Characteristics of IO World War II: Led to scientifically designed

workers training programs to improve productivity

Systematic study- collecting the information about
for the war effort.
human behavior at work
Major Fields in Industrial Psychology
Research- is not concerned with administration but
is an integral part of research aspect of Personnel Psychology- Analyzing jobs, recruiting
organizational development. Whatever information applicants, selecting employees, determining salary
gathered form the work should be implemented and level, training employees, and evaluating employee
the personnel administration is the application of performance.
such research.
Organizational Psychology- Leadership, Job
Functional/Applied- concerned with the Satisfaction, employee motivation, organizational
application of information about human behavior to communication, conflict management,
the various problems of industrial human life. organizational change, and group process within the
organization.
Human Factor engineering (Ergonomics)-
Major Fields in IO
It studies the varied methods of performing manual
operations for better utilization of effort through Personnel Psychology
human factor engineering.
- Selection and Placement
Scope of Industrial/Organizational - Training and Development
- Performance Appraisal
Psychology (Bisen & Priya 2010)
Organizational Psychology
1. Scientific selection of workers- Test, Interview
(hiring) - Organization Development
- Quality of Work Life
2. Proper division of work- Productivity
- Ergonomics
(Placement)
Human Resource and Development (Aamodt)
3. Minimizing the wastage of human efforts –
Human Factor (Training) - Selection and Placement
- Training and Development
4. Promoting labor welfare- (Work Life)
- Performance Appraisal
5. Enhancement of human relations (workers and - Organization Development
- Quality of Work Life
workers) - Ergonomics
6. Developing industrial relations (worker and Personnel Psychology
Management) - Personnel Selection
7. Production increase Goals of Personnel Selection
Development of I/O Psychology - To hire qualified applicants
World War I: Personnel needs gave I/O - To fairly asses the ability of all applicants
respectability. Based on newly developed group IQ and achieve diversification in work force
test, Scott developed a program to place recruits in - STD
jobs suiting their abilities. Recruitment Process
Hawthorne effect: people change their behavior - Identify Job Vacancy
because of the novelty of a research situation or - Job Analysis
because they know they’re being observed.
 - Communicating Job Vacancy - Personnel specification
- Managing Response - Job efficiency
- Select Candidates - Wage structure
- Hiring  Job Analysis
- Personal requirements
Objective of Recruitment
- Personal characteristics
- Provide adequate supply of labor force - Experience requirements
according to need of organization. - Job requirements
- Pooling of applicants. - Labor Market
- Right candidate on the right job.  Techniques
- Cost efficient. - Interviews
- Legally and Socially aligned. - Questionnaires
- Reduce probability that applicant will leave - Direct Observation
the organization - Systematic Activity Logs- supervisors
- Attract and encourage more candidates. maintain detailed written records of their
A. Identify Job Vacancy activities during a given time period.
 Projected: Can be predicted through - Critical Incidents Techniques- Specific
studying trends in internal and external activities or behaviors that leads to desirable
environment. or under consequences of the job.
 Intended: Due to changes in organization C. Communicating Job Vacancy
and retirement.  Recruitment Methods
 Unexpected: Resignation, Death, Accident,  Talent Management Inventory
illness. o Internal
B. Job Analysis - Job Posting
 Job Description - Bidding
- A Statement that describes the job - Performance Appraisal
- Job title  Advantages
- Location - More accurate data / evaluation of applicant
- Job summary - Less expense on training and familiarity
- Duties within the company
- Machines, tools and equipment - Serves as motivation for employees
- Materials Supervision given  Disadvantages
- Working condition - Infighting
- Hazards - Inbreeding of ideas
 Job Specification  Employment Agencies
- Specifies who is qualified for the job (KSA) o External
- Education - Referrals
- Experience - Walk-ins and unsolicited applicants
- Training - Campus Recruiting
- Judgement - Online
- Initiative  Advantages
- Physical effort - Much larger pool of talent
- Physical Skills - Bring new insight
- Communication skills - Cheaper to hire technical and skilled
- Emotional Characteristics  Disadvantages
- Usual sensory Demands - Outside hire needs more adjustment or
 Importance of Job Analysis orientation period
- Derivation of training content - more difficult to hire qualified applicant
 - may cause problem with the next in line - References and Letters of Recommendation
- Assessment Center
Sources of Recruitment
- Situational Exercise
 External Source - Integrity Test
- College Student - Drug Testing
- Placement Agencies/Consultancy - Psychological Exam
- Employment Exchange - Medical Exam
- Press Advertisement F. Hiring
- Recruitment at Factory Gate  Issues in Placement
- Employees Referrals and Recommendation
Classification
- Unsolicited Applicants
- Labor Contractor - Nature
 Internal Source - Values
- Promotion - Pure selection
- Retired Employees - Successive Selection
- Retrenched Employees – Laying off - Negotiation
- Relatives of Deceased Employees
Human Resource Development (AAMODT)
D.Managing Response
E.Select Candidates  Training and Development
 Selection Process  Training
- Investigate the nature of the job
- Selection Basic Purposes of Training
- Scouring - Increase Productivity
- Recruitment decision (Selection Ratio- - Improve the quality of work
Recruiting Yield) - Create skill inventory
- Selection technique - Improve Organization Climate
- Test the selection procedures - Improve health and safety
 Factors Affecting Recruitment - Prevent against accident.
