Reference: Youtube Louis Montano

Performance Leadership
Appraisal
What is I/O Psychology
Training and Group Dynamics
● A branch of psychology that applies Development
the principles of psychology to the
Organizational
workplace Development
○ Principles of learning (from
cognitive psychology) are
Job Analysis
used to develop training
Recruitment
programs
- Attracting individuals to work on your
■ Reinforcements
company
○ Principles of social
Selection
psychology are used to form
- Selection from a pool of applicants
work groups and understand
who are able to perform the
employee conflict
functions of a certain positions
○ Principles of motivation and
Performance Appraisal
emotion are used to motivate
- Performance Evaluation of how
and satisfy employees
competent are you in the position
that you are holding
The I/O psychologist
Training and Development
● IO psychology relies on research,
quantitative methods, and testing
techniques
Workforce Planning, Job Analysis and
● IO psychologists are trained to use
Evaluation
empirical data and statistics rather
than intuition to make decisions
Workforce Planning
● IO psychologists are not in charge of
● Also known as human resource,
therapy, they are not clinical
planning, succession planning,
psychologists
strategic staffing
● IO psychology relies on the
● Getting the
scientific-practitioner model
○ Right number of people
○ With right competencies
Major Field in I/O Psychology
○ In the right jobs
○ In the right time
Difference Between Industrial and
Organizational Psychology Benefits of Workforce Planning
Industrial Organizational 1. Ensure replacements
2. Provide realistic staffing for
Job Analysis Motivation budgeting purposes
3. Provide a clear rationale for linking
Recruitment Job Satisfaction
expenditures
Selection Commitment 4. Help prepare for expanding
workforce
Indirect Benefits of Workforce Planning
1. Provides an opportunity to think
about the future\
2. Allow the organization to align and
centralize efforts in decentralization
3. Integrates the various organizational
purpose of reinforcing the strategy
Job Analysis
● Systematic process for collecting
and analyzing information about a
job
Purposes of Job Analysis
● Job Description
● Selection
● Training
● Person Power Planning
● Performance Appraisal
● Job Classification
● Job Evaluation
● Job Design
● Organizational Analysis
Personpower Planning
● Worker mobility
○ You can two many things but
not everything
○ Peter principle: promoting
employees until they reach
their highest level of
incompetence
Conducting Job Analysis
1. Identify Task Performed
a. Existing info, Interview SMEs
b. Observation
c. Job Participation
2. Write Task Statements
a. Task inventory
b. Where, How, Why, and
When
3. Rate Task Statements
a. Task analysis - a group of
SMEs rate each task
statement on its frequency
and importance
4. Determine Essential KSAOs (also
known as competencies of job
specification)
a. Knowledge - target and wind
condition
b. Skill - shooting a gun
c. Ability - vision, strength,
stability, and aim
d. Others - Weapon certification
5. Selecting Tests to Tap KSAOs
Job Description
● The written output of a job analysis
Parts of the Job Description
1. Job Identification - title or name of
the job and department it belongs to
2. Reporting line - position to which the
job reports to
3. Organization structure - how many
jobs report to the position
4. Principle Accountabilities or
Responsibilities - 10 key activities
5. Performance Measures and
Standards - the target of key result
areas of the positions
6. COnstraints - decision-making limits
7. Nature and Scope - information that
describes the context of the job
8. Working conditions - environment
9. Knowledge, Skills, and Experience
10. Signature and Date

