst ri
ct lyinter msofconsi stencyori nconsistencyinthe
cont entoft het est .
Wi tht hi sf or m ofr eliabi l
itythet estisadmi nisteredonl yonceandi t
em stabil
i
tyis
assessed.
Interr aterRel iabi lity
Usedwhenhumanj udgmentofper formancei sinv olvedi nthesel ecti
onprocess
Ref er st ot hedegr eeofagr eementbet ween2ormor er aters
Met hodsusedt odet ermi nei nternalconsi stency
Splithal fMet hod–Af orm ofi nternal r
el iabilityinwhi chtheconsi stencyofi tem
responsesi sdet ermi nedbycompar ingscor esonhal foftheitemswi t
hscor esont he
otherhal foft hei tems.
Cr onbach’ sCoef fi
ci entAl pha–Ast atisticsusedt odeterminei nternalrel
iabi l
it
yoftest
thatusei nt er val orr at ioscal es.
Kuder -Ri char dsonFor mul a20( K- R20)–Ast ati
sticusedt odet ermi neint
er nal
rel
iabi li
tyoft estt hatusei temswi t
hdi chot omousanswer(y es/ no, tr
ue/fal se).
Deter mi ni ngI nt ernal Rel i
abi li
ty
Split-Hal fmet hod( mostcommon)
Testi temsar edi videdi nt otwoequal parts
Scor esf ort het wopar t
sar ecor rel atedt ogetameasur eofi nternalreliabi
li
ty.
Spear man- Br ownpr ophecyf ormul aadj ust st hecor rel
ati
oncoef fi
cient:
(2xspl ithal fr eliability)÷( 1+spl it-halfreliabil
it
y)
CommonMet hodsf orCor relatingSpl it-
hal fMet hods
Cronbach’ sCoef fi
ci entAl pha
Usedwi thr atioori nt erval data.
Kuder -Richar dsonFor mul a
Usedf ort estwi thdi chot omousi tems( yes-not r
ue-fal
se)
2.VALI DI TY
 TheDegr eet owhi chi nferencesf rom scor esont estsorassessment sar e
just ifiedbyt heev i
dence.
 At estmustbev al
idt obeusef ul
, Butj ustbecauseat esti srel
i
abl edoesnot
meani tisv al
id.
 Rel iabi l
ityandv ali
dityar enott hesamebutt heyar er elated.
TestVal idity
CriterionVal i
di ty
Cont entVal i
di ty
Const ructv al idity
FaceVal i
di ty
CriterionVal i
di ty
Criterionv alidityr ef er stot heext entt owhi chat estscoreisr el
at edt osomemeasur eof
jobper formancecal ledacr iterion
Establ ishedusi ngoneoft hef ollowi ngr esear chdesi gns:
Concur rentVal i
di t
y( Known- Gr oupMet hod)
Pr edi ct iveVal idity( Fol l
ow- upMet hod)
Val idi tyGener al i
zat ion
Concur r entVal idity
Usescur rentempl oy ees
Ranger est rict ioncanbeapr oblem
Predi ctiv eVal i
di t
y
Cor relat est estscor eswi thf uturebehav ior( TheFol l
ow-UpMet hod)
Reducest hepr obl em ofr anger estrict i
on
Maynotbepr actical
Validit
yGener alizat ion
Validit
yGener alizat ioni stheext entt owhi chat estf oundv alidforaj obinonel ocati
on
i
sv alidf orthesamej obi nadi fferentl ocation
Thekeyt oest ablishi ngv ali
ditygener alizati
oni smet a-analysisandj obanal ysis
Cont entVal idity
Theext enttowhi cht esti t
emssampl ethecont entt hatt heyar esupposedt omeasur e
Inindust rytheappr opr iatecont entofat estoft estbat teryisdet er
mi nedbyaj ob
analysis
Const ructVal idity
Theext enttowhi chat estact ual l
ymeasur est heconst r
uctt hatitpurportstomeasur e
Isconcer nedwi thi nf er encesaboutt estscor es
Deter minedbycor relat i
ngscor esonat estwi t
hscor esfrom ot hertest
FaceVal idit
y
Theext enttowhi chat estappear st obej obr elated
Reducest hechanceofl egal chal l
enge
Increasingf acev aliditycausespeopl et otaket het estmor eser i
ously
Standar dizationandNor mi ng
Standar dizedTest s: Uni formlyadmi nisteredt oal lsubj ects
Nor ms: Scor esmustbeor der edal ongascal eonwhi chpassi ng/cri
ticalscoresar e
empi ri
cal l
ydet ermi ned.
Fivecommonst rat egiest oinv estigat ethev alidityofscor esonat est:
Cont entVal idity
 Theext entt owhi cht esti t
emssampl et hecont entthattheyar esupposed
tomeasur e.
 Thet estwi llnotbecont entv alidbecausei trequi r
esknowl edget hatis
out sideoft heappr opriatedomai ns.
Cr i
terionVal i
dity
 Theext entt owhi chat estscor eisr el
at edt osomemeasur eofjob
per formance
Const ructVal idity
 Theext entt owhi chat estact uall
ymeasur est heconst r
uctt hatitpur por
ts
tomeasur e,

Fi
vecommonst r
ategiestoinvest
igatethevali
dit
yofscoresonat est:
FaceVali
dity
 Theext enttowhichat estappeartobejobrel
ated
 Bar num st at
ements–st atementssogeneralthatt
heycanbetrueofal
most
everyone.
KnownGr oup
 Testscor esf rom twocontrasti
nggroups“known”todif
feronaconstr
uctar
e
compar ed

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