5/23/2025
1
Gera l d B. Peña randa ,
MS c.,
RPs y
.
RegisteredPsychol ogist
HR & OD Consultant
gerald. penaranda@ dlsu. edu. ph
Objective :
1.
DEFINE
industrial/ organizationa l psychology and
DISC USS
the importance of this field of inquiry.
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PRB of Psychol ogyTabl eof Speci f i cati on( TOS) f or
Industri al/Organizati onalPsychology( 2023)
Ou t co me
Weig h t
No . o f
It ems
1.
Org an izati o n alT h eo ries
:
Classica l or ga nizatio n
the or y
,
neo
classicalor ga nizatio n the or y
,
mod er n
or ga nizatio na l the or y
,
con ting en cy th eo r y
,
motiva tion
the or y
,and
op en systems the or y
. Descr iption ,
differ en tiatio n,an d a pp lication sof the se t he or ies in
imp r oving or ga nizat iona lstr uctu r e a nd de sign,
lead er ship, m an ag er ialstyles, gr ou p b eh avior,
m otivatio n, com m un ication ,op er atio na lefficiency, an d
or ga nizat iona lstr uctu r e.
20%
20
O u tco me
Wei g h t
No . o f
I tems
2.
O rgani zati onalSt ructuresand Systems
: Functional, m ult i
divisional, f lat, m atr ix, t eam , net work , and hierar chical
str uct ures.
Knowledg e of t hepros andconsof t hesest r uctur es.
Def init ionof t heelement st hat cr eat eorg anizational st r uctur e
and t heir dist inctr elationships:j obdesig n,depar t m ent alization,
deleg ation,span of cont r ol, andchain of comm and.
Application of org anizational desig nwit h r oles andper f orm ance
account abilit y.
Alig nment of org anizational st r uctur ewit h t hebusinessst r ateg y.
Application of t hef our business element sin ensuring prof it able
per f orm anceand businesssuccess.
20%
20
PRB of Psychol ogyTabl eof Speci f i cati on( TOS) f or
Industr i al/O rgani zati onalPsychology( 2023)
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Outcome
We ight
No. of
Items
3.
Te a mDyna mic s
:
Im p o rta n ce a n d im p a ct o f te a m d yn a m ics.
S ta ge so f te a m d e ve lo p m e n t.
G ro u p p ro ce ss e sth a ta ff e ctte a m e ff e ctive n e ss .
Co m m o n p ro b le m sth a to cc u rin t e a m s.
A d d re ss in g t e a m p ro b le m sa n d im p ro vin g te a m
p e rf o rm a n ce .
20%
20
PRB of Psychol ogyTabl eof Speci f i cati on( TOS) f or
Industri al/Organizati onalPsychology( 2023)
Outcome
We ight
No. of
Ite ms
4.
Orga niza tional Cha nge a ndDev e lopme nt
:
Diff e ren tia tin go rga n iza tio n a l ch a n ge a n d o rga n iza tio n a l
d e ve lop m e n ta n d d iff e ren tiat ingo rga n iza tio n a l
d e ve lop m e n ta n d tra n sf o rm a tio n.
A n a lysis o f th e d iff e ren tf a cto rsd riving o rga n iza tio n a l
ch a n ge .
Id e n tif icat ion o f th e d iff e ren ttyp e s o f large
sca le
o rga n iza tio n a l ch a n ge s.
E va lua tin g t h e d iff e ren to rga n iza tio n a l int e rve n tio n su se d
to e n h a n ce o rga n iza tio n a l e ff e ctive n e ss,e m p loye e we ll
b e ing, a n d p rod u ctivity.
20%
20
PRB of Psychol ogyTabl eof Speci f i cati on( TOS) f or
Industr i al/O rgani zati onalPsychology( 2023)
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A dul thood Commi tments
LOVE:
Adu ltbonds of love
are more satisfying when
mar ked by similarity of
inte re stsand valu es, a sharing
of em otional and mat er ial
suppor t, and intimat e self
disclosure.
WORK:
Work can provid e us
with a s ens e of id entity,
com petence, and oppo r tunities
for accom plis hm ent. T his is
why challeng ing and interes ting
happiness.
^u Pv]( ]˚vıo](
lv}Á’Z}vˆıo}À˚X
t
Leo Tolstoy,
1856
Recent Cha ll e nge s to Organiz a ti o ns:
The li t igious environment
demandsqualif iedmanagers tobalance
business, legal,and ethical concerns
Due to intensecompetition, organizationshavebeen
downsized
,
del ayered
,and
dec ent ral ized
Experiencewavesof
organ izat ionalcha nge
programs:TQM,perfor mance
management, business process re
engineering ,etc.
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G lob al izationofbus in ess:
adapting to cultures, systems,and techniques
differentfromlo calcountr y
Huma nRes ourceInfor mat ion Systems(HRIS)
allo wHR Mprofessio nalsto
better facilitatehuman resource plans,make decisi ons faster,clearly
defi nejo bs, evaluateperfor mance,and provide cost
effectivebenefi tsthat
employeeswant.
