The Field of I/O Psychology
Overview
• Industrial/Organizational (I/O) Psychology: A branch of psychology applying principles of
psychology to the workplace aimed at enhancing human dignity and organizational
performance.
• Main Goals: To ensure employees enjoy their jobs, are well-suited for their roles, and
perform outstandingly.
Differences Between I/O Psychology and Business Programs
• I/O psychology focuses specifically on factors affecting people in organizations, whereas
business programs broadly cover running an organization (marketing, accounting, etc.).
• Techniques: I/O psychologists prefer structured methods (psychological tests, behavioral
interviews) over unstructured interviews commonly advocated in HRM.
Major Fields of I/O Psychology
• Personnel Psychology: Studies recruitment, employee selection, performance evaluation,
and training implementation.
• Organizational Psychology: Focuses on organizational culture, employee motivation,
leadership strategies, and communication processes.
• Human Factors/Ergonomics: Concentrates on optimizing workplace design and human-
machine interactions.
Brief History of I/O Psychology
• Origins: Began in the early 1900s with foundational figures like Walter Dill Scott and Hugo
Munsterberg.
• Significant Events:
o World War I: Opportunity for large-scale employee testing using Army Alpha and
Beta tests.
o Hawthorne Studies: Demonstrated the importance of social factors in the
workplace—employees improved productivity when they felt observed.
• Growth: Expansion from focusing solely on personnel issues to encompassing broader
organizational dynamics in the 1930s.
Employment of I/O Psychologists
• Settings: Work in universities, consulting firms, the private sector (like IBM), and public
sector agencies.
• Degrees: Higher degrees (master's or Ph.D.) open more opportunities; median salary for
master's holders is approximately $72,000, while Ph.D. holders earn about $98,000.
Educational Requirements and Types of Programs
• Master’s Programs: Typically 1-2 years with 40 credit hours and may include internships
and research projects.
• Ph.D. Programs: Usually require 5 years, focusing on extensive coursework and original
research through a dissertation.
• Admission is competitive, often requiring a 3.0 GPA and a satisfactory GRE score.
Importance of Research in I/O Psychology
• Objectives: I/O psychologists conduct research to enhance workplace practices, save
costs, improve employee satisfaction, and understand behavioral dynamics.
• Research Methods: Includes experiments, surveys, archival research, and meta-analysis.
• Common Issues: Recognizing common sense misconceptions and ensuring robust
sampling methods.
Conducting Research: Considerations
• Research Design: Choosing between laboratory and field research; each has its pros and
cons regarding control and external validity.
• Statistical Analysis: Critical for understanding data significance and ensuring informed
conclusions.
• Ethics: Rigorous ethical standards must be upheld, particularly concerning informed
consent and confidentiality.
Applied Case Study: Vancouver International Airport Authority
• Wellness Program: Designed to improve employee productivity and reduce costs.
• Outcomes Measured: Significant reductions in absenteeism (4.07% to 2.55%) and annual
injuries (from 22 to 6).
Chapter Summary
• The I/O psychology field, shaped by milestones such as the Hawthorne studies and
significant civil rights legislation, actively improves work environments and employee
satisfaction.
• Research in the field is imperative for understanding complex human behaviors and
organizational dynamics, guiding practitioners toward effective solutions.
Job Analysis and Evaluation
Importance of Job Analysis
• Foundation for HR activities: Job analysis is crucial for employee selection, performance
evaluation, training, work design, and compliance with legal standards.
• Job Description: Output of job analysis, detailing tasks, requirements, and responsibilities
associated with a job.
• Employee Selection and Training: Clear understanding of job tasks enables effective
employee selection and training program design.
Major Learning Objectives
• Understand definitions and uses of job analysis.
• Learn how to conduct a job analysis and write a comprehensive job description.
• Explore various job analysis methods and comprehend job evaluation and pay equity
concepts.
Conducting a Job Analysis
Preparation and Execution
• Who: Conducted by HR professionals or trained incumbents. External consultants may also
be involved but can be costly.
• Frequency of Updates: Job descriptions should be updated regularly, especially after
significant job changes.
• Participant Selection: Include employees; representatives from all levels for diverse
perspective on job duties.
Steps in Job Analysis
1. Identify Tasks: Determine major job tasks and the conditions under which they are
performed.
o Existing Info: Gather previous job descriptions, training manuals, etc.
o Interviews: Engage SMEs through individual or group discussions.
o Observations: Directly observe job incumbents in action.
o Job Participation: Analysts may perform tasks to understand them better.
2. Write Task Statements: Clear action-oriented statements that describe job tasks.
o Must include action, object, and possibly conditions of performance and decision-
making authority.
3. Rate Task Statements: Using frequency and importance scales to compile a task
inventory.
4. Determine KSAOs: Identify essential knowledge, skills, abilities, and other characteristics
necessary for task performance.
