INDUSTRIAL-ORGANIZATIONAL

PSYCHOLOGY
 INDUSTRIAL-ORGANIZATIONAL
PSYCHOLOGY
• One of the 14 recognized specialties and proficiencies in
professional psychology in the United States and is represented
by Division 14 of the American Psychological Association (APA)
• Study of human behavior in the work place
• Application of psychological principles and techniques to help
people achieve optimum performance, as well as high level of
engagement, satisfaction, and well-being at work
 FREDERICK TAYLOR

• In 1911, he wrote the monograph Principles of Scientific

Management. He sought to improve industrial efficiency
through a scientific study of the tasks, as well as the
practice of scientific way of selecting, training, and
supervising workers.
 HUGO MUNSTERBERG

• In 1913, he wrote the book Psychology and Industrial

Efficiency that marks the beginning of Industrial
Psychology. His main concern was on how to find the
best possible person to produce the best possible work,
as well as how to improve motivation, performance, and
efficiency.
 WALTER BINGHAM

• In 1915, he started the first academic program in Industrial

Psychology at Carnegie Institute of Technology. In 1917,
he helped develop the Army Alpha and Beta tests and
popularized intelligence and aptitude testing in industry.
 JAMES MCKEEN CATELL

• In 1921, he founded The Psychological

Corporation for the purpose of making research in
Applied Psychology available to industry and
business.
 WALTER DILL SCOTT

• He was one of the pioneers who applied Psychology to

various business practices such as personnel selection
and advertising.
• He opened The Scott company and began the
longstanding practice of consulting I/O Psychologists in
business and industry.
 ELTON MAYO

• In 1927, he directed a series of research at the Western

Electric Hawthorne Plant and discovered the importance
of psychological and social factors to people at work –
that paying attention to worker needs would improve
productivity. He was the pioneer of the Human
Relations Movement.
 KURT LEWIN

• A German-American Psychologist of MIT who was one

of the first to study group dynamics and organizational
development. His research laid the foundations for the
development of Sensitivity Training and the
establishment of the National Training Laboratories at
Bethel, Maine.
 RESEARCH ORIENTATIONS IN I/O
PSYCHOLOGY
I/O Psychologists utilizes a variety of quantitative and qualitative
research methods to validate theories, establish principles, and identify
best practices to improve employee performance, motivation, satisfaction,
and well-being.
The most common independent variables in I/O Psychology research
are: intelligence, values and attitudes, personality, leadership, motivation,
communication, group and team characteristics, stress, job design, and
work environment.
 The most common dependent variables in I/O
Psychology research are: job performance, job
satisfaction, employee engagement,
organizational commitment, productivity,
absenteeism, turnover, productive work behavior,
counter productive work behavior, and well-
being/happiness.
 PRACTITIONER ORIENTATION IN I/O PSYCHOLOGY

• I/O Psychology practitioners are often employed in different

industries and organizations to handle various human resource
management functions such as employee recruitment and
selection, training and development, performance evaluation
and management, compensation and rewards management,
employee relations and counseling, and organizational
development
 PSYCHOLOGY BOARD EXAM
AREAS OF COVERAGE
• Employee Recruitment and Selection
• Training and Development
• Motivation and Rewards Design
• Performance Management and Evaluation
• Team Dynamics and Leadership
• Employee Well-being and Work Life Balance
 EMPLOYEE RECRUITMENT AND
SELECTION

-The process of attracting and selecting qualified

candidates for job vacancies in an organization.
 EMPLOYEE RECRUITMENT AND
SELECTION PROCESS
• Review job description and specifications of vacant position
• Plan and launch a targeted sourcing strategy
• Create a shortlist of qualified candidates for the vacant position
• Assess and select the best candidate for the vacant position
 METHODS OF RECRUITMENT:
INTERNAL SOURCING
• Employee Referrals and Recommendations
• Job Posting
• Human Resource Information System
• Internship Program
 METHODS OF RECRUITMENT:
EXTERNAL SOURCING
• Advertisement (Tri-media, Outdoor Signs, Online)
• Online Job Search Engine, Job Board, and Employment Site
• Company Website and Social Network
• Job Fair and Special Events
• Campus Recruitment
• Professional Organizations
• Employment Agencies and Search Firms
• Employee Leasing and Outsourcing
 EMPLOYEE SELECTION