B lu r redbou nda r ies
between homeand wor k:awayfromthe wor kplace,
mediatedby technol ogy. Organizationsareaskingemployeesto put in
lo ngerhours.
Wor k
li feba la nce :
Organizatio nsthat failto help their peo pleachieve
wor k/lifebalance w illfi nd itincreasinglyhard to attract and retainthe
mostcapable and motivatedemployees
Recent Cha ll e nge s to Organiz a ti o ns:
Wor katt it ude shavesh ifted
:wor kersare morewi llingto leavejo bs to gain
timefor leisureor family. ManyGenXers(bor n 1965
t
1980) and Gen
Yers
(bor n 1982
t
îììì›’’ ]} vııZ„˚˚„ Á}v[ı
sacrifi cefamilyand leisurefor theircareer
Emergence of the
strategicrole
of HR:The topHR executiveatmost
companies todayhas the v icepresident pos ition
Out so urcing:
largeorganizationshireoutside f irmsto handle payrol l,
insurance and benefi ts,and even recruitment and selection
Employment und er constantt hreat
:part
timewor k,contractualization,
temps, and interims
HRMpract ice sin an era ofau ster ity
Recent Cha ll e nge s to Organiz a ti o ns:
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Corp orateSocial Respon si bilit y
:A dominant topicin the 21
st
centur y, CSR
is the equitabletreatment of allstakehol ders(employees,suppliers,
customers,ow ners,investors,and thecommunity) wi thoutsacrifi cingthe
needs of one groupfor the s uccess of another (Reichman & Berr y,2012)
It is the i deaof the tri plebottomline
t
f inancial succes s , co ncern fo r the
environment,and concern for human rights
Recent Cha ll e nge s to Organiz a ti o ns:
Human
Resources
Managem ent
HUMAN R ESO UR CES:
The p eop le that an o rganiz ation
emp loys tocarry ou t variou sjob s,tasks ,and f u nctio nsin
exchange for w ages, salaries, and other rew ards.
HUMAN R ESO UR CESMANAGEMENT:
The comp rehensive
set of managerial activities and tasksconcerned wi th
develop ing and m aintaining a q u alif iedw orkfo rce i n w ays
that contrib u te to o rganiz ationaleffectiveness.
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M ajor H R Functions
T RA I NINGAN DDEVE LO PMEN T:
Identifying, assessing, and through
plannedlearning, helpingdevelopthekey competencies(KSAO) that
w ill enable individuals to performcu rrentand f utu rejobs.
O RG AN IZATI ONDEVE LOPMENT:
Assuringhealthyinter
and intra
unit
relationships and helpingthegroup initiate and m anage change.
C AR EE RDEVE LOPMENT:
Assuringthe
process of managing, learning, w ork,
leisure,and transitions to movetow arda
personall ydeterminedand evolving
preferredfu ture.
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HUMAN RE SOURC EPLA NNING:
ï
primary humanresourceneeds,
strategies, and philosophies.
PER FO RMANCEMAN AG EMENT:
Ensuring thatorganizational,
departmental,and individual goals are consistentlyand ef ficientlymet.
SEL EC T I ONAN DSTAFFI NG :
Matchingpeopleand their careerneeds
and c apabilitiesw ith jobsand c areer paths.
M ajor H R Functions
C O MPEN SATIO NAN DBE NE FI T S:
Ass u ring com pensationand benef its
fairness and consistency.
EMPL O Y EEASSISTANC E:
Providing personal problem
solvingand
counselingtoindividual employees.
HR RE SEA RCHAN DI NFOR MAT IONSYST EMS:
Assuringa personnel
information base.
UNI O NLA BO RRE LAT I ONS:
Assuring healthyunion
organization relations.
M ajor H R Functions
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Responsibilities of HR Departme nts
F U NC TION
RESPONSIBI LI TIES
Anal ys i s and des i gnof
work
Wor k an al ysis; job de sign ;job de scr ip tion s
Recrui tment and
s el ecti on
Rec ru itin g;
job po sting s; inter vi ewing ; testing ;
coordi nating use of temporar yla bo r
Traini ng and
dev el opment
O ri entation; skill s train ing ; career develop ment
programs
Performance
management
Per for manc e
measures; prep aration an d ad mini stration
of pe rfor manc eap prai sals; di scip lin e
Compens ati on and
benefits
Wage an d sal ar ydi strib utio n; in ce ntive
p ay; in su ra n c e ;
vacation le ave ad mini stration ; retirementpl an s; profit
sha ri ng ; stoc k pl an s
Responsibilities of HR Departme nts
F U NC TION
RESPONSIBI LI TIES
Employee relati ons
Attitud e sur veys; l ab or relations;
employee han db ooks;
compa ny pu bl ication s;la bo r law compli an ce ;rel ocation
an d outp la ce ment ser vi ce s
Pers onnel pol i ci es
Poli cy creation ;po lic y commun ication
Empl oyee
data and
i nformation systems
Record kee pi ng ;HR infor mation systems; wor kpla ce
an al y tics
Compl i ance wi th l aws
Poli ci esto en sure
lawful be havi or ;rep or ting ;po sting
infor mation ; safety in spec tion s, ac ce ssib ili ty
ac commodations
Support for strategy
Human resou rce pl an ni ng an d forecasting ,tal ent
mana gement; ch an ge man agement
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Why I /OPsychology?
