INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

INDUSTRIAL/ ORGANIZATIONAL PSYCH 1937- American Association for Applied

- applies the principles of psychology to the Psychology.
workplace. 1945- Society for Industrial and Business
INDUSTRIAL APPROACH Psych established as Division 14 of APA w/ 130
- competencies needed to perform a job. members.
ORGANIZATIONAL APPROACH 1951- Marion Bills (1st woman president of
- motivations of employee to perform well. Division 14)
PERSONNEL PSYCH 1960- Division 14 renamed as Society for
- analyzing, recruiting,and evaluating employee Industrial Psych, membership exceeds 700.
performance. 1963- Equal Pay Act passed.
ORGANIZATIONAL PSYCH 1964- Civil Rights Act passed, 1st issue of the
- issues, satisfaction, communication conflict IO Psych (TIP) published.
within a group. 1970- Division 14 membership exceeds 1,100.
HUMAN FACTORS/ ERGONOMICS 1971- B.F. Skinner, Beyond Freedom and
- design, human machine interaction, fatigue Dignity.
and stress.. 1980- Division 14 membership exceeds 1,800.
1903- Walter Dill Scott, Theory of Advertising, 1982- Division 14 renamed Society for IO
psych was first applied to business. Psych (SIOP).
1911- Scott, Increasing Human Efficiency in 1986- SIOP holds 1st annual national
Business. conference separate from APA meeting.
1913- Hugo Munsterberg, Psych & Industrial 1989- Supreme Court sets conservative trend
Efficiency. and becomes more “employer friendly”.
1917- Journal of Applied Psychology. 1990-Americans w/ Disabilities Act passed,
1918- World War I, large- scale employee SIOP membership exceeds 2,500.
testing and selection (ARMY ALPHA- literate, 1991- Civil Rights Act of 1991 passed to
ARMY BETA- can’t read) overcome 1989 conservative Supreme Court
JOHN WATSON- pioneer in behaviorism, decisions.
developed perceptual and motor tests for 1997- SIOP celebrates golden anniversary at
potential pilot. its annual conference in St. Louis.
HENRY GANTT- responsible for increasing the 2000- SIOP membership exceeds 3,600.
efficiency w/c cargo ships were built, repaired 2005- OFCCP and EEOC become more
and loaded. aggressive in fighting systematic discrimination.
THOMAS A. EDISON- 150 item knowledge test
to 900 applicants and 5% of them passed. WRITING JOB DESCRIPTIONS
FRANK GILBRETH & LILLIAN MOLLER - a brief 2-5 pages summary of the task and
GILBRETH- pioneer scientists to improve job requirements found in the job analysis.
productivity and reduce fatigue by studying the - detailed description of job tasks, procedures
motions used by workers. and responsibilities, tools and equipment used
1921- Bruce Moore and Merrill Ream at and the end product or service.
Carnegie Tech (1st Ph.D in IO).
1932- 1st IO text written by Morris Viteles.
1933- Hawthorne studies.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

EMPLOYEE SELECTION ORGANIZATIONAL ANALYSIS

- guide for the selection of employee, it bears a - job analysts often become aware of certain
clear understanding of the tasks performed and problems within an organization.
the competences needed. JOB ANALYSIS PROGRAM
- to select tests or develop interview questions - it is usually undertaken when:
that will determine whether a particular a. the organization is starting operations
applicant possesses the necessary knowledge, b. a new job is created
skills and abilities to carry out the requirements. c. job is changed significantly by the nature of
TRAINING operations
- yield lists of job activities that can be d. technology introduction
systematically used to create training programs. e. restricting
JOB CLASSIFICATION The study of any job consists of 4 parts:
- useful for determining pay levels transfers and 1. The descriptions of the functions and duties
promotions. performed and the responsibilities involved and
PERSONPOWER PLANNING the relation of the job to the other jobs in the
- determine worker mobility within an company (JOB DESCRIPTION).
organization. 2. The specification of the minimum personal
THE PETER PRINCIPLE- employees qualifications in terms of a trait, skill,
rise to those level of incompetence. knowledge and ability required of a worker to
PERFORMANCE APPRAISAL perform the job satisfactorily (JOB
- use for the construction of a performance SPECIFICATION).
appraisal instrument. 3. The review of the job description draft by
- a regular review of an employee’s job employee and the superior concerned for
performance and contribution to a company. verification and confirmation.
- to determine which employees have 4. The identification of the job by its job title
contributed the most to the company’s growth, that reflects the job’s functions.
review, progress and reward high- achieving
workers. CONDUCTING A JOB ANALYSIS
JOB EVALUATION 1. Identify Tasks Performed- first step in
- determine the worth of a job. conducting a job analysis is to identify the
- how much employees in a position should be major job dimensions and the tasks performed
paid. for each dimension, the tools and equipment
GOAL OF JOB EVALUATION used to perform the tasks, and the conditions
- to compare jobs with each other in order to under which the tasks are performed.
create a pay structure that is fair, equitable and -This information is usually gathered by
consistent for everyone. obtaining previous information on the job,
JOB DESIGN interviewing job incumbents, observing
- the optimal way in which a jo should be performance, or actually performing the job
performed. itself
COMPLIANCE WITH LEGAL GUIDELINES a. Gathering Existing Information
- one legally acceptable way to directly b. Interviewing Subject Matter Experts
determine job relatedness is by job analysis.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

