Unit-III

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Name of the Subject: Industrial Psychology

Subject Code: NHU-301/401
Name of the Faculty: Ms. Ranju Lal
Work Environment:-
Work Environment is a combination of two words: Work + Environment.
Work: Every action, behavior of an individual can be considered as work if it has a goal.
Environment: Environment can be explained as a surrounding where a person live, work or play etc.
So, Work Environment comprises of the surroundings in which a worker does his work. It can be
broadly classified into 3 types: -
a) Physical Environment
b) Psychological / Mental Environment
c) Social Environment
a) Physical Environment:-
It consists of the physical factors present in the factory. A worker’s efficiency will be very low if he does
not have physical comforts. Physical environment comprises lighting, ventilation, temperature, layout of
machines, humidity, noise, etc.
b) Psychological / Mental Environment:

It is related to the emotional well-being of the worker. It includes various instincts of the worker like fear,
anger, etc. Favorable mental environment should be given to the worker so that he can contribute creatively.
c) Social Environment:
Social group is one of the most important aspects of a worker’s performance in an organization.
Management should create better relationship among employees and form groups of like-minded people where
group effort is needed.
Factors affecting Work Environment:-

1. Noise
2. Illumination
3. Atmospheric Conditions
4. Cleanliness
5. Color
6. Miscellaneous factors
1. Noise:-
Unwanted sound is called noise. It is the source of disturbance to the employees and does not allow them to
work with concentration.
Types of Noise:
a) Internal Noise:
 Caused by running of machines, movements of workers, clerks, peons and visitors, through corridors.
 It can be controlled.
 Machines should be installed in separate shed.
 Carpets should be spread on walking floors.
Unit – II Notes Ranju Lal

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b) External Noise:
 Caused by factors outside the organization like other factories, railways, etc.
 It can be eliminated by sound proof walls, doors and glass-panes.
Effects of Noise:
The common effects of noise are irritation, nervousness, interference with sleep and physiological
effects such as hearing loss. Other effects are:
 High blood pressure and muscle tension
 Induction of stress
 Reduction of employees motivation to work
 Decrease in emotional well being
 Tendency to shout instead of talk
2. Illumination:
Good lighting or illumination can facilitate higher production. It is essential to the health, safety and
efficiency of workers
Characteristics of Illumination:
a) Intensity
b) Distribution
c) Glare
d) Natural vs. artificial light
a) Intensity: intensity or level of brightness is the most common factor associated with illumination. Excessive
intensity of light can cause visual discomfort and fatigue. Sometimes it can even lead to considerable eye
damage.
Arrangement should be made to prevent excessive brightness.
b) Distribution: ideally, lighting should be distributed uniformly throughout the visual field. Illuminating a
work place of a much higher intensity than its surroundings leads to eyestrain & fatigue.
c) Glare: Glare reduces visual efficiency and contributes to eyestrain. That is why daylight is considerably
better than artificial light or it produces fewer glares.
Reflective or glossy surfaces can be painted with a dull, matte finish; anti-glare eye-glasses can be used.
d) Natural vs. Artificial light: daylight provides the best then artificial light which is closely approximates
daylight in color and composition (yellow light is found to be the best).
3. Atmospheric condition:
a) Temperature
b) Humidity
c) Airflow
a) Temperature: it determines the direction of flow of heat. Heat flows from the body of high temperature to
that of low temperature.
Thus the temperature of a workplace should be kept at soothing levels, otherwise it may cause discomfort to
the worker and affect his performance.
b) Humidity: Moister or water vapour content in the air also affects the efficiency of the worker.
If the atmosphere is warmer than the skin during high humidity, blood brought to the body surface cannot
shed heat by conduction of air. Thus more blood flows to the external surface of the body and less to the
muscles, brain and internal organs. This causes fatigue. It also affects the person mentally.
c) Air flow:
 Proper airflow ensures circulation of air to prevent the formation of warm or moist air pockets.

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 Non-circulation of air may cause fatigue, dizziness and headache to the worker, thus reducing the efficiency.
Remedies:
 Coolers in summer and heaters in winters.
 Supply and exhaust fans.
 Air-conditioning: it is used to overcome all the three atmospheric conditions i.e. it maintains desired
temperature, humidity and circulation of air. It also purifies the air by filtering dust, smoke or fumes.
4. Cleanliness:
Dirt should be removed daily from all rooms, passage and stair-cases. Garbage cans should be provided at
various locations. Rats, other pests and insects should be destroyed as they are the worst carriers of diseases.
Benefits of clean workplace are:-

a) Reduces injuries
b) Motivates workers
c) Reduces attrition
d) Prevents health hazards
e) Eliminate waste
5. Colour:
a) Colour can prove a more pleasant working environment.
b) Colours can be used in many industries as a coding device, fire equipment is red, and danger areas yellow
and first-aid box is white with a red-plus sign.
c) Interior decorators claim that blues and greens are cool colours and that red and oranges are warm colours.
Evidence suggests that these colours influence our perception of temperature.
6. Miscellaneous factors:
a) Cafeteria or canteen
b) Drinking water
c) Rest rooms
So, the conclusion is that changes in work environment are desirable when lead to pleasant surroundings.
Change in work environment should be considered not as a separate entity but rather in relation to interpersonal
relationships of employees and employer.
Engineering psychology
Engineering is concerned with improving equipment from the point of view of mechanical and electrical
design.
Psychology is concerned with the study of human behavior and mind.
So, engineering psychology is an applied field of psychology or the science of designs of machines and
equipment for human use and the determination of appropriate human behaviors for the efficient operation of
the machines.
This field is also called as – human engineering or ergonomics.
Ergon – Greek word – work