Peoplespendmoretime at theirjobs
than any otheractivity in life.If
peopleare happyand productiveat
their w ork,this canhave a spill
over
eff ectontheir lives
I/Opsychologi sts can alsoi mpr ove the qualityof li feof ev er yonei nsocie ty by
i ncr eas i ngem ploye eeffecti ve ness ,w hi ch r ed uces the cost of goods soldby
i mprovi ngpr oductquality
Did you know that I/O
AT& Tdevelopedassessmentcenterstochoose thebest
managers?
General Electric(GE)developedsystems toprovide job
performancefeedbackto employees?
T heU.S.Armyuse psychologicalteststo placerecruitsin
theappropriatejobs?
T heU.S.Postal Service developprocedurestoreduc e
assaults byemployees?
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If you apply f orajob ,an I/O
ó
you will fil l out toget the
job, the sal ary, the benefits package you wil l be offered, the
training
you wil l receive, and the structure ofthe tasks that wil l
comprise your job.
The Two Divisions in I /O P sy ch.
Industrial
psychology
(the original name)
tends to provide
a
m an ag ement perspective
of
organizational efficiency through the
appropriate use of human resources. It is
concerned with iss ues of efficient job desig n,
employee selection and training, and
performance appraisal.
It may help you to remember Industrial
P sy chology as the
side of I/ O
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The Two Divisions in I /O P sy ch.
O rganizational Ps ychology
developed from the
hu ma n
rela tions
movement in organizations and focuses more on the
indiv idual emp loyee. Examp les are emp loyee att it udes ,
emp loyee behav ior, job s t res s , and s uperv is ory pract ices .
It may help you to remember
Organizational P sy chology as
the
side of I/ O
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O rganiz ations are abou t
P EO P LE
g row on the factory floors. Tak e away m y factories, bu t l eave m y
ä
Andrew
Carnegie (1 835
1 91 9)
A br an c h of psyc hol og y that app l ie s the
pr inc ipl e s of psyc hol og y to the wor kpl ac e .
^(ıu }ı]Àı˚u ›o}
ı›˚„(Á˚ ooM _
P urpose:
To enhance the dignit yand
performance of human bei ngs,and
theorganizationstheywork inby
advancing the s cie nceand
knowle dge ofhuman behavior
(
Rucci
,2008)
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Maj or I/ O F ields:
1.
PERSONNEL PSYCHOLOGY
: Includes s uch areas as
analyzing jobs, recr uiting applicants, s electing em ployees,
d eter m ining s alar y levels, training em ployees, and evaluating
em ployee perfor m ance
2.
ORGANIZ ATIONA L PSYCHOLOGY
: Concer ned with the
is s ues of lead ership, job s atisfaction, em ployee m otivation,
org anizational com munication, conf lict m anag em ent,
org anizational chang e, and g roup proces s es within an
org anization
Maj or I/ O F ields:
3.
HUMAN
FACTORS/
ERGONOMICS
:
Afield of st udy
concentrating on
the interaction
between hum ans
and machines
T hese psychologists fr equ ently w ork with eng inee rs
and other technical pr of ess ionals to make the
w orkplace saf er and mor e ef ficient.
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Sett ings ofI/ O P sychologist s
SOURCE:
Emp loyment sectorsfor SIOPmem b ersh ip b yp ercentages.So u rce: L. N ad er,
p erson alcom mu n icat ion ,Se p temb er 17 ,20 20 .
Scien tist
Pra ctitione r Model
S CIENCE:
I/ O psychologists pose quest ions to guide their
investig ations and then
u se the sci entifi c method to obtai n
ans we rs
. In this respect, I/ O psy chology is an academic
discipline
PRACTICE:
The professional side is concerned with applying
knowl edge to real problems in the world of work
. I/ O
psychologist s can use research findings to hire better
employees, reduce absenteeism, improve communication,
increase job satis faction, and solve countless other problems
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I/ O P sy chology a s aProfe ss ion
I/O Psyc h ologists b elong to professional/scientific organizations. In the
U.S . , th ey h av eth e S . I. O. P. with ab out 6 , 000 members. In th e
Philippines, the PAP provides a certification program for I/O
practitioners.
I/ O P sy chology a s aProfe ss ion
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I/ O P sy chology a s aScien ce
Often, res earch is cond ucted in
sp ecific org anizations to so lve a
par ticular problem , wh ile oth ers
focus on und erstan d ing s om e
org anizational phenom enon .