- The process of choosing the right person who has the

potential to perform effectively and succeed in a
particular job
 METHODS IN EMPLOYEE
SELECTION
1. Screening of Application Form
2. Employment Interview
3. Employment Testing
4. Reference Checking and Background Investigation
 1. SCREENING OF APPLICATION
FORM

An Application Form is a company-specific employment

form used to generate information needed to evaluate the
suitability of an applicant to the job vacancy – it can be a
physical form or an online form.
If properly designed, an application form is proven to
provide relevant and valid information that can be used to
predict successful performance for a broad range of jobs.
 A Weighted Application Form assigns value or weight to
the various predictors (based on data analysis) of
successful performance for a particular job.
In reviewing resume or application form, it is important to take note of the
following:
• Scan the overall appearance
• Look for any blank or omissions
• Search for indicators or competencies
• Review work history and probe about job titles
• Take note of any inconsistencies
• Consider frequency of job changes
• Review reasons for leaving previous job
• Consider salary history
 2. EMPLOYMENT INTERVIEW
An employment interview is a communication process used by the job
interviewer to assess the competencies possessed by an applicant in
relation to job and organizational requirements.
Employment Interview is a universal selection tool. It can be a one-on-one
interview or a group/panel interview. It can be a structured or an
unstructured interview. In some case, an interview can also be used to
assess how an applicant would respond in a difficult or challenging
situation. This is known as the Stress Interview.
The most effective interviews are those that are objective,
structured, and standardized. The interview should focus
on collecting observable facts or evidence to assess if the
applicant possesses the necessary competencies to
perform the job successfully and fit into the culture of the
organization.
 COMPETENCIES

A combination of knowledge, skills, and behaviours

needed to perform a job effectively. There are two types
of competencies: Core Competencies are needed by
employees at all levels to be effective while Technical
Competencies are specialized skills needed to be effective
in a specific functional area.
 BEHAVIOURAL INTERVIEW
Behavioural interview is a structured interview process wherein the
interviewer asks the applicants to cite and describe how they handled a
specific experience in the past. It is assumed that an applicant’s past
behaviour can be used to predict future performance. The objective of a
behavioural interview question is to elicit specific experiences from the
applicants that can be used to assess if they possess the crucial
competencies needed to succeed on the job. Behavioural interviews often
use the format of S.T.A.R
(Situation or Task, Action, and Result) to systematically collect
information from the applicant.
Here are examples of behavioural interview questions:
• Give me an example on how you were able to successfully
coach your subordinates in the past.
• Describe your most challenging experience as a customer
service agent and how you managed it.
• Cite a customer feedback which you found valuable in your
previous job and describe how you acted on this.
 3. EMPLOYMENT TESTING

The most frequently used tests and assessment

tools for job applicants include cognitive
ability tests, personality tests, job performance
test, and assessment center.
 COGNITIVE ABILITY TEST

There are two major types of Cognitive Ability

Tests: Intelligence Test and Aptitude Test.
 INTELLIGENCE TEST

• Intelligence Test measures the general ability of a person

to think, analyze, reason, plan, and solve problems.
Examples are Abstract Reasoning Test, Numerical
Reasoning Test, and Verbal Reasoning Test.
• Abstract Reasoning Test – measures a person’s ability to
understand and analyze abstract ideas. It assesses logical and
analytical problem solving skills
• Numerical Reasoning Test- measures a person’s ability to
analyze quantitative data and solve mathematical problems.
• Verbal Reasoning Test – Measures the ability to comprehend
and use language to express one’s thoughts and ideas clearly
and effectively.
 APTITUDE TEST