Reference: Aamodt (8th edition)
Outcome
1. Employee Selection
2. Training and Development
3. Performance Appraisal
4. Theories of Motivation
a. Review about employee
motivation
5. Group Dynamics
6. Human Resource Management
7. Work-Life Balance and Well-Being
Reflect: What would you do if you won the
lottery
● Some people would impulsively say
that they would quit their job
● However, research indicates that
most lottery winners do not quit
working
○ Only 4 percent quit
altogether
*which means that work is not only a source
of monetary gain
Reflect: Why do people work when they do
not have to?
● It is an opportunity to use our skills
and abilities to feel successful and
effective
● It also provides a context in which to
have meaningful relationships with
other people
The two sides of IO
● We investigate the two domains of
this approach
● Industrial - concerned with personnel
matters
● Organizational - concerned with
management styles, workers
attitudes and behavior, and
leadership
● Principles of leaning are used to
develop training programs and
incentive plans
○ reinforcements
● Principles of social psychology are
used to form work groups and
understand employee conflict
● And principles of motivation and
emotion are used to motivate and
satisfy employee
The I/O psychologist
● IO psychology relies extensively on
research, quantitative methods, and
testing techniques
● IO psychologists are trained to use
empirical data and statistics rather
than intuition to make decisions
● IO psychologists are not clinical
psychologists who happen to be in
the industry, and they do not
conduct therapy for workers
○ They are not in charge of
therapy or counseling
○ Guiding the decision of the
company and understanding
the behavior of the workforce
● A factor that helps differentiate I/O
psychology from other branches of
psychology is the reliance on the
scientist-practitioner model
○ IO is very applied
Origins of I/O Psychology
● Themotion that the principles should
be applied to work settings has been
around for less than 100 years
The Advent of Scientific Management
● The pioneers in applying scientific
methods to the workplace were not
psychologists but engineers
○ Scientific Management -
managerial philosophy that
emphasizes the worker as a
well-ioled machine and the
determination of the most
efficient methods for
performing any wrok-related
task
○ Frederick Wisnlow Taylor -
the mastermind of scientific
management
Taylor suggested following guidelines
● Jobs should be carefully analyzed to
identify the optimal way to perform
them
● Employees should be hired
according to characteristics
associated with the success at a
task. These characteristics should
be identified by examining
individuals who are already
successful at a job
○ Do job analysis to hire an
employee with enough
competency
● Employee should be trained at the
job they will perform
● Employees should be rewarded for
productivity to encourage high levels
of performance
Situational Example:
Ergonomics (Human Factors): Where
psychology meets engineering
Today, many occupations involve the
interaction of human beings with tools
● Desks, chairs, switches, and buttons
- all of the objects workers used are
planned for their boost of
productivity
The Hawthorne Studies
* Both groups improved, possibly because
the participants knew that they are being
observed
IO Rationalization
The basic function of the HR is called Job
Analysis
Job Analysis is important in
● Employee Selection
○ Making an informed decision
in hiring employee
○ Creating effective interview
question
○ Administering rightful tests
● Training
○ Analyzing the job (annually if
possible)
 ○ It aims to equip the employee
with needed competencies
● Performance Appraisal
○ Evaluating employee’s
competencies
● Job Evaluation
● Job Design
○ Whats the most optimal way
in performing the job
Halo Effect - tendency to give someone a
high rating because of one single positive
attribute (usually bec they are physically
attractive)
Horn Effect - tendency to give someone a
low rating because of one single negative
attribute
Peter principle - promoting employees until
they reach their highest level of
incompetence
Pygmalion Effect - The positive
expectations of supervisor improves an
employee’s performance
Galatea Effect - self believe. If I believe that
I can do it, it will positively affect my
performance
Golem Effect - The negative expectations
of a supervisor negatively affect an
employee’s performance
Job Evaluation - refers to the process of
determining the monetary worth of a worth;
evaluates the position itself
Performance Appraisal - evaluating the
person in the position
Job Participation - an analyst joined the
field to understand their job; a job analysis
method
Job Specifications (KSAOs)
● Knowledge - a body of information
needed to perform a task
○ Achievement Test
● Skill - the proficiency to perform a
learned task
○ Shooting Free Throw
○ Preparing Letters
● Ability - the basic capacity for
performing a wide range of tasks,
acquiring knowledge, or developing
a skill; raw material of a skill
○ IQ Test
○ Athleticism
○ English Proficiency
● Other characteristics - Factors that
are not knowledge, skills, or abilities
such as personality, willingness,
interest, and degrees
Various ways of looking for candidates
● Executive Search Firms -
outsourcing HR processes through
agencies to do the hiring for the
company; high level kind of agency;
head hunters
● Blind boox - newspaper
advertisement, do not reveal the
name of the company; used to
replace someone without them
knowing that they are being replaced
○ E.g. cemetery, or google
(high end)
● Point of Purchase - target is their
customer bec these people were
already familiar of the cpomany or
they are resising around the area of
location of company’s address
● Job posting - posting in company
website oif bulleting board
 ● If an organization hires an applicant
Structured Interview without checking his references and
● Interviews in which questions are background and he later commits a
based on a job analysis, every crime while in the employ of the
applicant is asked the same organization, this is called negligent
questions, and there is a hiring
standardized scoring
○ To avoid validity problems
Type of Interview Question Why conduct a background check?
● Clarifier - can you give more details
about this? Could you tell me more
about that
● Disqualifier - Can you work overtime
without notice
● Skill-level Determiner - what could
be going wrong?
● Past-focused (behavioral) - tell me
about a time a customer was angry Discovering New Information about the
with you Applicants
● Future-focused (situational) - what
would you do if a customer suddenly
get angry
● Organizational-fit - what type of
workplace is best for you?
(personality, values)

References and Letters of Predicting Performance Using Applicant

Recommendation Ability

Reference Check - confirming the accuracy

of information provided by an applicant
Reference - the expression of an opinion,
either orally or through a written checklist,
regarding an applicant’s ability, previous ● There are tests that can measure
performance, etc. past and future ability
● Letter of recommendation
Types of Ability Measures
Confirming Details on a Resume
● Resume Fraud - the intentional
placement of untrue information on a
resume
Checking for Discipline Problems
● To determine whether the applicant
has a history of such problems
 ● They may ask you about your work
samples
● Has good face validity, content
validity but also predictive validity

● Purdue, Raven’s

● Refers to an actual process of

assessment (not the office itself)
 1. Assessing decision-making skills
and problem-solving capability
2. Giving heavy emphasis on
situational factors
3. Assessment in a group format; will
assess your creativity
4.

Example:
Diagnostic Key Answer
1. D 26. C
2. A 27. A
3. B 28. C
4. B 29. D
5. C 30. C
6. C 31. D
7. A 32. B
8. D 33. C
9. B 34. A
10. C 35. B
11. A 36. D
12. D 37. A
13. B 38. B
14. C 39. A
15. A 40. B
16. C 41. D
17. C 42. C
18. D 43. B
19. D 44. C
20. C 45. B
21. A 46. A
22. A 47. D
23. D 48. D
24. C 49. D
25. D 50. D