o Internal Factors - Personal growth of the workers
- Organization Strategy
- Organization Size Basic purposes of development
- Number of Employees Employed - Improve supervision, command, direction
- Recruitment Policy and control at each level.
- Cost Incurred - To create an understanding of methods and
o External Factors problems of management
- Government Rules and Regulations - Develop managers to perform better
- Supply and Demand - To Prepare them for higher assignments
- Company Goodwill - Help them grow fast
- Economic Factor - Inspiring junior executives
- Competitors
 Selection Techniques Importance of Training and Development
- Biographical Information (or Biodata) - Optimum utilization of workforce
- Application Blank - Healthy Work-environment
- Biographical Inventory - Productivity and Profitability
- Interview - Team Spirit
- Ability Test - Quality
- Personality Inventory - Development of Skills of Workers
- Work Sample
Training vs. Development - Supervisor attitudes for training
- Resources available for training
o Training
- Employee participation in needs assessment
- Learning new things and refreshing the old
one Enhance Training
- Short-term process
- Transfer of Training
- Specific job-related purpose
- Feedback
- Non-managers as well as managers
- Reinforcement
- Technical knowledge and skills
- Immediate improvement of the employee, Training Methods
i.e. The ways to make the employee more
- On-the-Job Training
effective in his current role
- Vestibule Training- Simulation
o Development
- Apprenticeship- usually for skilled
- Implementing the learned session and
- Computer-Based Training
finding new one
- Behavior Modification
- Long-term in nature
- Job Rotation- Assign to various jobs
- Broader overview and consider general
- Case Studies- analyze a business problem
knowledge
- Business Games- Business simulation
- Only managers personnel
- In-Basket Training- get problem form in-
- Conceptual and theoretical knowledge
basket, solve then put to out-basket
- Employee efficient enough to handle critical
- Role Playing- Play a role
situations in the future, i.e. How well he can
- Self-Management Training- Control over
equip himself for the future demand
own behavior
Organization Culture - Behavior modelling- setting as example
- Executive Coaching- one on one with coach
- How the organization behave
Cultural Diversity Training
Organization Climate
- Attitude Change
- How the organization experience the culture
- Behavior Change
Factors to consider before training
Sexual Harassment Training
- Needs Assessment- VMOP
- Organizational Analysis- Specific need Quid Pro Quo- sexual favor for promotion, etc.
- Task Analysis- KSA
- Natural or Biological
- Person Analysis- Specific employee
- Job Analysis- jobs specs and disc - between 2 people
- Critical-Incidents Techniques- observed
- Organizational- inter-organization
experience
- Performance Appraisals- Employee eval - Sociocultural Model
- Self-Assessment- Specific employee
suggestion - Inter-societal
- Physical Fidelity- Physical characteristics of Gender and Development
training to work
- Psychological Fidelity- KSA from training Mentoring
to work Post-Training Environment
Pre-training environment Transfer of Training
- Organizational Policies Evaluation Criteria
 -Reaction Criteria - feelings
-Learning Criteria- KSA
-Behavioral Criteria- Exhibited on the job
-Results Criteria- ROI
Validity Criteria
-Training Validity- Trainee Mastery
-Transfer Validity- Performance Evaluation
-Intraorganization Validity- Internal
-Interorganization Validity- External