Guidelines should be followed that will persons, job context, and other job-related
make the interview go more smoothly. variables such as work schedule, pay, and
- Prepare for the interview by announcing responsibility.
the job analysis to the employees well in - using the questionnaire have education
advance by selecting a quiet and private levels between grades 10 and 12.
interview location. b. Job Elements Inventory (JEI)- alternative
- Open the interview by establishing rapport, to the PAQ.
putting the worker at ease, and explaining the - contains 153 items and has a readability
purpose of the interview. level appropriate for an employee with only a
- Conduct the interview by asking open- 10th grade education.
ended questions, using easy to-understand c. Functional Job Analysis (FJA)- broken
vocabulary, and allowing sufficient time for the down into the percentage of time the
employee to talk and answer questions. Avoid incumbent spends on three functions: data
being condescending and disagreeing with the (information and ideas), people (clients,
incumbent customers, and coworkers), and things
c. Observing Incumbents (machines, tools, and equipment).
d. Job Participation d. Job Structure Profile (JSP)- revised
2. Write the Task Statements- used in the version of the PAQ.
task inventory and included in the job - include item content and style, new items
description to increase the discriminatory power of the
- must contain an action (what is done) and intellectual and decision-making dimensions,
an object (to which the action is done). and an emphasis on having a job analyst.
3. Rate the Task Statements- conduct a task
analysis—using a group of SMEs to rate each JOB EVALUATION
task statement on the frequency and the - determine the worth of a job.
importance or criticality of the task. - how much employees in a position should be
4. Determine the Essential KSAOs paid.
Knowledge- body of information needed to GOAL OF JOB EVALUATION
perform a task. - to compare jobs with each other in order to
Skill- proficiency to perform a learned task. create a pay structure that is fair, equitable and
Ability- basic capacity for performing a wide consistent for everyone.
range of different tasks, acquiring a knowledge, Determining Pay Equity
or developing a skill. Step 1: Determining Compensable Job
Other characteristics- include such personal Factors- the first step in evaluating a job is to
factors as personality, willingness, interest, and decide what factors differentiate the relative
motivation and such tangible factors as licenses, worth of jobs. Possible compensable job factors
degrees, and years of experience include:
5. Selecting Tests to Tap KSAOs - Level of responsibility - Physical
a. Position Analysis Questionnaire (PAQ)- demands
contains 194 items organized into 6 main - Mental demands - Working
dimensions: information input, mental conditions
processes, work output, relationships with other - Education requirements
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

- Training and experience requirements external market (other org) important to attract
Step 2: Determining the Levels for Each and retain employees.
Compensable Factor- to determine the levels - compare the salary or hihigitan para
for each factor. makakuha ka ng magagaling.
Step 3: Determining the Factor Weights- Internal Pay Equity- comparing jobs within
weights must be assigned to each factor and to an organization to ensure that the people in
each level within a factor. Here is the process jobs worth the most money are paid
for doing this: accordingly. (hazardous and dangerous, works
- A job evaluation committee determines the license, etc.)
total number of points that will be distributed - no comparison to other company.
among the factors. Usually, the number is some - should know the worth within itself.
multiple of 100. The greater the number of Wage Trend Line- total number of points for a
factors, the greater the number of points. job is compared with the salary currently being
- Each factor is weighted by assigning a number paid for the job.
of points. The more important the factor, the Salary Surveys- ask how much an
greater the number of points that will be organization says its employees in various
assigned. position.
- The number of points assigned to a factor is Absolute Amount- actual salary paid for a
then divided into each of the levels. particular job.
- The total number of points for a job is Point Method- job evaluation system in which
compared with the salary currently being paid jobs are assigned points across several
for the job. Wage trend lines are drawn based compensable factors to determine the worth of
on the results of a regression formula in which the job.
salary is predicted by the number of job
analysis points. Jobs whose point values fall LEGAL ISSUES IN EMPLOYEE SELECTION
well below the line are considered underpaid R.A 7877 Anti Sexual Harassment
and are immediately assigned higher salary Grievance System- employees take their
levels. Jobs with point values well above the complaint to an internal committee that makes
line are considered overpaid and the salary a decision regarding the complaints.
level is decreased once current jobholders leave. Case Law- a judicial interpretation of a law and

Comparable Worth- job requiring the same is important because it establishes a precedent

level of skills and responsibility should be paid for future cases.

the same regardless of supply and demand. Fourth Amendment- amendment to the US

Compensable Job Factors- level of constitution that protects against unreasonable

responsibility, physical and mental demands, search or seizure (privacy issues).

education requirements, training and Fifth Amendment- amendment to the US

experience requirements working condition constitution that the federal government may

differentiate the relative worth of jobs. not deny a person equal protection under the

-same salary but diff any reward law.