Exa mp les o f highly resp ected a ca d emic jou rn a ls related to
I
O p sy ch o logy
Ac ad e my o f M an age m e nt Disco ve r ie s
Ac ad e my o f M an age m e nt Jo u r n al
Ac ad e my o f M an age m e nt Re vie w
Ad m in istrative Sc ie n c e Qu ar te r ly
An n u al Re vie w o f Organ ization al Psyc h o lo gy an d
Organ ization al B e h avio r
Ap p lie d Psyc h o lo gy: An Inte r n ation al Re vie w
Eu ro p e an Jou r n alo f Wo r kan d Organ ization al
Psyc h o lo gy
Gro u p & Organ ization M an age m e nt
Hu m an Pe r fo r m an c e
Hu m an Re lation s
Hu m an Re sou rc e M an age m e nt Re vie w
In d u str ial an d Organ ization al Psyc h o lo gy:
Pe rsp e c tive s o n Sc ie n c e an d Prac tice
Inte r n ation al Jou r n al o f Sele c tion an d
Assessm e nt
Jo u r n al o f Ap p lie d Psyc h o lo gy
Jo u r n al o f B u sin e ss an d Psyc h o lo gy
Jo u r n al o f M an age m e nt
Jo u r n al o f Occ u p ation al Health Psyc h o lo gy
Jo u r n al o f Occ u p ation al an d Organ ization al
Psyc h o lo gy
Jo u r n al o f Organ ization al B e h avio r
Jo u r n al o f Vo c ation al B e h avio r
Lead e rsh ip Q u ar te r ly
Organ ization al B e h avio r an d Hu m an Dec isio n
Pro c e sses
Organ ization al Psyc h o lo gy Re vie w
Organ ization al Re searc h M eth o d s
Pe rson n e l Asse ssm e nt an d Dec isio n s
Pe rson n e l Psyc h o lo gy
Wo r k, Agin g an d Retire m e nt
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Most C omm onlyR esear chedI/O Top ics
1.
Jap an
: job stress, l eadership,
career issues, motivation.
2.
Is rael
: career issues, cross
cultural issues, motivation,
performance appraisal, job
satisfaction,
3.
U. S. :
empl oyee selection, career
issues, performance appraisal,
l eadership
Bri ef Hi st oryof I/O Psychology
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Direc tInfluence rs
ADAM SMITH :
Studied the capi tal i sti c order of
product i on and concl uded that rati onal self
i nterest
and the di vi sion of labor was the way to create
wealt h
K ARL MARX:
Mai nt ai ned t hat bec au se t he w orker
does not own the means of product i on, he i s
li kely to be exploit ed f or the benef i t of the
owners
FRANC IS GALTON:
Hi s stat i sti cal methods were an
i mportant part of asi gni fi cant contributi on of I
O
psychology: testi ng and selecti on of people f or j obs
Founders of th eField
Considered by manyas "thefatherof
óá
Hugo
Münst erb erg
(186 3
1 916 )
w as
particu larlyinterestedin theselection
of employeesand theuse of new
psychologicaltests.
In 1913,his book
Psychology and
Industr i alEfficie ncy
addressed suc h
things as personnelselectionand
equipmentdesign
Tw oexperimentalpsychologistsare creditedfor beingthemain founders
of thefield:
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Found ers of t he Field
Walter D ill S co tt (1869
195 5)
pi oneered the use of
psychologi cal pri nci ples to produce more eff ecti ve
adverti sements. Hi s book, The
Theory and P rac tic e
of Advertisi ng
(1903), was the f i rstof i tski nd
In WW1 ,he classi fi ed and placed enli stees,
conduct ed perf ormance eval uati ons of of f i cers, and
developed and prepared j ob dut i es and
quali f i cat i onsf or over 500 j obs. He receiv ed the
Di sti nguished Servi ce Medal f rom the U.S. A rmy.
Tw oexperimentalpsychologistsare creditedfor beingthemain founders
of thefield:
Pion ee rs of I/O
Jame s Mc K e e n Catte l l
(1 8 6 0
1 9 4 4 ).
Hecreated the Psycho l ogi cal
Cor po ra ti on i n 1 9 2 1 ,stil l i n exi stence
tod ay. T hepr imar ypur pos ewas to
ad van ceps ycho l og yan d pr omotei ts
usefuln ess to i nd ustr y.It al so ser ved
as a pl ace for compa ni esto g et
reference check s o npr os pective
ps ycho l ogi sts.
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Pion ee rs of I/O
Wal terVanD y ke B ingham.
He
star ted the Div i si on of Ap pl i ed
Psycho l og yforCar negi eIns ti tute
of Techn ol og y
the fi rs t
aca d emi cpr og ra mi ni nd ustri al
ps ychol og y(Kr umm, 20 01 ). He
hea d edthe Pers on al Resear ch
Feder atio n an d d i rectedT he
Psycho l ogi cal Cor po ra ti on .
