INDUSTRIAL / ORGANIZATIONAL PSYCHOLOGY CHAPTER 1 REVIEWER
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Industrial / Organizational Psychology is a branch of psychology that applies the principles of
psychology to the workplace.
The “I” in I/O Psychology focuses on determining the competencies needed to perform a job,
staffing the organization with employees who have those competencies, and increasing those
competencies through training. The organizational approach.
The “O” in I/O Psychology creates an organizational structure and culture that will motivate
employees to perform well, give them with the necessary information to do their jobs, and
provide working conditions that are safe and result in an enjoyable and satisfying work
environment.
Personnel Psychology study and practice in such areas as analyzing jobs, recruiting applicants,
selecting employees, determining salary levels, training employees, and evaluating employee
performance. I/O psychologists and HRM professionals are involved here.
Organizational Psychology is concerned with the issues of leadership, job satisfaction, employee
motivation, organizational communication, conflict management, organizational change, and
group processes within an organization. Organizational psychologists often conduct surveys of
employee attitudes to get ideas about what employees believe are an organization’s strengths
and weaknesses.
Human Factors / Ergonomics concentrate on workplace design, human-machine interaction,
ergonomics, and physical fatigue and stress. These psychologists frequently work with engineers
and other technical professionals to make the workplace safer and more efficient.
Hypothesis is an educated prediction about the answer to a question.
Journals consist of articles written by researchers directly reporting the results of a study.
Trade magazines contain articles usually written by professional writers who have developed
expertise in a given field.
32% of I/O psychology research is conducted in a laboratory.
External validity refers to the extent to which the results of a study are generalizable to patients
in our daily practice, especially for the population that the sample is thought to represent.
Field Research is another location for research is away from the laboratory and out in the “field,”
which could be the assembly line of an automotive plant, the secretarial pool of a large insurance
company, or the interviewing room at a personnel agency.
Psychologists require that subjects participate in studies of their own free will—a concept called
informed consent.
Experiment only determines cause-and-effect relationship.
Independent variable is the cause. Its value is independent of other variables in your study.
Dependent variable is the effect. Its value depends on changes in the independent variable.
Experimental group are the participants of study where the experiment is applied.
Control group, the researchers did not apply the experiment to compare the two groups.
Quasi-experimental attempts to establish a cause-and-effect relationship by using criteria other
than randomization.
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Archival research involves using previously collected data or records to answer a research
question.
Survey is another method of conducting research is to ask people their opinion on some topic.
Meta-analysis is a statistical method of reaching conclusions based on previous research.
Effect size tells you how meaningful the relationship between variables or the difference between
groups is.
Correlation coefficients (r) are used as the effect size when researchers are interested in the
relationship between two variables, and the majority of studies use correlation as their statistical
test.
Difference score (d) is used as the effect size when researchers are looking at the difference
between two groups.
Correlation is a statistical procedure that enables a researcher to determine the relationship
between two variables.
INDUSTRIAL / ORGANIZATIONAL PSYCHOLOGY CHAPTER 2 REVIEWER
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Job Analysis is gathering, analyzing, and structuring information about a job’s components,
characteristics, and requirements.
Job Analysis is the process of determining the work activities and requirements, and the job
description is the written result of the job analysis. Job analyses and job descriptions serve as the
basis for many HR activities, including employee selection, evaluation, training, and work design.
Personpower planning is to determine employees’ mobility within an organization, that is looking
into other jobs that employees can be expected to be eventually promoted and become
successful.
Performance Appraisal Instrument are specific, job-related and valid; leading to accurate
performance appraisals.
Job Classification- Job analysis enables a human resources professional to classify jobs into groups
based on similarities in requirements and duties. Job classification is useful for determining pay
levels, transfers, and promotions.
Job Evaluation- Job analysis information can also be used to determine the worth of a job.
Job Design- Job analysis information can be used to determine the optimal way in which a job
should be performed.
Job Description is a relatively short summary of a job and should be about 2 to 5 pages in length.
Job Title- An accurate title describes the nature of the job.
Work Activities section lists the tasks and activities in which the worker is involved.
Tools and Equipment Used- lists all the tools and equipment used to perform the work activities
in the previous section.
Job Context- describe the environment in which the employee works and should mention stress
level, work schedule, physical demands, level of responsibility, temperature, number of
coworkers, degree of danger, and any other relevant information.
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Work Performance- contains a relatively brief description of how an employee’s performance is
evaluated and what work standards are expected of the employee.
Compensation Information- contain information on the salary grade, whether the position is
exempt, and the compensable factors used to determine salary.
Job Competencies- these are the knowledge, skills, abilities, and other characteristics (KSAOs)
(such as interest, personality, and training) that are necessary to be successful on the job.
Typically, a job analysis is conducted by a trained individual in the human resources (HR)
department, but it can also be conducted by job incumbents, supervisors, or outside consultants.
Job Crafting- informal changes that employees make in their jobs.
It is advisable to have all employees participate in the job analysis.
Job Participation- one can analyze a job by actually performing it.
Knowledge is a body of information needed to perform a task.
Skill is the proficiency to perform a learned task.
Ability is a basic capacity for performing a wide range of different tasks, acquiring a knowledge,
or developing a skill.
Other characteristics include such personal factors as personality, willingness, interest, and
motivation and such tangible factors as licenses, degrees, and years of experience.
Internal pay equity involves comparing jobs within an organization to ensure that the people in
jobs worth the most money are paid accordingly.
External pay equity is the worth of a job is determined by comparing the job to the external
market (other organizations).