(allowance). Fourteenth Amendment- amendment to the

External Pay Equity- worth of job is US constitution that mandates that no state

determined by comparing the job to the

 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

may deny a person equal protection under the orientation on the company rules to execute the
law. complain of the employee.
Adverse Impact- less workforce diversity: Progressive Discipline- the longer the
means a particular employment decision results employee stay the greater the discipline it
in negative consequences more often for imposed.
members of one race, sex or national origin Inability to Perform- based on job analysis,
than for members of another race, sex or concrete relevant standard, there is a concrete
national origin done unconsciously. evidence to show that he/she does not
Four- fifths Rule- when the selection ratio for applicable to work.
one group is less than 80% of the selection Reduction in Force/ Layoff- employees can
ratio for another group adverse impact is said be terminated with the best economic.
to exist. Types of Harassment Racial Bias- tendency to give members of a
Quid Pro Quo- granting of sexual favors is ties particular race lower evaluation ratings tan are
to such employment decisions as promotions justified by their actual performance or to give
and salary increases. members of one race lower ratings than
Hostile Environment- unsafe -sexual members of another race.
harassment occurs when an unwanted pattern Pregnancy Discrimination Act- 1978 federal
of conduct related to gender unreasonably law protecting the rights of pregnant women.
interferes with an individual's work performance. Drug- Free Workplace Act- requires federal
-student to student- lasciviousness. contractors to maintain a drug- free workplace.
-superior to subordinate- sexual harassment Open- Door Policy- it allows for setting
Affirmative Action- one of the most grievances and one that identifies various levels
misunderstood legal concepts concerning of management above the immediate
employment. supervisor for employee contact.
Whistle- Blowing- reporting an employee’s
LEGAL REASONS FOR TERMINATING illegal practices to government agencies.
EMPLOYEES Peer- Review System- a system for reviewing
Probationary Period- in many jobs, employee complaints that utilizes a group
employees are given a probationary period in composed of equal numbers of employees and
which to prove that they can perform well. management appointees.
- there is a legal complain. Age Discrimination in Employment Act
-temporary or under observation (ADEA) – a federal law that with its
amendments forbids discrimination against an
Legal Issues in Employee Selection individual who is over the age 40.
Violation of Company Rules- company has
unwritten rules (ethics not policies and laws it Retrenchment Recruitment and Selection
is just a guide) Recruitment- attracting and securing people
- mararamdaman mo na or respeto, with the right qualifications to apply for the job.
governing behavior do not hold up in court. -firm and humane.
- On the other hand, we call it Social Internal Recruitment- to promote someone
Graces- electric knowledge that we possess. - from within the organization.
-increases employee morale and motivation.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

-less expensive of time and resources. Problems with Unstructured Interview

External Recruitment- to hire someone from -poor intuitive activity
outside the organization. -unreliable and not job related
-when nobody knows how to operate a -legally problematic
certain program -ideas are new to the Rating Problems
organization. -Primacy Effects/First Impressions-dapat
-an employee hired from external maayos ka tignan.
recruitment takes years to blend with the -Contrast Effect- kapag may nagustuhan na
organization. bababaan nila ang susunod.
-form of advertisement. -Negative-Information Bias- mga walang
Formal or Direct -media advertisements, alam sa nature ng job.
direct mail, employment agencies, college -Nonverbal Communication- gestures
recruiters, employee referral programs TIPS for a Successful Interview
Informal or Indirect –situation, wanted ads, -fear factors
direct applications, employee referrals -nervous
Ads/Advertisements -feeling ashamed
- ads with emblem: attracts the greatest 1. Research Target Company- have a good
number of applicants. understanding about your target company
-ads with salary range and company phone -vision, mission, products
number: attracts the highest quality of 2. First Impressions Count-build a solid first
applicants impression
-blind ads: hides identity of the company -be punctual
- newspaper Ads- respond by calling, apply- -greet the interviewers with beautiful smiles
in-person ads, send résumé ads, blind box - and firm handshakes
word of mouth system, virtual job fairs, -mind your manners during the interview
employment agencies, executive search firms 3. Be Prepared- study your resume' and know
or head hunters, public employment agencies, it well
employee referral, online recruitment, direct -you should read your CV and job requirements
mail, job fair, situation-wanted ads, point-of- carefully before the interview
purchase method -learn how to answer all the questions the
Employment Interview- the most common interviewer may ask -rehearse your response
used method to select employees. (but don't make them sound rehearsed)
Preliminary Screening- to eliminate -give your best shot at your interview
unsuitable or unqualified candidates from the 4. Don't Waffle -go directly to the answers of
selection process. the questions you are asked
Employment Interview – structured, -if you are not sure how to answer a questions,
unstructured Styles of Interview, one on one - ask for a minute to prepare for it
serial -return -panel or round, group -do not answer immediately and then regret
Medium Of Interview- manner of interview or about it
style. -a job interview is not a test of your knowledge,
- face to face, telephone, videoconferencing, but your ability to use it at the right time
written (there is no need to meet the applicant) 5. Be Positive
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