Pion ee rs of I/O
Lilian
(1876
1972)
and
Frank
(1868
1924)
Gilbr eth.
A wife and husban d team
com bined ps ycholog y and eng ineering to
s tud y efficient ways of perfor m ing tas ks.
T heir best cont ribution was the
time and motion
study
. Lilian is on
e of the first working fem ale
eng ineers holding a Ph.D. and the first tr ue
ind ustrial/ org anizational ps ychologist .
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Pion ee rs of I/O
Rober t Mear ns Yer kes
(1876
1956)
. D uring WW 1, Rober t Yerkes
and others offered their s er vices to th e Ar my. T heir newly invented
ps ycholog ical tests led to the id entification of
Ar m y Al pha
and
Ar m y
Beta.
Ar my Alpha:
A n i ntell i gence test
developed during World War 1 and used
by t he army f orsoldiers who can read
Ar my B eta:
A n i ntell i gence test
developed duri ng World War 1and used
by t he army f orsoldiers who cannot read
That,
behavio ris mpio neer
Joh nB .Wat so n
ser vedas a
major inthe U. S. Ar myin WW1and developed
percept ua lan dmotortest sfor potent ia lpi lo t s?
(DiClemente&
Hantula
, 2000)?
That,
inventor
Thoma sA .Edi so n
createda
163
itemknowledgetest
that headministered
to over900 applicants? The testand the
pass ingscore
wereso diffi cultthat only5%of
the applicants pass ed.
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Pion ee rs of I/O
Ma r y Par ke r Fol l e tt
(1 8 6 6
1 9 3 3 ).
A so cia l
ph i l os op her,sh ead voca tedpeo pl e
or i ented
or g an i zatio ns.Her wri ti ngs focused on
g ro ups,as opp os edto i nd iv i d ual s,i nthe
tea mwor k c once pt
and g r oup c ohesive ne ss
.
Pion ee rs of I/O
Fr ederick Winslow Taylor
(18 56
19 15 ).
An eng ineer wh o st udied
empl oyee
pr oductivity
, he d eveloped an approach
to hand ling prod uction workers in
factories.
mot ivati on,called
S cientif ic Manag em ent
,
b ecame p op u larin t he l ate 1 800s and early
190 0s.
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Tay lor(1 91 1)sug gestedthat:
1.
Eachjob shoul dbecarefu ll yanalyzed
tospecifytheoptimalw ay of
doing tasks
.
2.
Empl oyeesshoul dbeselected(hired) according tocharacteristics
thatare relatedtojob performance.Managers shoul dstudyexisting
employeestofind out whatpersonal characteristics are important.
3.
Employeesshouldbetrained todo their jobtasks
4.
Empl oyeesshoul dberew ardedfor theirproductivity toencourage
high
performance levels.
The
HAWTHORNE STUD IES
A series ofstud ies, cond ucted for 10 years at the Western Electric
pl ant in Hawthorne, I l l inois, was initiall y designed toinvestigate issues
such as the effects ofl ightin gl evels, wo rk sched ul es, wages,
temperature, and rest breaks onempl oyee performance.
The i nvesti gati on of the i mpact of
i ll umi nati on di d not af f ect product i vi ty
i n the predi ct ed manner.
Researc hers real i zed tha t
the s oc ial an d
psy ch ologi cal co n d itio n sof work were
of ten mo re i mportan t than the phy si cal
co nd ition s
(Roethli sberger & Dic kson,
19 39)
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Hawthorne Eff ec t
When employees change their
behavi or, it is sol ely becau se they
are receiv ing attention or are
being observ ed.
L is teni n g an d payi n g atten tion to employ ees
was the key i ngredi ent to
i ncreased product i on
The Hawt horne studies i nspired psychologi sts to i ncrease thei r f ocuson
human r elations
i n the workpl ace. Employee att i tu des, team
development, supervi sion, group process, worker morale, and other
organi zati onal phenomena started playi ng a role i n the I/ Of i eld.
Pion ee rs of I/O
Elt on Mayo
(1880
1949).
His
H uman Relations
approach countered
s cientific m anag em ent.
He
recogn ized the "inadequacies of
existing s cientific m anag em ent
approaches" to ind ust rial
org anizations and und erlined the
im por tance of relations hips am ong
tho s e working for s uch
org anizations.
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Pion ee rs of I/O
K ur t
Za dek
Lewin
(1890
1947).