Nomos – Greek word – natural laws

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Concept of Human Engineering:
Human engineering means engineering for human use. Human engineering is the study of mental and
physical capacities of human beings is relation to the demands made upon them by their jobs and by the
equipment they have to use to carry out their jobs.
Human engineering or ergonomics is the study of the man-machine system intended to design the
machine for its users fitting it to their physiological requirements to minimize fatigue and maximize output.
Need of Engineering Psychology:-

Human engineering suggests that machinery, equipment and tools should be designed to suit the human
operator and not vice-versa. It includes the following:--
 Tools and materials should arrange at the work-place in such a way that the operator can reach them easily.
 Machine control should be installed in the working area so that it is within the reach of machine operator.
 There should be mechanization of materials handling on and between processing points, particularly, for
heavy and bulky items.
 Good working conditions should be provided to the operators so as to maintain their physical and mental
health. There should be satisfactory lighting, etc.
Man-Machine System
A man-machine system is a system in which human and mechanical components work together to
accomplish a task. Neither component is of value without the other.
Sensing Display
Human Machine
Processing Information
System System
Controlling Controls
Man Machine
Man-Machine Interface
As the figure shows, the human operator receives input about the status of the machine from the
displays. On the basis of this information, the operator regulates the equipments by using the controls to initiate
some action. This involvement of the operator can be continuous or periodic. Whatever be the case, human
component is important in all automated manufacturing system even when human being are not directly or
continuously operating the equipment.
The complete study of any man-machine requires at least three phases:

Phase I: operational job analysis
Phase II: the study of man’s limitations, both physical & psychological.
Phase III: the environmental conditions of work.

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Fatigue
Definition of Fatigue:
Fatigue is a condition characterized by decrease in output of an activity due to previous activity and is directly
proportional to the poorness of output.
Types of Fatigue:
1. Physiological / physical fatigue
2. Psychological / mental fatigue
1. Physiological / physical Fatigue:

Inability to exert force within ones muscles to the degree that would be expected given the individual’s general
physical fitness and which results in the decrease in output.
2. Psychological / mental fatigue:

Mental fatigue is a psychological phenomenon which results in mental tiredness and decrease of output. It is caused
by continual mental effort and attention on a particular task, as well as high level of stress or emotion.
Symptoms of Fatigue
1. Tiredness
2. Sleepiness, even falling asleep against one’s will (called micro sleep)
3. Irritability
4. Non-clarity in communication
5. Slower thinking
6. Poor judgment of distance, speed and time.
Effects of Fatigue at workplace:

1. Productivity decreases
2. Quality of work deteriorates
3. Wastage of material or resources increase
4. Rework increases
5. Rate of accidents increases
6. Absenteeism increases
7. Employee attrition increases
Causes of Fatigue:
1. Length / duration of work
2. Speed of work
3. Environmental factors
4. Type of work
5. Shift jobs
6. Physical / mental condition of the person
7. Training of employee
8. Workspace layout
9. Tools, equipment or machinery
Remedies / reduction of Fatigue:
1. Reduced working hours
2. Rest pauses
3. Work study
4. Training
5. Environmental factors
6. Workspace layout
7. ergonomics

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Definition of Monotony
Monotony is the feeling of tiredness and it is an unpleasant state that an employee tries to avoid. This follows with
the work of routine and repetitive nature and makes the employees indifferent. Monotony can be taken as dislike for work
but employee does not reflect to muscular fatigue. An employee may suffer from monotony even though he is not
physically tired in his muscles, nerves or brain.
Symptoms/ Effects of Monotony:
1. low productivity
2. Complaints’ regarding time is not passing.
3. Feeling of restlessness and discontent
4. Draining or interest and energy
5. Deterioration of quality
6. Lack of interest
Causes of Monotony:
1. Repetitive nature of task.

2. Intellectual level of person
3. Personality characteristics of employees (Maladjustment / Introversion).
4. Non-Completion of Task
5. Non-involvement is setting goals.
Remedies / Reduction of Monotony:
1. Change of work may avoid monotony.