5. Select Tests: Establish evaluation methods to assess identified KSAOs.
Job Description Components
• Title, Summary, Work Activities, Tools/Equipment, Context, Performance Standards,
Compensation Info, Personal Requirements
table of job description
Section
Description
Job Title Reflects the nature of the work.
Summary Brief overview of job purpose.
Work Activities Lists tasks organized categorically.
Tools/Equipment All tools and equipment used.
Context Describes working environment and demands.
Performance Standards Criteria used for employee evaluation.
Compensation Info Salary grade and benefits overview.
Job Competencies Knowledge, skills, and other characteristics needed.
Job Evaluation
Internal and External Pay Equity
• Internal Pay Equity: Ensure jobs within the organization are valued correctly.
• External Pay Equity: Competitiveness relative to what other organizations pay for similar
jobs.
o Salary Surveys: Organizations collect data from others on pay rates to inform their
compensation policies.
Pay Equity Considerations
1. Internal pay equity: Comparison of job worth within an organization.
2. External pay equity: Competitive assessment based on industry standards.
3. Sex and Race Equity: Conducting pay audits to check for discrimination based on gender
or race; maintaining compliance with laws such as the Equal Pay Act.
Applied Case Studies and Ethics
• Case Study: National Board of Veterinary Medical Examiners examined the job analysis
process for veterinarians regarding licensing exams.
• Ethics in Executive Compensation: Discussions around CEO pay and its implications for
organizational accountability and employee morale.
Summary Points
• Job analysis is vital for effective HR management.
• Properly crafted job descriptions facilitate hiring, training, and compliance.
• Fair compensation practices hinge upon thorough job analysis and evaluation.
• Organizations are challenged to balance legal compliance, equitable treatment, and ethical
considerations in employment practices.
Employee Selection: Recruiting and Interviewing
Learning Objectives
• Understand how to recruit applicants.
• Learn effective employee recruitment and job application methods.
• Recognize the weaknesses of traditional, unstructured interviews.
• Construct valid structured interviews.
• Master the interview process.
• Learn how to write resumes and cover letters.
Job Analysis
• Definition: The cornerstone of personnel selection, requiring a comprehensive
understanding of job tasks and duties.
• Essential to identify Knowledge, Skills, Abilities (KSAs) required for successful job
performance.
• Recruitment should be aligned with job analysis results.
• Example: For an office manager, necessary skills such as typing and grammar might be
assessed through tests.
Recruitment Methods
• Organizations can recruit through multiple channels:
o Internal Recruitment: Promote from within to enhance morale and motivation.
o External Recruitment: Advertise vacancies to potential outside candidates.
Recruitment Channels
• Media Advertisements: Newspapers and journals traditionally used but increasingly seen
as less effective.
• Help-Wanted Ads: Different response methods include calling, applying in person, sending
a resume, or using blind boxes for anonymity.
• Employee Referrals: Internal referrals rated highly effective; many organizations incentivize
referrals.
• Direct Mail and Internet: Successful methods targeting passive job seekers. Online
recruitment is substantial, with organizations increasingly reliant on websites.
• Job Fairs: Provide face-to-face recruiting opportunities with multiple employers at once;
successful for organizations and applicants alike.
Evaluating Recruitment Strategies
• Effectiveness Metrics: Examine both quantity (number of applicants) and quality (number
successfully hired).
• Use metrics like cost per applicant and retention rates to assess recruitment method
efficacy.
Selection Techniques
Employment Interviews
• Types of Interviews:
o Structured Interviews: Consistent questions based on job analysis with
standardized scoring.
o Unstructured Interviews: Less consistent and may result in biased decisions due
to lack of standardization.
• Advantages of Structured Interviews:
o Higher reliability and validity compared to unstructured interviews.
o Legal defensibility as they minimize bias and adverse impact.
Writing Effective Interview Questions
• Types include clarifiers (gather clarification), disqualifiers (criteria for disqualification), and
skill-level determiners.
• Use past-focused (behavioral) and future-focused (situational) questions to understand the
applicant's competencies.
Job Search Skills
• Preparing for Interviews: Know the company, dress appropriately, and practice nonverbal
communication.
• Cover Letters: Should be concise, tailored for specific job markets, and highlight relevant
skills and experiences.
• Résumés: Focus on achievements, clarity, and formatting.
Ethics in Recruiting
• Considerations around recruiting based on physical appearance and how it correlates to
biases in selection can raise ethical dilemmas.
• Organizations should balance business interests with fair hiring practices to create a
diverse workforce.
Case Study: Recruitment at the Borgata Hotel Casino
• Discussed methods utilized by the Borgata in recruitment, emphasizing creativity and
strategic planning to attract high-quality candidates.
Conclusion
• Recruitment and selection hinge on systematic methods that yield effective, equitable
hiring practices.
• Emphasis on combined methods (structured interviews, cognitive ability tests, work
samples, etc.) leads to effective hiring processes.
