Industrial Psychology

WORLD WAR I - first big impact

STICKY TRAINING new term in training used to describe how well people
remember and apply what they learn
TRAINING METHODS process of changing behavior, attitudes, and opinions
Acquisition or sharpening of KSAO in performance of employees
Role play requires employees to act out simulated roles and actual situation that
they may encounter at work.
HAWTHORNE EFFECT interpersonal interactions between the manager and the
employees played a tremendous role in employee behavior.
SIMULATION work with the equipment and know the mistakes
Case Study involved in action plans
JOB INDUCTION - first step before starting his newly acquired job/ orientation
JOB ROTATION employee must perform several jobs within the organization
JOB ENLARGEMENT addition of tasks for growth and challenge
JOB ENRICHMENT more responsibility over work for more control
JOB DIAGNOSTIC SURVEY importance of meaning of a task, if the job
allows employees to make decisions, if a variety of skills is needed to be used
JOB CRAFTING
JOB SATISFACTION
JOB DESCRIPTION INDEX series of job related activities and statements
that are rated by employees.
MENTORING a renowned individual acknowledges the potential of a trainee and
personally develops talent and skills.
APPRENTICESHIP minimum age of 14 years old
COACHING involves a new employee receiving OJT guidance from experienced
ones
MODELING through observation
OVERLEARNING repeated training, monthly exercises
Lecture involves handouts, supporting materials and visual aids.
Off THE JOB TRAINING deals with work skills away from ordinary workplace
ON THE JOB TRAINING performing job related tasks/ direct approach
PRETEST AND POST TEST CRITERIAS
A. Employee reaction asking the audience on what theyve learned
B. Return of Investment
c. Application of Training company observes the effectiveness
TERMS
RECRUITMENT
process of job application
Defined as practice of locating and attracting applicants
1. Internal Recruitment hire people they know
Giving a message to the company and
employees
Recommendation of a supervisor to nominate a
fill
A supervisor prioritizing the favored employee

Providing a high moral and less costs

Methods of Internal recruitment
Job Posting a vacancy notice is posted and all are qualified
Career Development System to those high potential employees that are
groomed
2. External Recruitment bring job applications from
outside the organization
STAFFING blueprint of an employees organizational success
JOB PROFILE describes the job interms of key result areas and functions
JOB DESCRIPTION contains information about the job. Summaries, duties,
responsibilities, equipment and materials used, working conditions, supervision,
schedules, standards of performance.
JOB ANALYSIS technical procedure to define the duties, responsibilities and
accountabilities. Process of identifying how a job is performed and personal
requirements
JOB SPECIFICATIONS - KSAO
ARBITRATOR third party to decide
MEDIATOR third party to act as moderator
SACRED COW HUNT analysis in getting rid of practices with no useful purpose
DOWNWARD COMMUNICATION suggestion box
SINGLE STRAND GRAPEVINE pass the messages
GOSSIP GRAPEVINE there is specific number of people
PROBABILITY GRAPVINE few and random people
CLUSTER GRAPEVINE few but selected people
EMPLOYMENT
CASUAL EMPLOYMENT
- this is not a desirable employment/irregular
PROBATIONARY EMPLOYMENT - provides growth
REGULAR EMPLOYMENT
- desirable and necessary in the business
CONTRACTUAL EMPLOYMENT - a specific employment or job
INTERVIEWS
SERIAL INTERVIEW - deemed as the method wherein there are better results
GROUP INTERVIEW
PANEL INTERVIEW involves three or more interviewers
STRUCTURED definite objective scoring
NEEDS ANALYSIS
ORGANIZATIONAL reassured that the company will be able to handle resources
TASKS ANALYSISf
PERSON ANALYSIS
Methods of Appraisal
Performance Management presenting the procedures and system to superior
with definite objectives
PERFORMANCE APPRAISAL evaluating employees/ key aspect of perf.
management
ABSOLUTE STANDARDS -

