I/O Long Test II

Chapter III Job Analysis

Personnel Psychology o o o o o o a. o o o b. o c. o o e. o o o o f. o specialty area of I/O psychology focusing on an organizations human resource , systematic study of the tasks, duties, and responsibilities of a job and the qualities needed to perform it basic foundation of personnel psychology detailed description of job tasks, procedures, and responsibilities; tools used; end product service Statement of human characteristics required to perform a job Assessment of the relative value of a job to determine compensation Observations Observes over a period of time, information gathering Work best with manual jobs; repetitive jobs, easily seen Time/duration is important Participation Job analyst actually performs the job Existing data Companys information records Open ended or structured Surveys pencil-and-paper questionnaire allows data collection faster, simultaneous; cost effective anonymity gives way to less withholding of information SME (Subject Matter Expert) an individual who has detailed knowledge about a particular job Job diaries Employees record their own activities Job Analysis

Job Description Job Specification Job Evaluation Job Analysis Methods

d. Interviews

Specific Job Analysis Techniques o Job Element Method o o o Analyzes job in terms of knowledge, skills, abilities, and other characteristics (KSAOs) required to perform the job relies on SMEs ranks KSAO examines sequences of tasks in a job and process by which they are completed Dictionary of Occupational Titles (DOT) reference; classifies and describes jobs Standard Occupational Classification (SOC) nine digit code representing a job category and the level of functioning of a job (data, people, things) Occupational Information Network (O*Net) database containing info about job categories, KSAO etc. Uses structured questionnaire to analyze jobs according to sic categories: Information input Mental processes Work output Relationships Job context Other characteristics Relies on instances of specially un/successful job performance Position Analysis Questionnaire Functional Job Analysis

Critical Incidents Technique

Job Evaluation and Comparable Worth o o o o o Compensation wages must be relative to KSAOs job evals examines compensable factors (physical demands, skills, working conditions) comparable worth - notion that jobs that require equivalent KSAOs should be compensated equally exceptioning practice of ignoring pay discrepancies between particular jobs possessing equivalent duties and responsibilities glass ceiling limitations placed on women and minorities preventing them from advancing into top-level positions in the organizations

Chapter IV Employee Selection

Model for Employee Selection o Criteria o o Singular or Criterion Measures of job success related to performance (i.e. # units sold, sales figures) Variables about applicants that are related (predictive of) the criteria Job-related knowledge, expertise, education, skills in an effort to predict who will be successful in the job Used to select applicants

Predictors

Employee Selection Process Employee Recruitment o Process by which companies attract qualified applicants. Job ads (tv, radio, bulletin boards), employment agencies, referrals of current employees, on campus recruitment, web based Two way process: companies evaluating prospective employees and people evaluating possible employers Realistic Job Preview (RJP) an accurate presentation of the organization made to applicants | alleviates potential misconception [visit, discussion, brochure, manual video, company website] Employee Screening Process of reviewing information about job applicants used to select workers Evaluation of Written Materials Applications and resumes : for lower level positions Weighted application forms assigns different weights to the various pieces of information provided on a job application Reference and letters of Recommendation Biographical information Employment Testing: Reliability consistency of a measure Test-retest: administered to two different individuals at two different times Parallel forms: correlating scores from two different versions of the same instrument Internal consistency: how various items of instrument intercorrelate Validity: accuracy of measurement instrument and its ability to make accurate inferences about criterion Content validity: ability to measure adequately characteristics needed to perform a job Construct validity: refers to whether an employment test measures what its supposed to measure Criterion-related validity: accuracy in determining the relationship between scores and some criterion of job success Test formats o o o o o o o Biodata background information and personal characteristics that can be used in employee selection Cognitive ability tests assesses verbal, numerical, clerical speed, memory scales etc Mechanical ability test measures natural mechanical aptitude Motor and sensory ability test measures manipulative skills important in factory jobs Job Skills and Knowledge test work sample test: used in job skill tests to measure applicants abilities to perform brief examples of important job tasks Personality test measure psychological characteristics of individuals | emotional intelligence: ability to understand, regulate, and communicate emotions and to use them to inform thinking Honesty and integrity test polygraphs: measure physiological reactions presumed to accompany deception