-enthusiastic -talented -have positive thinking RECRUITMENT AND SELECTION

-if they ask the reason you apply for the job, Resume- a formal summary of an applicant's
say you love this new position rather than professional and educational background
saying ill about your previous company -Resume Fraud
6. Be Active -interviewers appreciate active -Cover Letter
candidates Employee Selection and Testing
-you should show your good energy, sense of -Evaluating References
humor and a constant smile *reference check *reference *letter of
7. Appearance - appearance rules the world recommendation *mental agility *negligent
-you should always be neat and clean (looks hiring
smart) REMEMBER: -listen, learn and react *fear of ramification *slander- oral
accordingly *libel- written *conditional privilege *negligent
-be a good story teller (free flowing) reference
-read facial cues Common Nonverbal Mistakes Predicting performance using applicant
–67% fail to make eye contact knowledge measure how the applicant
-47% lack of smile knows the job.
-21% cross their arms over their chest *Job Knowledge Test
-9% too many and gestures Predicting performance using applicant
Interview Questions ability
-Clarifiers- to clarify and fill in gaps *Ability Test- Cognitive Ability(IQ)-
-Disqualifiers- hindi nasagot ni applicant Cognitive Ability Test- Wonderlic
-Skill- Level Determiners- they give you a Personnel Test
situation *Perceptual Test
-Past- Focused Questions- challenges in your *Psychomotor Ability
past job *Physical Ability Test
-Interviewer- Interviewer Similarity - Predicting Performance using Applicant
interviewee appearance Skill
-Organizational- Fit Interviews- tailor, *Work Sample *Assessment
anchor and relate to fit in the organization Center
Scoring Interview Answers *Business Games *Leaderless Group
-Key- Issues Approach- likert scale Discussion
-Right/Wrong Scoring- dichotomy *In-Basket Technique- designed to stimulate
-Benchmark Answers the types of daily information that appear on a
Steps in Conducting Interview manager's or employee's desk.
-put the applicant at ease -IN holds paperwork that must be handled
-explain benefit of the interview -review family -OUT contains completed paperwork
background *Simulation- backbone of the assessment
-trace education and job history -explore plans center because thay enable assessors to see
and goals for the future -describe the job; sell applicant 'in action'
the organization, and answer applicant's - include role plays and work samples
questions
-close the interview
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
-place the applicant in a situation that is similar
as possible to one that will be encountered on
the job.
Predicting Performance
Experience
*bio-data
*derivation sample
-hold-out sample
-file approach
-questionnaire approach
-vertical percentage method
Predicting Performance using Personality,
Interest and Character
*test of normal personality
*test of psychopathology
*projective tests
-objective tests
-interest inventories
–strong interest inventory
-integrity test
-polygraph
-voice stress analyzer
–overt integrity test
-personality based integrity tests
-conditional reasoning tests
-graphology
-vocational counseling
Types of Employment
-full time employees
-part time employees
-casual employees
-fixed term employees
-apprentices and trainees
Making the Hiring Decision
-selection
–placement
-nepotism
-qualified workforce
-multiple regression
-top- down selection
-compensatory approach
-the rule of three/five
- May instrument na ginagamit ang supervisor
using Prior
- Rating of the observable behavior of the
employee
- Baseline behavior
- Already established
- Supervisor
- Pinipilit siya pumili kung ano ang madalas na
behavior ng employee
- Excellent in determining compensation
- Method of performance appraisal
- Regular review of the employee
- Determine the reason for evaluating employee
performance
- Peter Principle
- Performance Appraisal Review- excellent
time to meet with employees
- Identify environmental and cultural limitations
- Kung kaya pa niya or acceptable ba sa culture
niya
- Determine who will evaluate performance
- not everyone is given a chance to evaluate
someone
- Providing employees with specific information
about how well they are performing a task or
series of task
- Excellent source for improving employee
performance. Feedback is obtained from
multiple sources such as supervisors,
subordinates, and peers.
- Well rounded or lahat pwede
- Employee receives feedback from sources (Ex:
clients, subordinates, peers) other than just
his/her supervisor.
-3
- Telling employees what they are doing
incorrect
- Most common type of performance appraisal.
See the results of the employees.
- Overall image that the supervisor saw to the
employee
- Ability of supervisor to be in control with their
employees
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Often see the actual behavior of the
employees
- Component of the 360 feedback
- Meron ding feedback from multiple source
- Upward form of feedback
- Appraisal of managerial effectiveness should
include input from direct reports.
- Complaint about the service, through secret
shoppers.
- Current customers who have been enlisted by
the company
Ex: mukhang dukha nagpanggap tas siya pala
CEO
- Employee evaluate her own behavior.
- Select the best appraisal methods to
accomplish your goals.
- Decision na gagawin
Ex: decision from 1 to 3
 - Focus of the appraisal
dimensions
- Attributions as dependability, honesty and
courtesy. Provide poor feedback.
- Employee’s knowledge and skills; easy to
provide feedback.
- Concentrates on the employee’s knowledge,
ability, and skills.
- Organized by similarity of tasks
- Capacity of a person
- Organized the appraisal as the basis of goals
to be accomplished by the employee.
Ex: iencode mo lahat tong papers na to.
- On the basis of the employee’s achievement.
Ex: may target ka mabenta then after mo
mabenta mappromote ka.
- Efforts of the employee makes to get along
with peers.
- Are you capable of getting along with your
peers
- Not a requirement but necessary.
 - Should dimensions be
weighted?
- Weighting dimensions makes good
philosophical sense, as some dimensions might
be more important to an organization than
others.
- Points to be given to the employee.
 - Use of employee
comparisons, objective measure or ratings.
- Employees can be compared with one another
instead of being rated individually on a scale.