• Aptitude Test measures the ability to learn or the

potential to develop proficiency in a specialized field of
area. Examples are Mechanical Aptitude Test, Sales
Aptitude Test, Supervisory Aptitude Test, Differential
Aptitude Test, and Flanagan Industrial Test.
 INTEREST TEST
• An interest test is designed for the purpose of measuring
and evaluating the level of an individual’s interest in or
preference for a variety of activities related to various
occupational areas. One of the most widely used interest
tests is the Vocational Preference Inventory
Questionnaire wherein the examinees are scored on six
general occupational themes based on John Holland’s
interest classification scheme.
• According to John Holland’s Person Job Fit Theory, the
more closely an employee’s interest matches his or her
job and occupation, the more he or she will experience
high levels of success and job satisfaction.
The six general occupational themes according to Holland’s theory are:
• Realistic. The Realistic Type prefers physical activities that require
skill, strength, and coordination. Jobs in this domain include
mechanic, farmer, or machine operator.
• Investigative. The Investigative Type prefers activities that involve
thinking, organizing, and understanding. Jobs in this category
include biologist, economist, or news reporter.
• Artistic. The Artistic Type prefers ambiguous and unsystematic
activities that allow creative expression. Jobs in this domain include
writer, painter, or musician.
• Social. The Social Type prefers activities that involve helping and
developing others. Jobs in this domain include teacher, social worker, or
counsellor.
• Enterprising. The Enterprising Type prefers activities with opportunity to
influence others and obtain power. Jobs in this domain include lawyer,
real estate agent, or business manager.
• Conventional. The Conventional Type prefers rule regulated, orderly,
and unambiguous activities. Jobs In this domain include accountant,
bank teller, or filing clerk.
 PERSONALITY TEST
• Personality refers to an individual’s consistent pattern of
thoughts, feelings, and behaviour. There are numerous
commercially available paper and pencil personality tests that
measure a variety of psychological traits. Some of the most
popular tests are Guildford Zimmerman Temperament Survey,
16 Personality Factors, Minnesota Multiphasic Personality
Inventory, and Myers Briggs Type Indicator.
• In psychology, the Big Five personality traits are five broad
domains or dimensions of personality that are used to describe
human personality. The theory based on the Big Five factors is
called the Five Factor Model (FFM). The Big Five factors are
openness, conscientiousness, extraversion, agreeableness, and
neuroticism (O.C.E.A.N.)
 EMOTIONAL INTELLIGENCE
• Studies have shown that people with high EI have
greater mental health, exemplary job performance,
and more potent leadership skills.
 EMOTIONAL INTELLIGENCE
• * refers to a person’s ability to understand, recognize, and
manage his/her own emotions; as well as to understand,
recognize, and respond to other people’s emotions in a positive
and constructive manner.
• * several instruments such as Emotional and Social
Competency Inventory (ESC) and Emotional Intelligence
Appraisal are being used to assess an applicant’s EQ.
• Daniel Goleman outlines the five main constructs of Emotional
Intelligence:

• 1. Self-awareness – the ability to know one’s emotions,

strengths, weaknesses, drives, values and goals and to
recognize their impact on others while using out feelings to
guide decisions.

• 2. Self-regulation – involves controlling or redirecting one’s

disruptive emotions and impulses and adapting to changing
circumstances.
 CONSTRUCT OF EMOTIONAL INTELLIGENCE
• 3. Social Skill – managing relationships to move people in the
desired direction.

• 4. Empathy – considering other people’s feelings especially

when making decisions.

• 5. Motivation – being driven to achieve valuable goals.

 JOB PERFORMANCE TEST
• Job Performance Tests are based on the premise that the best
predictor of future performance is an applicant’s current ability
to perform the job successfully. These tests require the
applicant to demonstrate skills in performing physical or
mental tasks and to produce work samples that are similar t
those being generated on the job.
 ASSESSMENT CENTER
• Assessment Center (AC) is a technique used in the selection of
candidates for management-level positions in an organization.
It employs a variety of techniques and multiple observers in a
closed setting. Assessment centers often combine traditional
assessments, such as interviews and psychological tests
 ISSUES IN EMPLOYMENT TESTING
• * Test validity and applicability
• * Over acceptance of test
• * Test familiarity
• * Faking test responses (social desirability effect)
• * lack of knowledge about test usage and interpretation
4. BACKGROUND INVESTIGATION & REFERENCE CHECK
• Background investigation and reference check are intended to
verify whether the information provided by the applicant is
correct and accurate. Common sources of data include:
• *References
• *Former employers
• *Educational and Training Institutions
• *Online Searches
• *Third Party Investigators
• It is important to find out as much as possible about
the applicant before making any hiring decision.
Failure to do so can have a detrimental effect on the
organization, both in financial cost and morale.
GOD BLESS!!!