In
1939, he led
the first publication of
an em pirical s tud y of the effects of
l eader ship styl es
w hich initiated
argum ents for using
par ticipat ive
mana gement
techniques. In 1945,
he for m ed the Res earch Center for
G roup D ynam ics at MIT to
perfor m experim ents in
g r oup
behavior
1960s to 1990s
1960s:
Civilrightslegislationleadingto fairselectiontechniques,
sensitiv ity(T
groups) for managers
1970s:
Employeesatisfactionand motivation,increaseduse of behavio r
modifi cationin thewor kplace(Skinner)
1980s an d 1990s:
So phisticated
stat istical tech ni que s
andmethods of
analysis (path analysis ,SEM , M AN OVA ,and causal modeling);application
of
cogni t ive psychol ogy
to industr y(i. e.,thought process by managers
during perfor manceappraisals );effectsof wor kto
famil yli fe andle is ure
act iviti es
;varietyof
sel ect ioninstr uments
(e. g.,cognitiveabilitytests,
structured inter views,etc. );
OD inter vent ions
(TQM, reengineering ,and
employeeempowerment);concern for
di versi t y
and gender iss ues;
downs iz ing
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2000s
Inter net :
Online recruitment and testing ,use of so cial media(Twi tter,
LinkedIn, Faceboo k)to findjo bs, eLearningand distance education as T&D
means; cyberspace meetings
Demographi cmakeupofworkforce:
Womenareincreasinglytaking
managerialrol es;As ianAmericans arethe fastestgrow ingsegment of the
U. S. population
G lob al economy:
o ffs hor ing ,increas ing number o f ex patr iates ,increas ed
emphasis on ser vicejo bs requiringhuman relationsskills
Highunemployment rates,fl exi blewor kschedules, family
friendlywor k
pol icies,accommodation of child
care and elder
careresponsibilities,
increasingcostsof health
carebenefi ts,etc.
JOB ANALYSIS
Gerald B. Peñaran da, M.Sc., RPs y.
I n d u str ia l
Organization al Psych olo gi st
HR C on su ltant
geral d . p enaran d a@ d lsu . edu . p h
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Obje ctive :
1.
LIS T
theuses ofjob analysis information.
2.
DESC RI BE
thesources and ways of col l ectingjob analysis
information
3.
DISC USS
the d ifferent job analysis metho ds.
4.
DESC RI BE
theevidence for thereliability and val idity of job
anal ysis metho ds.
H uman Resource Planning
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Huma n R esou rce P la nnin g
JO B A NA LYSIS
HR PLA NNI NG
JO B DESCRI PT I O N
RECRUI T MEN T
SELECT I O N
Howwou ld yo u describet h e
jo bof a pol iceof ficer?
o
What are t hedif ferent tasks
t hat police of f icersdo?
o
How muc h t imedo t hey
spend doing each one?
o
How dif f ic ult is it tolearn t he
v arious tasks?
o
How long does it taketolearn
t hem?
o
What personal c harac terist ics
does it taketodo each task
and t heent ire job?
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Job Analysis
is a
met h odfordescr ibingjobs and/orth e
h umanattr ibutes nece ss aryto per formth em; gath er ing,
components ,ch aract er istics,and re q uire ments.
3 elements that compri se af ormal j ob analysis:
1.
The procedure must be
systema tic
. The analyst
needs to speci f y the procedures i n advance.
2.
A j ob i sbroken i nto
sma ller uni ts
. We descri be
components of j obs rather than the overall j ob.
3.
The analysis result s i nsome
written produc t
, ei ther
electroni c or on paper.
TwoProductsofJobAna ly sis
1.
JO BDESC RI PT ION:
responsibilities, reporting relationships,
w orking conditions, and su pervisory
responsibilities.
2.
JO BSPEC I FI C ATIO N:
requirements,thatis, therequisite
educ ation,skill s,personality, and soon.
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JOBANALYSIS
Job
Oriented Appr oach:
Pr ovides infor m at ion
about t he natur e of t asks doneon t he job.
TASK:Completesreport
afterarresting an
accu sed
CHARACTER IST IC:Uses
pencils and pens.
LEVEL OF SPECIF ICI TY
o
Level of specificity answ ers the q uestion:
Sh ould
th e jobanaly sis b reak ajob down into v ery
minute, specific b ehav iors
(e. g. , tiltsarm at a 90
inches),
or sh ould the jobb e a naly zed at amore
general level
o
I nformal req uirements (such as picking up mail,
ï
from schoo l ) may needto be made formal to
reduce potentialconfusion regarding wh ois
responsibl e for thetask
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FIVELEVELS O FSPECIFITY
1.
POSIT ION: Acollecti on of duties that a s i ngle i ndivi dual canperform.
e .g.Patrol Offi cer, De skOffi cer
2.
DUTY: Amajor component of a j ob.
e .g.Enforce the law
3.
TASK:A compl ete pi ece of w orkthat accompl i s hes s ome
particu lar obj ecti ve
.
e .g.Arre st suspe ctswho vi olate the law.
4.
ACTIV IT Y: I ndivi dualparts that make up the tas k.
5.
ELEMENT: Very s pecificacti ons to perform anacti vi ty.
e .g.Place handcuffs on asuspe ct.
JOB ANALYSIS
Per son
Oriented Appr oach:
Pr ovidesa des criptionof t he
charact eristics,or KSAO s neces sar y for a person t osuc ce ssf ullyperfor m
a par t icular job.
K nowledge:
what a person needs to know to do
a pa rti c ul ar j ob.