- Direct comparisons between another
employees.
- Easiest and most common
- Employees are ranked in order by their judged
performance for each relevant dimension.
- Magkakaroon ng baseline data yung employer
mo kung ikaw ba ay pasok sa top 10.
- the voice of the
employer and masusunod (yung mas
pinapaboran).
- Comparing each possible pair of employees
and choosing which one of each pair is the
better employee.
- Which a predetermined percentage of
employees are placed into a number of
performance categories.
- Tinitignan yung pinaka productive.
- Use quality and quantity.
- The rater is provided with job-related
information, a chance to practice ratings,
examples of ratings made by experts, and the
rationale behind the expert ratings.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Hindi lahat ng raters reliable pero valid.
- All employees are reviewed the same time
regardless on the time/date of hiring(when
they’re already hired).
- You can never win an argument without
evidence.
- Hindi pwede magterminate pag walang
ebidensiya.
Ex: she is performing well but you don’t like her
attitude.
- When the rater uses only a certain part of a
rating scale when evaluating employee
performance.
- Magkakaiba yung grounds kung kelan mo siya
bibigyan ng scale from (1-5)
- A rater consistently gives all employees high
ratings (mostly on upper level), even if their
not performing well or functioning well.
- A rater consistently rates all employees in the
middle or in between of the scale, regardless of
their actual levels of performance.
- A rater consistently gives all employees low
ratings, regardless of their actual levels of
performance.
- treats employee at the lowest.
- Overall impression.
- Isa lang ginamit na dimension para irate siya
or nagbebase lang sa isang dimension.
- Opposite of halo, if it is single then there has
to be a multiple dimension.
- A rating made on one dimension affects the
rating made on the dimension that immediately
follows it on the rating scale.
- Occur when you meet 1 dimension.
- Performance rating one person receives can
be influenced by the performance of a
previously evaluated person.
- Need babaan yung sa pangalawa dahil mataas
yung sa una.
- Dahil alam ng prof na ieevaluate siya kaya
nagbigay plus points.
- Recent behavior often move way
- The idea that supervisors do not see most of
an employee’s behavior.
- Managers don’t have the time to observe.
- Kung sino or ano nalang ang pagkakakilala
niya.
- Raters base their rating of an employee
during one rating period on the ratings the rater
gave during a previous period.
Ex: merong copy ng recent evaluation tas yun
ulit ieevaluate niya
- Ad hominem argument
- More on personal attack rather than
situational.
Ex: mababa ang performance dahil may
nangyare sakanya na incident pero sasabihin ng
boss niya na dahil pangit ang ugali niya.
Ex: may nakarating na di magandang balita
sakanya, yun na pinaniwalaan niya.
- The opinion of courts in most states that
employees have the right to hire and fire an
employee at will and without any specific cause.
- Applicable in private sectors or agencies.
- Employees have the right to leave the
company anytime.
- Statements in employment applications and
company manuals reaffirming an organization’s
right to hire and fire at will.
- Basis of the employee to leave the company.
- Best time to fire the employee(not Monday or
Sunday).
- When the employee is terminated for refusing
to commit a crime.
- When employees are discharged despite
employee’s promise of job security.
- When employees has asked with a lack of
good faith and fear dealing.
- Not only concerned with the compensation.
- Capacity to perform a specific task
by applying it on the spot.
- Intelligence (abstract)
Ex: emotional intelligence, social quotient
TRAINING
- The purpose of training (from knowledge)
short process, series of steps.
- Systematic application of skills
- Knowledge to practical.
- Kapag magttraining, may predictable
knowledge na.
- Hindi lahat need ng training, kasi ready na sila
for the job.
DEVELOPMENT
- The purpose of DEV’T (long term) often
includes education.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Aims to improve relationship and leadership
skill.
- Non-tangible ; the output comes from within.
1. Provide the ability to the task/job
2. Improve productivity level
3. Develop safety and quality
4. Develop the capability of the workplace
1. More productive management and leadership
when educated
2. Managers can be improve through better
knowledge
3. Changing attitudes
4. Increase capability and skills
5. Improve leadership effectiveness
6. It will provide for the future needs of the
business organization
- Cannot propose a program without this
- First step is to determine the types of training
that are needed in an organization.
- Determine those organizational factors that
either facilitate or inhibit training effectiveness.
- Should focus on the goals of the organization
wants to achieve, the extent to which training
will help achieve those goals, the organization’s
ability to conduct training and extent to which
employees are willing to be trained.
- Determine how employees learn to perform
each task and obtain its competency SME
(Subject Matters Expertise)
- Papano maattain
- Determine which employees need training and
in which areas. Not every employee needs
further training for every task performed.
- Used when a training program will be
presented.
- Kukuha ng outside trainor para papuntahin
sainyo.
- Used when the trainers organization lack
(from outside to within).
- Iinvite ng external trainers, kapag kulang
yung may expertise from within sa training.
- Nagbibigay ang trainers ng mga handouts
- The members of the small group; given the
fact na merong previously establish one or its
already done.
- Cases from actual situations; mas superior
- Ongoing situation; has a probability na maiba
- Exercise the new learning or ipapagawa yung
tinuro.
- Work with equipment
- May given scenario tas iaact
- Acting taken so that they have knowledge.
- Ideal behavior to be presented
- Might normally perform
- Informal training by experienced peers and
supervisors.
- May paid and unpaid
- Situation in which a student work for the
organization paid or volunteer.
- Under a supervision
- Experiencing problem on the spot
- Enhance the effectiveness
- Best place is outside your workplace
- So that employees will learn with their own
phasing.
- Through books or electronic learning