2. Man should be assigned jobs of varied nature.
3. An Intellectual interest may do some job.
4. The spirit of team work must be injected.
5. The shortening of working hours and improvement in work-environment.
6. Careful selection of workers.
7. Proper rest pauses and breaks.
Boredom
Definition of Boredom
Boredom is a mental state resulting from the continuous performance of a repetitive and uninteresting activity. It
is subjective phenomenon. Boredom or lack of interest is categorized by depression and desire for change of activities.
Symptoms / effects of Boredom:

7. low productivity
8. experienced during mid of the work period
9. Complaints’ regarding time is not passing.
10. Feeling of restlessness and discontent
11. Draining or interest and energy
12. Deterioration of quality
13. High attrition
Causes of Boredom:
1. Personality, nature and interest of a person

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2. Intellectual level of a person
3. Monotonous nature of job.
Reduction of Boredom:
1. Enlargement of scope of the job.
2. Make the job challenging by job rotation
3. Effective workplace
4. Formation of informal workgroup
5. Rest pauses
6. Short term goals
7. Social and recreational activities
Differences between Fatigue & Boredom:
Fatigue Boredom
1. Work capacity decreases. 1. Interest in work decreases.
2. In can be measured to an extent. 2. Its subjective, so can’t be measured.
3. Rest required overcoming fatigue. 3. Change required overcoming boredom.
Accidents and Safety measures
Definition of Accident:
An occurrence in an industrial establishment causing bodily injury to a person, which makes him unfit to resume
his duties in the next 48 hours.
Types of Accidents:
1. Major: resulting in death or prolonged disability.
2. Minor: resulting in only a cut or temporarily injury.
3. External: observed from outside i.e. cut
4. Internal: fracture or cramp
5. Permanent: can never recover fully
6. Temporary: can be cured in a given period of time.
Causes of Industrial Accident:

1. Nature of Industry:
E.g. coal mining, chemical industry, marine transport, construction, etc.
2. Slip / Falls:
a. Fall of a person from height e.g. ladder, building or machine into depth like wells, ditches, holes in the ground.
b. Fall of person on the same level.
Reasons:
 Wet or oily surface.
 Improper lighting arrangement.
 Parts or tools not stored safely.
3. Struck by Falling objects:

 Slides and cave-ins(earth, rock, snow, etc)
 Collapse by building, walls, ladders)
 Struck by falling objects during handling.
Reasons:
 Improper infrastructural design
 Improper material used for handling

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4. Striking or Colliding:
 Striking against stationary objects.
 Striking against moving objects.
 Struck by moving object (including flying particles & fragments).
Reasons:
 Layout is not proper.
 Equipments, furniture are placed improperly.
 Inadequate light arrangements.
 Improper workplace around machine.
 Edges or cutting of machines are not covered properly.
5. Exposure to or contact with extreme temperature:
6. Exposure to or contact with electric current
7. Exposure to or contact with harmful substance or radiations

E.g. contact by inhalation, absorption of harmful substances.
8. Due to medical reasons

E.g. defective vision, high Blood pressure.
9. Due to personality problems.

Impulsive nature, irresponsible, aggressive, always in a hurry nature, etc.
10. Due to operating defects.

 Failure or recognizing potential hazards.
 Wrong method of operation.
 Lack of attention.
 Faulty judgment of speed and distance
 Fatigue
 Inexperience of operation
 Tensed / disturbed state of mind.
Accident Proneness
According to T. W. Harrell:
“Accident Proneness is the continuing tendency of a person to have accidents as a result of his stable and
persisting characteristics.”
“Accident Prone people are also known as Accident repeaters.”
The principle of Accident proneness states that certain people are more likely to have accidents than others and
that most accidents are caused by or involve the same few people. The theory also assumes those accident prone people
are likely to have accidents regardless of the types of situation. The idea in the theory is that some people have personality
traits that predispose them to have accidents. The accident proneness concept does not hold that accidents are strictly
caused by chance.
This concept can be represented by:
AT = Ac + Ap + As
Where, AT stands for total no of accidents.

Ac stands for accidents by chance
Ap stands for accidents by personality characteristics
As stands for accidents by system factors

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Accident prevention methods OR Safety measures
Reducing unsafe conditions Reducing unsafe acts

1. Walking path 1. Medical assistance
2. Lighting arrangement 2. Personality readjustment / enhancement
3. Proper layout / machine 3. Correcting operational defects
4. Material handling equipments
5. Tools
6. Personal protective equipments (e.g. gloves, safety glass, goggles)
7. Equipment redesign
Job Analysis
Job Analysis is the process of collecting information about various components of a job. It includes both, duties
and conditions of work and individual qualifications of the worker.
Definition:
Job analysis could be defined as the process of determining and reporting relevant information about the nature of
specific jobs. It is the determination of the task which comprise the job and of the skills, knowledge, abilities and
responsibilities required by the worker for a successful performance and which differentiate one job from all other.
To understand Job Analysis we should understand various terms such as:-
 Job: Job or work is a physical or mental activity that is carried out at a particular place and time, according to a
particular instruction, in return for money.
 Job Description: it is a statement of all tasks and responsibilities attached to a job. Job title, work activities, tools and
equipment used, job content, work performance, working conditions and compensation information from part of a job.
 Job Specification: it is a statement of capabilities and qualifications required to perform a job. It includes education
experience, training, judgment, skills, communication, etc.
Job Analysis Matrix
What the worker does How the worker does it

Duties Methods
Tasks Tools
Responsibilities Techniques
Why the worker does it Worker qualification

Products Skills
Services Knowledge
Abilities
Physical demands
Uses / Purposes / Advantages of Job Analysis:

1. Human resource planning
2. Organization and manpower planning
3. Recruitment and selection
4. Training and development
5. Job evaluation
6. Remuneration
7. Performance appraisal
8. Safety and health
9. Personal information
10. Job design
11. Employee counseling
12. Job re-engineering