Critical incidents effect and ineffective instances in the output of each

employee; actual behavior that makes a difference between performance
BEHAVIOR ANCHORED RATING SCALE uses critical incidents in order to
provide meaning to numbers in rating scale
MANAGEMENT BY OBJECTIVE converting of organizational to individual
objectives
ESSAY APPRAISAL an appraiser writes a narrative about the employee
FORCED CHOICE APPRAISAL a rater must choose between two or more
specific statements about the employees work behavior.
.
RELATIVE STANDARDS compare the individual against other individuals
PAIRED COMPARISON placed in POSSIBLE PAIRS and supervisor will
choose between the two.
GROUP ORDER RANKING
FORCED DISTRIBUTION - percentages
INDIVIDUAL RANKING METHOD evaluator merely lists the employees in order
from highest to lowest.
ADJECTIVE RATING SCALE a graphic rating scale which lists a number of traits
and range of performance for each.
TASK-FOCUSED PERF. DIMENSION employees attributes
CONTEXTUAL PERF getting along with peers and improve the organization
TRAIT FOCUSED employees attributes
COMPETENCY FOCUSED standards of employment
TASK ANALYSIS
TASK INVENTORY a checklist wherein the chores are labelled completed or not
TASK LISTING
THEORIES
ERG Existence Clayton Aldefer
Relatedness social interactions
Growth
INTRINSIC AND EXTRINSIC MOTIVATION
Motivation through within/ praises or extrinsic motivation of rewards
MCCLELLANDS NEEDS THEORY/ ACQUIRED NEEDS THEORY
NEED FOR POWER/ NPow commanding and control
NEED FOR ACHIEVEMENT/ NAch
NEED FOR AFFILIATION/ NAff
VROOMS EXPECTANCY THEORY
Instrumentality outcome of an employees performance will result in a
particular consequence
Valence worker values a particular consequence
VROOM AND YETTON MODEL DECISION STRATEGY
AUTOCRATIC I leader alone
AUTOCRATIC II asks comments then decides alone
CONSULTATIVE I - shares with few then decides alone
CONSULTATIVE II shares to groups then decides alone

GROUP 2 leader shares the info then consensus

MASLOWS HIERARCHY OF NEEDS
Difference with other is it doesnt allow for different levels of needs to be
pursued simultaneously.
TWO FACTOR THEORY FREDERICK HERZBERG
Job Context source of job dissatisfaction
Job content source of Job satisfaction
Hygiene factors determine dissatisfaction external outputs
Necessary but not sufficient for job satisfaction
Motivators determine satisfaction internal outputs
GOAL SETTING THEORY / self regulation theory
Motivation theory based on behavior is regulated by goals and values.
PATH GOAL THEORY/ HOUSE
SUPPORTIVE STYLE shows concern on decision making
PARTICIPATIVE STYLE shares with employees and lets them participate
INSTRUMENTAL plans and organizes/ sets rules and regulations
ACHIEVEMENT ORIENTED challenge by rewards
CONFLICT STYLES
ACCOMODATING setting a conflict that he gives in and hurts himself
AVOIDING tries to mediate in conflicts
COLLABORATIVE STYLE win-win solutions only
COMPROMISING STYLE give and take
KORMANS CONSISTENCY THEORY
There is a positive correlation between self-esteem and performance
FIEDLERS CONTIGENCY MODEL
Holds that any individuals leadership style is only effective in certain
situations and leadership training should concentrate in helping people understand
their style of leadership.
REWARDING/ CONDITIONING OF EMPLOYEES final requirement to ensure
the effectiveness of a training
Stock option giving shares to the employee
Merit Pay giving an incentive bonus pay to the employee
Social Recognition certificates or plaques to the employee
Membership based rewards cost of living allowances, benefits, and salary increase.
This is regardless of performance.
Intrinsic Rewards proud
Extrinsic awards from the external methods
Financial reward that enhances an employees financial wellbeing
Non Financial rewardde wont enhance but will still benefit
Pension plans, leaves, vacations and purchase amount
PROFIT SHARING percentage of profit
PAY FOR PERFORMANCE paid depending on the products sold
MERIT PAY appraisal score
E. STOCK OPTIONS
SELF ESTEEMS