- Employees can choose from the variety of
training on site.
- E learning or web based
- Employees see a video tape and the
employees select their response to the situation
in the video.
- Trainers are sent a presentation and viewed in
their computer while discussing.
- No need magantay, employees can ask
questions and answer immediately.
- Blogs muna nauna before Vlogs
- Web based seminars
- Send a video and learn (through online)
- Synchronize sa time
Ex: tel ed
- More effective
- nadidistribute siya (also called chunking)
- Babasahin mo lahat lahat sa isang araw lang.
- nagccram ka
- Important method of learning by watching.
- To the behavior of the employees
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Pay close attention to someone you are
modeling.
- Nareretain yung information na inimitate mo.
- Imitate and reproduce the behavior that’s
being seen.
- Assessed the initial knowledge of the
employee prior to the training.
- Taken before the implementation of training.
- Measure if there is learning after the training.
- Taken after the training program is complete.
- Control the other variables to the test of other
employees.
- Lowest level of evaluation.
- Magask if naeenjoy nila.
- The inclusion of the pretest and the post test.
- Extent to which the employee will apply the
learned materials.
- Evaluations whether the training are met.
- Always needed
- Di pwede gumastos ng malaki ng walang ROI.
- The force that drives the employee to perform
well.
- Because they need to
provide their needs.
- Internal force that drives the worker; driving
force and external encouragement.
- There’s no need for us to be motivated, we
need the drive to continue.
- Tangible in nature
- We need to socialize to our co-workers.
- External motivation can be internal
- Opportunity and advancement
- They will seek to perform well because they
either enjoy performing the actual tasks or
enjoy the challenge of successfully completing
the task.
- Kailangan mag aspire ng higher position.
- Look into the following;
1. Capacity to perform
2. Opportunity to perform
3. Willingness to perform
- The higher the self-esteem the greater the
performance.
- Positive correlation between self-esteem and
performance.
Ex: employees who feel good about themselves
are motivated to perform better at work than
employees who do not feel that they are
valuable and worthy people.
- Value for oneself
- Capacity of the person to make
himself/herself feel worthy.
- Self belief that you can accomplish something.
- Overall feeling about himself/yourself
- Belief that you are capable of accomplishing
something.
- When other people are pushing you to achieve
something.
- States than an individual will perform as well
as or as poorly as he expects to perform.
- Relationship between self expectations and
performance “positive”.
- More on when the employee feels that the
employer trust him/her magiincrease ang
performance niya.
- Higher expectation lead to higher performance.
- When negative expectations of an individual
cause a decrease in their performance.
- People are motivated because of their
personal needs.
- People are motivated because of their
thoughts, beliefs, and values.
- We will remain satisfied with our job if it
meets our various needs, wants, expectations,
and values
- A theory that satisfies your job satisfied your
needs.
- One’s a need is already satisfied it will no
longer a need.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Aldefer suggested that a person can skip
levels.
- Suggestion that can skip levels.
- Source of job dissatisfaction
- Job related elements that result from but do
not involve the job itself.
- Hindi magkakaroon ng mutual benefits.
- Sources of dissatisfaction/satisfaction
- Job elements that do concern actual tasks and
duties.
- Motivated by jobs that are challenging.
- Motivated by jobs in which they can work with
and help other people.
- For social work, leader …
- Motivated by a desire to influence others
rather than simply be successful.
- Usually leaders
- properly set goals are concrete and
specific. The more specific the goal, the greater
the productivity.
- if one’s goal is to improve
performance or increase customer service.
- difficult but attainable. Setting
higher goals leads to better performance but
the level of goal difficulty will most affect
performance when employees are committed to
reaching the goal.
- There is time frame for
completion.
- We will remain satisfied with our job it it
meets our various needs, wants, expectations,
and values.
- Reward are typically based on performance.
- High levels of efforts leads to high
performance.
- High performance lead to the attainment.
- Perceived relationship between the amount of
effort an employee puts in and the resulting
outcome.
- Extent to which the outcome of a worker’s
performance if noticed results in a particular
consequence.
- Extent to which an employee values particular
consequence.
- A theory of job satisfaction stating that
employees will be satisfied if their ratio of effort
to reward is similar to that of other employees.
(you get what you want or deserved).
- Personal elements we put into our jobs. (time,
effort, education, experience)
- Elements we receive from our job. (pay,
benefits, challenge, responsibility)
- The ratio of how much employees believe they
put into their jobs to how much they believe
they get from their jobs.
- A chart that’s made for each employee which
shows the level.
- Higher inputs deserves higher outputs.
- This theory believes that employees are
extrinsically motivated or not innately
motivated to do their work.
- Employees are lazy and they only satisfy their
lower needs.
- Managers are authoritarian
- This theory believes that employees are
intrinsically motivated or innately motivated to
do their work.
- Employees love their work and they satisfy
their higher order needs.
- Managers are participative
- Focused on increasing employee loyalty to the
company by providing a job for life with a
strong focus on the well-being of the employee,
both on and off the job.
- According to ouchi, Theory Z mngt. Tends to
promote stable employment, high productivity,
and high employee morale and satisfaction.
Occurs when stressors result in
feelings of challenge or achievement.
Refers to the adverse psychological,
physical and organizational consequences that
may arise as a result of stressful event.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