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1. Human resource planning:

Job analysis determines the number and kind of jobs and also the qualification required for a job. Thus, it helps in
determining as to how many and what type of personnel will be needed in the future.
2. Organization and manpower planning:
For the employment of suitable manpower, it is necessary to have clear statements of jobs to be performed and of the
skills and knowledge that must ne possessed by the employees who will fill these jobs. The information regarding these
two is procured from job descriptions and job specifications respectively.
3. Recruitment and selection:
By indicating the specific requirements of each job (i.e. the skills and knowledge), it provides a realistic basis for the
hiring, training, placement, transfer and promotion of personnel. “Basically, the goal is to match the job requirements with
a worker’s aptitude, abilities and interests. It also helps in charting the channels of promotion and in showing lateral lines
of transfer.”
4. Training and Development:
Training and development programs are used to improve employees’ skills and knowledge related to particular task to
improve their performance.
Job description and job analysis help in determining the content and nature of this training.
5. Job Evaluation: -
Job evaluation aims at determining the relative worth of various jobs. The worth of a job would in turn help in
determining the base compensation of the job. Job evaluation ensures internal pay equity of one job to another. To
calculate the worth of a job, information concerning the job is provided by the job description.
6. Remuneration: -
As grades of jobs are decided by Jobs Analysis, so is the remuneration i.e. wages and salaries, fringe benefits, bonus
and other facilities.
This is important to classify jobs are per their worth and thus motivate employees by equitable distribution.
7. Performance Appraisal:-
Performance appraisal is a method of assessment of an employee i.e. actual performance of employee against
what is expected.
As job analysis facilitates fixing standards of job by job specification, it helps in performance appraisal. This
appraisal results in promotions, transfers, increment in salaries, and also assessing training requirements of employee.
8. Safety & Health: -
Job analysis gives an opportunity to know about working conditions and environment.
Thus, it identifies the hazards and unhealthy factors such as heat, dust, etc and provides an opportunity for a safer
environment.
9. Personal Information: -
Job analysis is vital in building information system of personnel which is useful in two ways: -
a) Increases efficiency of administration by providing the data easily.
b) This information helps in making lots of decisions regarding human resources such as planning, development,
remuneration, etc.
10. Job Design:
Job design is a conscious effort to organize tasks, duties and responsibilities into a unit of work to achieve certain
objectives. Job analysis sets the basis of job design.
11. Job Re-engineering:
Job analysis provides information which enables us to change jobs so that jobs are manned by the personnel with
specific characteristics and qualifications.
This takes two forms:-
a. Industrial engineering activity, which is concerned with operational analysis, motion study, work simplification
methods and improvements in the place of work and its measurements. It aims at improving efficiency, reducing unit
labour costs, and establishing the production standard which the employees expected to meet.
b. Industrial psychology or human engineering activity, which takes into consideration human capabilities, both physical
and psychological. It prepares the ground for complex operations of industrial administrations increased efficiency
and better productivity.

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12. Employee Counseling:-
Job analysis provides information about different career choices. Such information is helpful in vocational guidance
and counseling. Employees who are unable to cope with the hazards and demands of a given job may be advised to opt for
other jobs which are less demanding.
Process/Methods of Job Analysis:-

1. Identify purpose of Jobs analysis.
2. Selecting of Analyst
3. Collection of Background information.
4. Selecting the Appropriate Method
5. Preparation of Job analysis
6. Collecting Data
7. Prepare Job descriptions & Job Classifications.
8. Developing Job Specifications.
1. Identify Purpose of Job Analysis:-

Clear purpose of Job analysis is to determine as it will form the basis for other steps.
2. Selecting the Analyst:-

The company must determine who will be in-charge of the program and must assign responsibilities. A schedule
should be established and budget estimated.
3. Collection of Background Information:-

The Job analyst must obtain this information: -
a) Organization Charts: -Which show how the job in question relates to other jobs and where they fit into overall
organization?
b) Class Specification: - Which describe the general requirements of the class of job to which the job under analysis
belongs.
c) Job Description: - Which provides starting point from which to build the revised job description.
4. Selecting the Appropriate Method: -

The best method must be chosen after considering advantages and disadvantages of each method.
5. Preparation of Job Analysis: -

a) Project which is to be done is communicated in the organization.
b) Documentation is prepared e.g. interview, questions, questionnaires etc.
6. Collecting Data: -
a) Data is collected on Job activities, employee behaviors, working conditions, human traits and abilities needed to
perform the job.
b) One or more job analysis methods are used to collect the data.
7. Prepare Job Description and Job Classification:-

Job information collected must be processed to prepare the job descriptions. This is a written statement which
describes the main features of the job along with duties, location and degree of risk involved.
8. Developing Job specification:-

This step involves conversation of the job descriptions in terms of human qualifications, traits of temperament,
physical and psychological attributes required for successful performance of the job.
Data Collection Methods

1. Observation method
2. Interview
3. Questionnaire

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4. Technical conference
5. Diary
6. Checklist
1. Observation Method: -
The analyst observes and questions the worker in an attempt to get complete job description data. Direct observation
is especially useful in jobs that consist primarily of observable physical ability, like the jobs of draftsman, mechanic,
spinner or weaver.
Advantage: (i) Simple, (ii) Accurate method.