Social influence self esteem happens when colleagues and other people are
expecting something out of the employee
Situational self esteem
Chronic self esteem
PLATEUS
CAREER PLATEAU- probability of moving up is low either organizational or personal
LIFE PLATEAU happens when theres loss of identity and self-esteem due to no
longer success in his work area
CONTENT PLATEAU- when a person has learned a job too well and is bored with
day to day activities
STRUCTURAL PLATEAU end of promotions and employee must leave to find
opportunity
ERRORS
HALO ERROR rating error when a rater assigns ratings on the basis of overall
impression
DEVIL EFFECT due to Poor impression
LENIENCY AND STRICTNESS ERROR relatively give high/low ratings to everyone
CENTRAL TENDENCY rater lump everyone together around the average category
RECENCY ERROR biased rating that recent behavior speaks for the overall
performance
FALSE POSITIVE / TYPE 1 ERROR got hired even though not enough
Case of drugs, theres no drug but the test positive for drug use
FALSE NEGATIVE / TYPE 2 ERROR didnt got hired though competent
Case of drugs, theres drug use but the test negative for drug use
EFFECTS
GALATEA EFFECT from within expectations and will reflect on behavior
PYGMALION/ ROSENTHAL EFFECT from outside and have positive expectations
GOLEM EFFECT from outside and turns negative on the behavior
Lowering of performance because of negative supervisor
expectation
Peter principle promoting to higher position until he reaches his highest level of
incompetence
Jonah Complex employee afraid of promotion may be afraid of achieving his full
potential
Premack Principle rewarding the performance of a very boring task by allowing the
employees to perform a less boring task
ROLES
ROLE AMBIGUITY does not know exactly what to do with new job. Therefore,
stress and burn out
ROLE CONFLICT 2 roles, a work related and personal related
ROLE OVERLOAD extent in which an employee is able to handle the roles and
tasks assigned to him/her.
ROLE STRESS
TYPES OF POWER by FRENCH AND RAVEN
LEGITIMATE with authority

COERCIVE to penalize or punish

REFERENT identification of followers
EXPERT competent enough for the job
GROUP DYNAMICS
1. Forming stage of development, impress with best behavior
2. Storming set leader, different views team members challenge one another
without defensive responses
3. Norming reconciling and setting up of rules; ease the tension
4. Adjourning applicable to teams that are temporary or project teams
5. Evaluating end
GROUP COHESIVENESS extent to which group members like and trust one
another and share a feeling of group pride
GROUP ROLES
GROUP THINK
GROUP HOMOGENEITY
Groups which have members for a long time are more cohesive
Groups that are isolated tend to be more cohesive
Groups that are pressured by outside forces are more cohesive
TEAMS
1. PROJECT TEAM One time only for a common goal
2. PARALLEL TEAM representatives from different members of departments
3. MANAGEMENT TEAM the boss and managers
4. WORK TEAM field in which they must produce goods
GROUP THINK no bound to fail
GROUP POLARIZATION extreme positions than the individual has
COACTION two or more groups performing the same tasks
SOCIAL INHIBITION negative effects with others
STYLISTIC LISTENING
LEISURE for good time
TECHNICAL about facts
INCLUSIVE only listens to main idea
IMPACT THEORY
INFORMATIONAL STYLE climate of IGNORANCE
MAGNETIC STYLE CLIMATE OF DESPAIR
POSITION STYLE CLIMATE OF INSTABILITY
AFFILIATION STYLE CLIMATE OF ANXIETY
COERCIVE STYLE CLIMATE OF CRISIS
TACTICAL STYLE - CLIMATE OF DISORGANIZATION
DIRECTING UNABLE AND UNWILLING
COACHING WILLING BUT UNABLE
SUPPORTING ABLE BUT UNWILLING
DELEGATING ABLE AND WILLING