WEEKS 4-6

Dyani Ramah

20190353

UWI-ROYTEC

INTRODUCTION TO BUSINESS PSYCHOLOGY

Roland Baptiste

October 6 th, 2022.

WEEKS 4-6

WEEK 4

Personnel Selection

o Personnel Selection is one of the most prominent topic areas in work and organizational

psychology and research and research findings have had a major impact on recruitment

practice.

o The Two Underlying Principals :

There are individual differences between people in aptitude, skills and other personal

qualities. As a result of this, people are equally suited to all jobs have important benefits for

organizations..

Future behaviour is, for the most part, predictable. This is why the goal of selection and

assessment is to match people to jobs and procedures to provide means of estimating the

possible future job performance of candidates.

o Job Analysis:-This is the process of recording the purpose of a job, activities, its major duties

as well as the conditions under which it’s performed; this includes the necessary skills,

knowledge and abilities.

o Job:- This can be defined as a group related duties, tasks and behaviours performed by one

or more persons, namely holders.

o Positions :-This can be defined as the number of individuals who actually perform such

duties, tasks and behaviours which are required by a certain job.

o Job Analysis Process :- Data Sources, Types of Data, Job Descriptions, Human Resource

Functions, JA Methods and Job Specs.

o Competency Analysis:- This establishes the behaviourial dimensions which affect role

performance as well as produces a competency framework. Functional analysis can also

produce technical competencies.

o Personnel Selection Methods:-Interviews, Psychometric Tests, References, BioData, Work

Sample Tests, Handwriting Analysis(Graphology) and finally, Assessment Centre.

WEEKS 4-6

WEEK 5

o Job Performance Domain:- This can be described as the job performance dimensions such

as behaviours. This is relevant to the goals of the organization or unit where a person works.

o Contextual Performance:- The activities which are not a part of their formal job description

but it still remans important for organizational effectiveness.

o Counter Productive Work Behaviours:- Voluntary behaviours which violate significant

organizational norms and in doing so, threaten the well-being of an organization and/ or , its

members.

o Relationship of Campbell’s 8 Job Dimensions to Task, Contextual and

counterproductive Behaviour

Job Task Behavior

Job Specific Behaviour

Non-Job Specific Behaviour

Leadership/Supervision

Management/ Administration

Contextual Behaviour

Communication Proficiency

Demonstrating Effort

Facilitating Peer and Team Performance

Counterproductive Work Behaviour

Maintaining Self- Discipline

o Griffin Et Al’s Model

Individual, Team and Organizational ( Adaptivity, Proactive and Proficiency)

WEEKS 4-6

WEEK 6

The Training Cycle

o The training and development process moves from an assessment of need, through the

development of programmes, to evaluation of what has taken place. This is described as a

cycle, because the information gained through training and development should be used to

improve future training activities as part of a continuous feedback system.

o Training and Development

These activities have the potential to benefit individuals, organizations and society in its

entirety. As a consequence of training, employees can develop portfolio’s of their skills,

enhance their promotion opportunities, take part in more interesting work as well as move

easier between jobs and organizations.