Disadvantage:
(i) Time consuming,
(ii) Not applicable where job have more mental process than physical
(iii) Costly, in terms of teaching to the analyst, what to observe and how to observe.
Application:
(i) Analyzing repetitive, short cycle, unskilled and semi-skilled jobs.
(ii) Best when used with other methods of Job analysis.
2. Interview: -
It includes asking questions to both, incumbents and supervisors in either an individual or group setting.
Advantage: -
(i) Job holders are most familiar with job and can supplement information obtained through observation.
(ii) Provides an opportunity to explain the need of analysis.
Disadvantage: -
(i) Dependent on interviewer’s ability.
(ii) Workers may not give meaningful responses.
(iii) Time consuming and not cost efficient.
(iv) Accuracy and objectivity of data depends on non-biased nature of interviewer.
3. Questionnaire: -
It includes a set of questions which are provided to employees and then approved by the supervisor. They may be
designed specifically for an organization, or more general to collect information from a large number of people working in
many different organizations.
There are some standard questionnaires which contain the following information: -
(i) Title of job
(ii) Title of job-holders superior’s job
(iii) Description of duties
(iv) Machines and equipments used supervision received and given
(v) Regular contacts
(vi) Working conditions
(vii) Additional information which helps narrates the specific nature of the concerned job.
Advantages: -
(i) Short term period required to collect information on many jobs.
(ii) Man-hours saved in carrying out the programmed.
(iii) All job-holders participate not like the interview method in which only one or two participate.
Disadvantage: -
(i) It required specialized knowledge and training.
(ii) Employee may not be able to express clearly, the information related to his/her duties.
4. Technical Conference: -
Technical conference is a method of job analysis based on SME’s technical conference process:

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(i) The details about the jobs are obtained from these SMEs.
(ii) SMEs conduct brain storming sessions to identify job elements.
(iii) SMEs assign weights to each of the elements.
Advantages: -
(i) Data from experience is superior to observation.
(ii) Data is comprehensive.
(iii) SMEs chosen have expertise and competence.
Disadvantage: -
(i) Time consuming
(ii) Difference in opinion may arise and need to be resolved to consensus.
5. Checklist: -
It is similar to questionnaire but has lesser subjective judgments and more ‘yes’ – ‘no’ type questions. Checklist may
cover many activities ranging to 100, but job-holders have to tick the one related to his job. Checklist preparation is
difficult task and all data related to the job must be collected by consulting supervisors, industrial engineers and others
related to the job.
Advantage: -
(i) Easy to administer.
(ii) Useful in large firms which have large number of people assigned.
6. Diary / Log Method: -

In this method the workers are asked to maintain and keep daily records or list of activities they are doing every day.
This method is also known as work / log method.
Advantage: -
(i) May be useful for jobs that are difficult to observe.
(ii) Technique is accurate and eliminates the errors caused by the job holder in questionnaire and checklist method.
Disadvantage: -
(i) Too much variance in writing skills.
(ii) Can exaggerate task performed.
(iii) Remembering what was done earlier is sometimes difficult.
Recruitment
Definition of Recruitment: -
Recruitment refers to the process of attracting, screening and selecting qualified people for a job at an
organization or company. Recruitment includes the process of receipt of applications from a job seeker and the term is
used to describe the entire process of employee hiring.
Every organization has its own recruitment boards to accomplish the process.
Factors affecting Recruitment: -
1. Internal Factors: it can be controlled by the organization.
 recruitment policy
The recruitment policy of an organisation specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve organizational system to be developed for implementing
recruitment programmes and procedures by filling up vacancies with best qualified people.
 human resource planning
Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It
also helps in determining the number of employees to be recruited and what qualification they must possess.

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 size of the firm
The size of the firm is an important factor in recruitment process. If the organization is planning to increase its
operations and expand its business, it will think of hiring more personnel, which will handle its operations.
 cost recruitment
Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a
lower cost of recruitment to the organization for each candidate.
 growth & expansion
Organization will employ or think of employing more personnel if it is expanding it’s operations.
2. External Factors: it cannot be controlled by the organization.
 Supply & demand:

The availability of manpower both within and outside the organization is an important determinant in the recruitment
process. If the company has a demand for more professionals and there is limited supply in the market for the
professionals demanded by the company, then the company will have to depend upon internal sources by providing them
special training and development programs.
 Labour market
Employment conditions in the community where the organization is located will
influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,
even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in
the meeting etc will attract more than enough applicants.
 Image / goodwill
Image of the employer can work as a potential constraint for recruitment. An organization with positive image and
goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of
a company is based on what organization does and affected by industry. For example finance was taken up by fresher
MBA’s when many finance companies were coming up.
 Political / social / legal environment
Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment
practices. For example, Government of India has introduced legislation for reservation in employment for scheduled
castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts
management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet
criteria stipulated by the union but union regulations can restrict recruitment sources.
 Unemployment rate
One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing
or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn
leads to unemployment.
 competition
The recruitment policies of the competitors also effect the recruitment function of the organisations. To face the
competition, many a times the organisations have to change their recruitment policies according to the policies being
followed by the competitors.
Steps / Stages in Recruitment process: -