Effectiveness o o o o o o o Test battery: combination of employment tests used to increase the ability to predict future job performances Validity generalization: ability of screening instrument to predict performance in a job Test utility: value of screening test in determining important outcomes Faking: purposely distorting ones responses to a test to try to beat the test Assessment center: detailed structured evaluation of job applicants using a variety of instruments and techniques Situational exercise: assessment tools that require the performance of tasks that approximate actual work tasks Snap judgment: arriving at a premature, early overall evaluation of an applicant in a hiring interview

Employee Selection and Placement: process of choosing applicants for employment Multiple regression model: combines predictors of job success in a statistical procedure Multiple cutoff model: using minimum cutoff score on each of the various predictors of job performance Multiple hurdle model: requires acceptance or rejection decision be made at each of several stages in a screening process Employee placement: process of assigning workers to appropriate jobs Equal employment opportunity commission: federal agency to protect against discrimination in employment Protected groups: identified as devious targets of employment discrimination Affirmative action: voluntary development of policies that try to ensure jobs are made available to qualified individuals

Chapter V Performance Management

Performance appraisals formalized means of assessing worker performance in comparison to certain established organizational standards Performance criteria measures used to determine un/successful job performances o o Objective performance criteria measures of job performance that are easily quantified Subjective performance criteria performances that typically consists of rating or judgments of performance a. b. c. e. f. Criterion relevance extent to which the means of appraising performance is pertinent to job success Criterion contamination extent to which performance appraisals contain elements that detract from the accurate assessment of job effectiveness Criterion deficiency degree to which a criterion falls short of measuring job performance Criterion usefulness extent to which a performance criterion is usable in appraising a particular job

Sources of performance ratings Supervisor appraisals Self-appraisals Peer appraisals Customer appraisals 360-degree feedback gathering performance appraisals from supervisors, subordinates, peers, customers, and other relevant parties Methods of rating performance a. Comparative method involving comparisons of one workers performance against that of other workers b. Ranking Paired comparison Forced distributions Graphic rating scales uses predetermined scale to rate the worker on important job dimension Behaviorally anchored rating scales (BARS) using scales with labels reflecting examples of poor, average, good behavior incidents Behavioral observation scales (BOS) require appraisers to recall how often a worker has been observed performing key work behaviors Checklists using a series of statements about a job performance Narratives open-ended written accounts of a workers performance used in performance appraisals

d. Subordinate appraisals

Individual methods employee evaluates self without explicit reference to other workers

Problems and pitfalls in performance appraisals i. Leniency error : very positive performance appraisals ii. Severity error : very negative appraisals iii. Central tendency error: midpoint rating performance iv. Halo effect: overall positive evaluation based on one known positive characteristic v. Recency effect: gives greater weight to recent performance and lesser to earlier performance vi. Casual attribution: process by which people assign cause to events or behaviors vii. Actor-observer bias: overattribute cause to characteristics of the actor viii. Personal biases

Performance appraisal process o Performance feedback the process of giving information to a worker about performance level with suggestions for future improvement

Chapter VI Training and Development

Employee training: planned organizational efforts to help employees learn job-related knowledge, skills, and other characteristics Areas of Employee Training o o o o o o o o o o o o o o New employee orientation and training Retaining and continuing education programs Retirement planning and preparation Employee career development Training workers for international assignments Training in diversity issues, harassment, and ethical behavior Team training Social learning theory learning theory that emphasizes learning of behavior Modeling occurs through the observation and imitation of the behavior of others Cognitive theories of learning learning theories that emphasize that humans are information processors Transfer of training concept dealing with whether training is actually applied in the work setting Trainee readiness the individuals potential for successful training Training program structure When? How? How long? How much..? Assessing training needs o o Organizational Task Personal Demographic

Fundamental Issues in Employee Training (rooted in basic theories of learning)

Key Issues in the Success of Training programs

Model of Successful Training programs

Establishing training objectives Develop and test training materials On-site methods (OJT [firsthand experience], apprenticeship [OJT + classroom], vestibule [training area similar to workplace], job rotation [workers rotated among variety of job]) Off-site methods (seminars [experts provides job-related info in classroom], Audio-visual, behavior modeling, simulation [replicated job condition], programmed instruction [self-paced, can test how much they have learned], computer assisted, management/leadership training methods [role playing, management games, conference, action learning, mentoring, coaching])

o o

Implement training program Evaluate training program 1. 2. 3. 4. Reaction criteria Learning criteria Behavioral criteria Result criteria Posttest only design program evaluation measuring success following completion Pretest-posttest design evaluates before and after completion Solomon four-group design evaluation using two treatment groups and two control groups.