- Employees are given the opportunity to

purchase stock in the future, typically at the
- Spot market price on the day the options were
Rewards Programs granted.
- Most effective if it occurs soon after the
performance of the behavior.

- At least be clear that the employee

understands the behaviors that brought reward - Hindi sosobra sa naachieve mo
or punishment. Reward and punishment must
be made contingent upon performance and - Changes behavior only in the short run, does
must be clear to employees. not teach an employee proper behaviors, and
causes resentment. To be effective, employee
- : “Eat your food first and must understand why he is being punished.
then you can have your dessert”
- : An employee
lists his preferences for a variety of reinforcers.
- : Suggests that it is
better to start with an undesirable task and end - Attitude towards the job
with a more pleasing task.
- : - - Allow employees to widen the horizon of job.
Employee compensation that changes as
compared to salary which is paid in equal - Pays/promotion (contributory factors)
proportions throughout the year.
- 6 months/ 1 year leave then sumasahod pa
rin, wala lang bonus
- Designed to make high levels of individual
performance financially worthwhile and the - Perks or benefits given to the higher status of
research is clear monetary incentives increase the company(vota- monthly allowance)
performance over the use of a guaranteed
hourly salary. - Meron sa company

- May perks kasi loyal sa company

- System of child care (employer nagbabayad)

- “Earnings-at-risks plans”; pay employees
according to how much they individually
produce. Include commission. - Ilang years

- Base their incentives on performance

appraisal scores rather than on objective - Extent to which an employees identifies with
performance measures as sales and and is involved with an organization.
productivity.
- Their consistent beliefs about their level of job
Ex: overtime satisfaction.

- Isang buwan

- Promote kapag nagtagal na sa work. - An employee wants to remain with the

- To get employees participate in the success or
failure of the organization.
- Provide employees with a percentage of
profits above a certain amount.
organization, care about and is willing to exert
effort.
- An employee believes she must remain due to
the time, expense, and effort that she has
already put into it.