(i) planning
(ii) strategy
(iii) searching
(iv) screening
(v) evaluation
Sources of recruitment: -

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1. Internal Sources: -
(i) Present Employees – transfers, promotions

The employees are transferred from one department to another according to their efficiency and experience.
The employees are promoted from one department to another with more benefits and greater responsibility based on
efficiency and experience.
(ii) Employee referrals
Many organisations have structured system where the current employees of the organisation can refer their friends and
relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability
of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the trade union
(iii) Retired / former employees
Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or
increase in load of work. recruitment such people
save time and costs of the organisations as the people are already aware of the organisational culture and the
policies and procedures.
(iv) Previous applications
2. External sources: -
(i) Advertisements – a. calling, b. apply in person ads, c. send resume ads, d. blind box.
Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee.
These
agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)
Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main
advantage of this method is that it has a wide reach.
(ii) Campus recruitment

Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is
known as Campus Recruitment.
(iii) Direct application – walk-ins, talk-ins, write-ins, etc.
Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates
for the organisation.
(iv) Employment exchange
Government establishes public employment exchanges throughout the country. These exchanges provide job information
to job seekers and help employers in identifying suitable candidates.
(v) Labour contractors
Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This
source is used to recruit labour for construction jobs.
(vi) Poaching/ raiding/ competitors – buying talents rather than developing it.
(vii) E-recruitment.
The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known as “Online recruitment”,
it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job

16

website like naukri.com, the organization’s corporate web site or its own intranet. Many big and small
organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide
web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees
depending upon their requirements.
The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM
– “Jobs is among the top reasons why new users will come on to the internet, besides e-mail.” There are more
than 18 million resume’s floating online across the world.
Selection
Definition of Selection:
Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a
greater likelihood of success in a job. Selection is basically picking applicants from a pool of job applicants, who have the
appropriate qualification and competency to do the job in the organization.
Selection Process: -
1. Preliminary interview
2. Selection test
3. Employment interview
4. Reference checks
5. Selection decision
6. Physical / medical examination
7. Job offer / employment
8. Contracts of employment
9. Induction
Differences between Recruitment & Selection:

Both recruitment and selection are the two phases of the employment process. The differences between the two
are:
1. The recruitment is the process of searching the candidates for employment and stimulating them to apply for
jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best
candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS
the basic purpose of selection process is to choose the right candidate to
fill the various positions in the organisation.

17

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a
negative process as it involves rejection of the unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with
selecting the most suitable candidate through various interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of

service between the employer and the selected employee.
Interview
A job interview is a conversation which occurs between a potential employer and a job applicant. During the job
interview, the employer has the opportunity to appraise applicant’s qualifications, appearance and general fitness for the
job opening.
Types of Interview:-
There are many different types of interviews as well as interview methods and techniques. Every job is different, so be
prepared! You may experience a combination or all of these.
1. Screening Interview
2. Phone Interview
3. One-on-one interview
4. Panel Interview
5. Serial interview
6. Lunch interview
7. Group interview
8. Stress interview
1. Screening Interviews
Screening interviews are generally conducted when an employer has a large applicant pool which they want to
narrow down to a more manageable number. The purpose is to “weed out” the applicants who are obviously not a fit.
Screening interviews are usually done by phone, tend to be very short, and the questions will focus on basic qualifications.
2. Phone Interviews
Most screening interviews are done by phone, but phone interviews will also be used for other reasons, such as
geographic obstacles – the applicant lives in another city or state. In this case, phone interviews will be longer and more
detailed. Here are a few do’s and don’ts of phone interviews in all situations:
 Be well prepared.
 Never conduct a phone interview in your car or in a public area – you need to focus all your attention on the interview.
 Use a land line to avoid the possibility of a cell phone call being dropped or poor reception.
 Conduct the interview in a quiet private area.
 Ask family members and friends not to disturb you during the interview.
 No eating, surfing the web, I/M or text messaging during the phone interview – avoid distractions and focus on the
interview.
Also, phone interviews are often not scheduled in advance, they will just call you. If you are busy, driving or in any way
not able to focus 100% on the interview, tell them you are busy and ask to schedule a time later in the day or week. Don’t
worry, interviewers know they are calling you without an appointment and are very flexible – they will work with you.
3. One-on-One Interviews
This is the most common interview method and involves you and the interviewer alone in a private office. Once
you are face-to-face with the interviewer your dress, appearance, non-verbal communication skills and other visual
factors, as well as your verbal communication skills will come into play. Building rapport witJh the interviewer is usually
easiest in this setting.
4. Panel Interviews