Skill:
what a person
i s abl e to
do on the j ob.
Abili ty:
do j ob tasks or learn to do j obtasks.
Other personal char acter istics:
anythi ng relevant
to the j ob that i snot covered by the other three.
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Exa mples ofKS AOs andAssoci at ed Tas ks
KSAO
TASK
Know ledge
of legalarrest
procedures
Ar restsuspects
Skillin usingafi rearm
Practiceshoo tingfi rearmonfi ring
range
Abilityto communicate withothers
Mediateadispute between two
peopleto prevent vio lentincident
Courage(as theperso nal
characteristic)
Enterdarkalleytoapprehend
suspect.
ABI L I T Y
D ESCRI PT I ON
1.
Verbal
Co mp rehensio n
The ability to understand w hat w o rdsm ean andto readil y
co m prehendw hat isread.
2.
Wo rdfl uenc y
The ability to pro duce isolatedw o rdsthat f ulf il
specif icsym bo lico r
structural requirements (such as all w o rdsthat beginw ith the letter
b andhave tw o vow els).
3.
Num erical
The ability to m akequick
andaccurate arithm etic com putatio ns
such as add ingandsubtracting.
4.
Spatial
Being ableto
perceive spatial patterns and to visualize ho w
geom etricshapes w o uldlo o kif transf o rm edin shape orpo sitio n.
5.
Memo ry
H avinggo o drotem emo ryf o rpaired
w o rds,sym bo ls,lists of
numbers, orother associated terms.
6.
Percept ual
speed
The ability to perceive f igures,
identif y simi laritiesand d if f erences,
andcarry o ut tasks invo lvingvisual perceptio n.
7.
In duc tiv e
reaso ni ng
The ability to reason f rom specif icsto g eneralco nclusions.
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Competency
ba sed Job Analy sis
Descri bi ng the j ob i n terms of
measurable, ob serv able,
beh avi oral co mpetenc ie s
(knowl edge, ski ll s, and/or
behavi ors) that an employee
doi ng that j ob must exhi bi t
Tradi ti onal j ob analysis i smore
j ob
f ocused
duties?).
Competency
bas ed
analysis i smore worker
f ocused
(
What must employees be
co mpetent at to d o this
multis ki lled
jo b?
)
Who pr ovides t heinformation?
They
actuallydo
the jobor
spend timeobser vingemployees
doi ngthe jo b and translate
these experiencesintoa jo b
analysis .
JobIncum bents
andSuper vis ors
Theyare considered subject
matterexperts (SMEs ) because
they havedetailedknow ledge
about the content and
requirements of theirow njo bs
or the jo bs that they super vis e.
JobAnalystsand
TrainedObs er vers
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PU RPOS ES OF JOB AN ALYSI S
USE
Desc r i pti on
Ca reerd evel o p ment
D efineKSAOs nece ssaryfo radvancem ent
Leg a l i ssu es
Sho wjo brelevanceo fKSAOs
Perfo rma n cea p p ra i sal
Set
criteriato evaluateperfo rm ance
Recru i tmenta n d sel ecti o no f
emp l oyees
D elineateapplicantcharacteristicsto beused asbasisfo r
hiring
Tra i n i n g
Sug gest areasfo rtraining
Setti n g sal a ri es
D eterm inesalary levelsfo rjo bs
Ef fi ci en cy/safety
D esignjo bsfo r efficiency andsafety
Jo b cl a ssi fi catio n
P lacesim ilarjo bsin gro upings
Jo b d esi g n
D esignco ntento f jo bs
Pl a n n i n g
Fo recastfuturenee dfo rem ployee s
withspecificKSAOs
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Approaches to C ollecting JobAnalysis I nformation
Job Partici pation
ADVANTAG ES:
o
Provides cont extin wh ich job is do ne.
o
Provides extensive detail about thejob.
DISADVANTAG ES
o
Fails toshow differences among jobs with
same titl e.
o
Expensive and time consuming
o
Can takeextensive training of analyst.
o
Can be dangerous toanal yst.
Approaches to C ollecting JobAnalysis I nformation
Inter view
ADVANTAG ES:
o
Provides mul tipl e perspectives ona job.
o
Can show d ifferences among incumbents
with same job.
DISADVANTAG ES
o
T ime consuming as compared to
q uestionnaires.
o
Fails toshow cont extin which tasks are
do ne.
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Typi ca l Q u esti ons:
1.
What i s the j ob being performed?
2.
What are the major duties of your pos i ti on? What exactly do you do?
3.
What phys i cal locati ons do you w ork i n?
4.
What are the educati on, experience, s ki ll ,and [ w here app li cable] certification
and li cens ing requi rements ?
5.
Inw hat acti vi ti es do you partici pate?
6.
What are the j ob s resp ons i bi li ti es and duties ?
7.
What are the bas i caccountabi li ti es or performance s tandards that typi fy your
w ork?
8.
What are your resp ons i bi li ti es ? What are the envi ronmental and w orki ng
conditions i nvolved?