- The level of productivity before the - An employee feels obligated to the

implementation of a gain-sharing plan. organization and as a result, she remain with
the organization.
- Ties groupwide financial incentives to
improvements in organizational performance.
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Acute points; nahihirapan na maachieve yung
gusto.
- Mastered the job until become bored
- Promoting the employee many times until
can’t be promoted anymore/ when the
employee already reach the highest position.
- Non profound, middle crisis, loss of identity.
- The extent to which people believe that they
are responsible for and in control of their
success or failure in life.
- The extent to which people believe that the
other people, circumstances are responsible for
and in control of their success or failure in life.
- Sometimes they blame luck
- Believe in oneself that you’re capable to do
something.
- Employees observe the levels of motivation
and satisfaction of other employees and then
model those levels. Social environment does
have an effect on employees’
attitudes/behaviors
- Employees are dissatisfied or not committed
to the organization are more likely to miss work.
- Organizations are concerned with absenteeism
not only because of its high monetary cost, but
also because it correlated with turnover.
- Punishment will reduce absenteeism only if
employees make conscious decision about
attending, like wellness program will increase
only if absenteeism is mostly the result of
illness.
- 3 reasons for time off; personal errands,
catching up sleep and relaxing.
- Involves paying employees for their unused
sick leave.
- Employees who attain a certain level of
attendance. Perfect attendance over a year.
- Reward employees who attend work.
- Two types of behaviors those aimed at
individuals and those aimed at organization.
- Love politics(Ex: susumbong kita kay boss)
- Sinasabotage or pinagnanakawan yung
company.
- Amount of goods
- The organization will end up broke.
- Subordinates to superiors or employees to
managers. Employees speak directly to
management in an environment with an open
door policy.
- Message is relayed from an employee to her
supervisor, who relays it to her supervisor, who
in turn, relays it to her supervisor and so on
until the message reaches the top.
- Negatively affects the organization by keeping
important information from reaching the upper
levels.
- Less effective the farther away two people are
from one another.
- Usually conducted by outside consultant who
administers a questionnaire asking employees
to rate their opinions on such factors as
satisfaction with pay, working conditions and
supervisors. Also an opportunity to give list of
complaints or suggestions.
- 1,800 numbers
- Provide safe voice for subordinates and
customers and essential feedback to the
organization as well.
- “liason” or “ombudsperson”, both are
responsible for taking employee complaints &
suggestions & personally working with
management to find solutions. Neutral & works
for solution.
- Their job typically handled by union steward.
- Superior to subordinate; management to
employees. Originally involves news letter but
now considered a key method not only of
keeping employees informed but of
communicating vital information needed by
employees to perform their jobs.
- To communicate non-work-related
opportunities like scholarships, optional
meetings, etc.
- Place for posting important changes in policy
or procedure. (ex: student handbook).
- Specify/ summary of the policy manual.
- Designed to boister employee morale by
discussing happy or innocuous events such 3B’s
(babies, birthdays, ballgame scores).
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
- Replacement of bulletin boards, newsletters,
manuals. Organization wide versions of the
internet. Useful because the speed at which the
company can survey employees about new
ideas.
- The transmission of business-related
information among employees, management
and customers. Includes memos, telephone
calls, emails, and voice mails.
- Providing detailed information to a large
number of people in a short period of time.
- In the past used when message was short.
Videoconferencing etc.
- Used to exchange general or timely
information and ask questions.
- Employees will communicate better kapag
nakikita.
- Walang barrier open lahat
- Personal spaces (ex: call center)
- Combination of design so each workers can be
accommodated.
- A wide hallway that runs through several
departments.
- Containing an employee’s computer, files, and
supplies that can be wheeled into a walled
office or cubicle when privacy is needed.
- An office arranged so that a visitor must sit
across from the person behind the desk.
- An office arranged so that a visitor can sit
adjacent rather than across from the person
behind the desk.
- Office chairs are lightweight, easy to move,
and require minimal maintenance. Task chairs,
on the other hand, have basic foam and normal
upholster.
- An organizational chart shows the internal
structure of an organization or company. The
employees and positions are represented by
boxes or other shapes including photos of the
employees.
- Not directly related to the organization.
- Describes a message from which
unimportant informational details have been
removed before the message is passed from
one person to another.
- Describes a message in which
interesting and unusual information has been
kept in the message when it is passed from one
person to another.
- Informal communication network.
- A message is passed in a chain-like fashion
from one person to the next until the chain is
broken.
- A message is passed to only a selected group
of individuals.
- A message is passed randomly among all
employees.
- A message is passed to a selected group of
people who each in turn pass the message to a
few select others.
- An employee who receives less than half of all
grapevine information
- Employees who both received most of the
information and passed it on to others.
- May isang empleyado sa company na
kakausapin then it will act as the middle man
and will intervene.
- Employees who receive much grapevine
information but who seldom pass it on to others.
- Poorly substantiated information that is
primarily about individuals.
- Not significant to your life.
- Poorly substantiated information that is
passed along the grapevine.
- More significant to your life.
- Involves the exchange of message across a
communication channel from one person to
another.
- A distance zone within 18 inches of a person,
where only people with a close relationship to
the person are allowed to enter.
- A distance zone from 18 inches to 4 feet from
a person that is usually reserved for friends and
acquaintances.
- An interpersonal distance from 4 to 12 feet
from a person that is typically used for business
 INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY

and for interacting with strangers.

- Listens for the main ideas behind any
- If an employee is supposed to meet with a communication.
supervisor at 1:00, the supervisor shows up at
1:10, the supervisor is communicating an - Listens to the way the communication is
attitude about the employee, the importance of presented.
the meeting or both.
- Who just want to “just the facts, ma’am”.
- Distance greater that 12 feet to 25 from a
person that is typical of the interpersonal space - Tunes in to the feelings of the speaker.
allowed for social interactions such as large
group lectures. - Who attends only to information that is
consistent with her way of thinking.
- The way we say things and consists of
variables such as tone, tempo, volume, number
and duration of pauses.

- The things people surround themselves with

(clothes, jewelry, office decorations, cars, and
so forth) that communicate information about
the person.

- Should only been the level of your closeness

or friendships.

- A response to communication overload that

involves the conscious decision not to process
certain types of information.

- Deviation from a standard of quality; also a

type of response to communication overload
that involves processing all information but
processing some of it incorrectly.

- A method of coping with communication

overload that involves organizing work into an
order which it will be handled.

- A response to communication overload in

which the employee leaves the organization to
reduce the stress.

- A person who screens potential

communication for someone else and allows
only the most important information to pass
through.

- A strategy for coping with communication

overload in which an organization reduces the
amount of communication going to one person
by directing some of it to another person.

- Most important communication skill that a

supervisor should master.

- The listening style of a person who cares

about only interesting information.