18

Sometimes the employer will have a “selection committee” or for some other reason there will be multiple people
involved in conducting interviews. They may want to conduct a “panel interview” in which you will be interviewed by
several people at the same time. Panel interviews are very efficient from the employer’s perspective because it allows
them, in effect, to do many interviews all at once.
Remember that in a panel interview you must connect with and engage every member of the panel, not just the person
asking the question. Make sure you get a business card from every panel member and send each a thank you note
afterwards.
Always bring extra resumes and offer one to each member of the panel at the beginning of the interview.
5. Serial Interviews
In a serial interview you will meet with several people throughout the day, usually back-to-back. One person will
interview you, then pass you to the next person, and so on throughout the day. Serial interviews are physically and
mentally tiring because they can often take the entire day. Remember that each time you are passed onward your chances
of being hired improve!
Serial interviews are typically used for senior-level positions, but there are exceptions.
6. Lunch Interviews
Sometimes the employer will take you to an interview lunch or even dinner. Interview lunches are very
unstructured, and they will probably be evaluating your social skills and manners. If you haven’t yet done so, make a
point of attending the University Career Center Professional Etiquette dinner to familiarize yourself with the basics of
dining etiquette. When ordering off the menu, stick with something in the mid-range of prices that’s easy to eat. Never
under any circumstances order an alcoholic drink during a lunch or dinner interview.
7. Group Interviews
You may be asked to do a “group” interview, which is the opposite of a panel interview. Instead of several
interviewers and one candidate, one interviewer will sometimes interview several candidates at the same time. The
interviewer will ask questions of no one in particular in hopes that a “leader” will emerge. Group interviews are not very
effective for most situations and are rarely used.
8. Stress Interviews
Stress interviewing is a generally ineffective and antiquated interview method, and most – but unfortunately not
all – employers have discontinued this practice. The theory is to see how you react to stress. The interviewer may make
the room physically uncomfortable by turning up the heat, make the candidate sit in an uncomfortable chair or sometimes
even stand, ask off-the-wall questions that have nothing to do with the job and possibly refuse to answer your questions.
Today’s job candidates are too sophisticated to tolerate these methods and this technique is very ineffective.
Some other types of Interview:
1. Informal, Conversational interview

No predetermined questions are asked, in order to remain as open and adaptable as possible to the interviewee’s
nature and priorities; during the interview the interviewer “goes with the flow”.
2. General interview guide approach
Intended to ensure that the same general areas of information are collected from each interviewee; this provides more
focus than the conversational approach, but still allows a degree of freedom and adaptability in getting the information
from the interviewee.
3. Standardized, open-ended interview
The same open-ended questions are asked to all interviewees; this approach facilitates faster interviews that can be
more easily analyzed and compared.
4. Closed, fixed-response interview
All interviewees are asked the same questions and asked to choose answers from among the same set of alternatives.
This format is useful for those not practiced in interviewing. This type of interview is also referred to as structured.
Employers conduct multiple interviews as a filtering or screening process. At each step candidates are eliminated
from consideration until at the end only one person remains. Each time you are invited back for a subsequent interview
means you are one step closer to a job offer!

19

In all interviewing situations the key to success is good preparation. The more effort you put into it, the better your odds
of succeeding.
Recruitment / Psychological Test
Definition:
Psychological testing is a field characterized by the use of samples of behavior in order to assess psychological
constructs, such as cognitive and emotional functioning, about a given individual. Psychological tests are written, visual,
or verbal evaluations administered to assess the cognitive and emotional functioning of children and adults. Psychological
tests are used to assess a variety of mental abilities and attributes, including achievement and ability, personality, and
neurological functioning.
Types of Tests: -
1. Ability / Achievement test
It measures that how well an individual can perform tasks related to the job.
2. Aptitude Test
It measures whether an individual has the capacity or ability to learn a given job if given adequate training.
3. Intelligence Test
It evaluates traits of intelligence, mental ability, presence of mind, numerical ability, memory, etc.
4. Interest Test
It measures likes and dislikes of candidates towards occupation, hobbies, etc.
5. Personality Test
This is to judge maturity, social interpersonal skills, behavior under stress and strain, etc.
6. Graphological Test
This is to analyze the handwriting of an individual. Hand writing can suggests degree of energy, inhibition and
spontaneity.
7. Perception test
This is to find out beliefs, attitudes and mental sharpness, etc.
8. Polygraph Test
It’s a lie-detector, which is designed to ensure accuracy of the information given in the application.
Other classification of test used in selection: -

1. Individual vs group test
2. Language vs non-language test
3. Performance vs paper-pencil test
4. Speed vs power test
Reliability of a Test: -
Reliability refers to the consistency or stability of response on a test. Reliability is the consistency of your
measurement, or the degree to which an instrument measures the same way each time it is used under the same condition
with the same subjects. In short, it is the repeatability of your measurement. A measure is considered reliable if a person's
score on the same test given twice is similar. It is important to remember that reliability is not measured, it is estimated.
Types of Reliability: -

20

1. Test – retest reliability

To gauge test-retest reliability, the test is administered twice at two different points in time. This kind of reliability is
used to assess the consistency of a test across time. This type of reliability assumes that there will be no change in the
quality or construct being measured. Test-retest reliability is best used for things that are stable over time, such as
intelligence. Generally, reliability will be higher when little time has passed between tests.
2. Inter – rater reliability

This type of reliability is assessed by having two or more independent judges score the test. The scores are then
compared to determine the consistency of the raters estimates. One way to test inter-rater reliability is to have each rater
assign each test item a score. For example, each rater might score items on a scale from 1 to 10. Next, you would calculate
the correlation between the two rating to determine the level of inter-rater reliability. Another means of testing inter-rater
reliability is to have raters determine which category each observations falls into and then calculate the percentage of
agreement between the raters. So, if the raters agree 8 out of 10 times, the test has an 80% inter-rater reliability rate.
3. Parallel forms reliability