9.
10.
What are the health and s afety conditions ? Are you expos ed to any hazards or
unus ualworki ngconditions ?
Approaches to C ollecting JobAnalysis I nformation
Obser ve Employ ees Doi ng the Job
ADVANTAG ES:
o
Provides relativelyobjective viewof thejob.
o
Provides cont extin which job is do ne.
DISADVANTAG ES
o
T ime
consuming
o
Empl oyees might change their behavior
because theyknowtheyare being
observed.
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Approaches to C ollecting JobAnalysis I nformation
Questionnaires
A D VA NTA GES:
o
Effici ent and i nexpensive
o
Showsdifferencesam ongi ncum bent si nsam ej ob
o
Easy t oqu anti fyand
analy se
st at i st i cally
o
Easy t ocomp arej obsoncomm onj obdim ensi ons
D ISA D VANTAGES
o
Ignorescont ext i nw hichj obi sdone
o
Li m i t srespondentst oqu esti onasked
o
Requ i resknowl edgeofj obt odesi gnqu esti onnai re
o
Easy for j obi ncum bent st o di st ortt om aket heir
j obsseem m orei m portant
Impo r ta ntPoint s
Use at least
three methods
of collectingjobanalysis
information, inclu dinginterview s, questionnaires, and
observation.
Makethejob analysis a
joint effort
bya humanresources
ááïä
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Othe r J obAnalysis Method s
1.
Jo b Compo nents Invento r y (JCI)
DevelopedinGreatBri tainto address the need to match job
requirements to wor kercharacteristics
(B anks ,Jacks on,Stafford,and
Warr, 1983)
FI VECO MPON EN T SO FJO BS
1.
Use oftools an d equi pment
2.
Perce ptu al an d physical
req ui rements
3.
Mathe matics
4.
C ommun ication
5.
Dec ision
ma kin g a n d
respo nsib ili ty
Examples of Frequently Needed Ski ll s for Cleri cal Jobs
COMPONENT
SKILL
Useof too lsand
equipment
Useof pens
Useof telephone
Perceptual and physical
requirements
Selectiveattention
Wrist/fi nger/hand
speed
Mathematics
Usedecimals
Usewhol enumbers
Decisi on
makingand
responsibility
Decide onsequencing of wor k
Decide onstandards of wor k
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2.
Func tio nal Jo b A nal ysis (FJA )
Uses both o bser vationand inter viewsto provideadescription
of a joband scores onseveraldimensio ns concerning the job
and potentialwor kers.
O*NET
(
http://online. onetcenter. org
) is a
computer
bas ed res o urce fo r jo b
t
related
infor mationon approxi mately1,100 groups
of jo bs sharingcommon characteristics,a
ver yextensiveundertaking.
Othe r J obAnalysis Method s
3.
Po si ti o n Ana l ysi s Questi o nna i re (PAQ )
This questionnairecontains 194 items dealingwi ththe task
requirement or elementsof jo bs.
FI VEACT I VIT I ES:
1.
Havi ng de ci sion
making /commun ication /soci al
respo nsib ili ties.
2.
Per formingskill ed activi ties
3.
Be in g physical ly ac tive
4.
O pe rating veh ic le s/eq ui pment
5.
Proc essing infor mation
Othe r J obAnalysis Method s
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Major Categories of the PAQ
CATEGORY
EXAMPLE
Info rmatio ninput
Collecting
o ro bser vinginfo rmatio n
M ediatio npro cesses
D ecision
making
andinfo rmatio npro cessing
Wo rko utput
M anipulating
o bject s
Interpersonalactivities
Communicatingwit hpeo ple
Wo rksituatio nandjo b
co ntext
Physicalandpsycholo gicalwo rking
co nditio ns
Miscellaneo usaspects
Wo rkschedule
4.
Task Invento ries
A questionnairethat contains a l istof specif ictasks that might
be done onajo b that is being
analysed
and ratingscalesfor
each task
POSSI BLE DI MEN SIO NS
1.
Amount of time s pent doi ngthe task
2.
Criticalityof the taskfor doi nga goo d
job
3.
Diffi cultyin learningthe task
4.
Impor tance o fthe task
Other J obAnalysis Met hods
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Reliability
Am eta
analysis
(
Die r dor ff
&Wils on,
2 0 0 3)
thatsum marizedtheresul ts
of 46 studiesfounda test
retest
reliability of .83. T hism eansthat
peopleare quiteconsistentover
tim ein m akingtheir job analysis
ratings.
Inter
rater agreementbydiff erent
peopleranged from .48 to.81
Val idity
Spector,
B rannick
,and
Coovert
(1989)
sum marizedtheresul tsof nine studies
thatreportedcorrelations among
methodsandsourcesthatranged from
.47 to.94 and theresul tsare suggestive
of job ratings validity
Mostresearchsuggestthatjob analysis
ratings are notperfec tand are
potentiall ysubjecttosome biases
becauseof hum anjudgment.
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