Parallel-forms reliability is gauged by comparing to different tests that were created using the same content. This is
accomplished by creating a large pool of test items that measure the same quality and then randomly dividing the items
into two separate tests. The two tests should then be administered to the same subjects at the same time.
4. Internal – consistency reliability

This form of reliability is used to judge the consistency of results across items on the same test. Essentially, you are
comparing test items that measure the same construct to determine the tests internal consistency. When you see a question
that seems very similar to another test question, it may indicate that the two questions are being used to gauge reliability.
Because the two questions are similar and designed to measure the same thing, the test taker should answer both questions
the same, which would indicate that the test has internal consistency.
Validity of a Test: -
Validity is the determination of whether a psychological test or other selection device measures what it is intended
to measure. Validity is the strength of our conclusions, inferences or propositions. More formally, Cook and Campbell
(1979) define it as the "best available approximation to the truth or falsity of a given inference, proposition or conclusion."
In short, were we right? Let's look at a simple example. Say we are studying the effect of strict attendance policies on
class participation. In our case, we saw that class participation did increase after the policy was established. Each type of
validity would highlight a different aspect of the relationship between our treatment (strict attendance policy) and our
observed outcome (increased class participation).
Types of Validity: -
1. Predictive validity
This measures the extent to which a future level of a variable can be predicted from a current measurement. This
includes correlation with measurements made with different instruments.
For example, a political poll intends to measure future voting intent.
College entry tests should have a high predictive validity with regard to final exam results.
2. Concurrent validity
This measure the relationship between measures made with existing tests. The existing tests are thus the criterion.
For example a measure of creativity should correlate with existing measures of creativity.
3. Content validity
Content validity occurs when the experiment provides adequate coverage of the subject being studied. This includes
measuring the right things as well as having an adequate sample. Samples should be both large enough and be taken for
appropriate target groups.

21

The perfect question gives a complete measure of all aspects of what is being investigated. However in practice this
is seldom likely, for example a simple addition does not test the whole of mathematical ability.
Content validity is related very closely to good experimental design. A high content validity question covers more of
what is sought. A trick with all questions is to ensure that all of the target content is covered (preferably uniformly).
4. Construct validity
Construct validity occurs when the theoretical constructs of cause and effect accurately represent the real-world
situations they are intended to model. This is related to how well the experiment is operationalized. A good experiment
turns the theory (constructs) into actual things you can measure. Sometimes just finding out more about the construct
(which itself must be valid) can be helpful.
Construct validity is thus an assessment of the quality of an instrument or experimental design. It says 'Does it
measure the construct it is supposed to measure'. If you do not have construct validity, you will likely draw incorrect
conclusions from the experiment (garbage in, garbage out).
5. Face validity
Face validity occurs where something appears to be valid. This of course depends very much on the judgment of the
observer. In any case, it is never sufficient and requires more solid validity to enable acceptable conclusions to be drawn.
Measures often start out with face validity as the researcher selects those which seem likely prove the point.
Differences between reliability & validity:

The real difference between reliability and validity is mostly a matter of definition. Reliability estimates the
consistency of your measurement, or more simply the degree to which an instrument measures the same way each time it
is used in under the same conditions with the same subjects. Validity, on the other hand, involves the degree to which you
are measuring what you are supposed to, more simply, the accuracy of your measurement. It is my belief that validity is
more important than reliability because if an instrument does not accurately measure what it is supposed to, there is no
reason to use it even if it measures consistently (reliably).

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1

Name of the Subject: Industrial Psychology

b) Psychological / Mental Environment:

Factors affecting Work Environment:-

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Benefits of clean workplace are:-

This field is also called as – human engineering or ergonomics.

Ergon – Greek word – work

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Need of Engineering Psychology:-

The complete study of any man-machine requires at least three phases:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

1. Physiological / physical Fatigue:

2. Psychological / mental fatigue:

Effects of Fatigue at workplace:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Symptoms/ Effects of Monotony:

1. Repetitive nature of task.

Remedies / Reduction of Monotony:

1. Change of work may avoid monotony.

Symptoms / effects of Boredom:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Differences between Fatigue & Boredom:

Accidents and Safety measures

Causes of Industrial Accident:

3. Struck by Falling objects:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

5. Exposure to or contact with extreme temperature:

6. Exposure to or contact with electric current

7. Exposure to or contact with harmful substance or radiations

8. Due to medical reasons

9. Due to personality problems.

10. Due to operating defects.

Where, AT stands for total no of accidents.

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Reducing unsafe conditions Reducing unsafe acts

What the worker does How the worker does it

Why the worker does it Worker qualification

Uses / Purposes / Advantages of Job Analysis:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

1. Human resource planning:

Unit – II Notes Ranju Lal

Name of the Subject: Industrial Psychology

Process/Methods of Job Analysis:-

1. Identify Purpose of Job Analysis:-

2. Selecting the Analyst:-

3. Collection of Background Information:-

4. Selecting the Appropriate Method: -

5. Preparation of Job Analysis: -

7. Prepare Job Description and Job Classification:-

8. Developing Job specification:-

Data Collection Methods

Unit – II Notes Ranju Lal