Industrial and

Organizational
Psychology-Lesson
2
Workforce Planning, Job
Analysis, Job Evaluation,
Recruitment and Selection
 • Also known as human
resource planning,
succession planning,
strategic staffing
Workforce • Getting the:
Planning • right number of
people,
• right competencies,
• in the right jobs
• in the right time
 1. Ensure replacements are available to
fill important vacancies
2. Provide realistic staffing projections
for budgeting purposes
3. Provide a clear rationale for linking
Planning expenditures for training, dev’t,
career counseling, and recruitment
efforts
4. Help prepare for restricting,
reducing, and expanding the
workforce.
 1. Provides an opportunity to
Indirect think about the future.
Benefits of 2. Allow the organization to
Workforce align and centralize efforts in
Planning the context of
decentralization.
Job Analysis
A 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
• Peter principle:
promoting
employees until
they reach their
highest level of
incompetence
Conducting
Job Analysis
Step 1: Identify Tasks
Performed
• Existing info,
Interview SME’s
• Observation
• Job Participation
Conducting Job Analysis
Step 2: Write Task Statements
•Task inventory
•Where, how, why, and when
Writing Effective Task Statements
Poorly Written Task Good Task Statements
Statement
Sends purchase requests Sends purchase requests to the
purchasing department using campus
mail
Drives Drives a five-speed truck to make food
deliveries within the city of Lucena.
Locks hall doors Uses master key to lock hall doors at
midnight so that non-residents cannot
enter the residence hall.
Conducting Job Analysis
Step 3: Rate Task Statements
• Task analysis- a group of SMEs rate each task statement on the
frequency and the importance
Step 4: Determine Essential KSAOs
• Knowledge-target & wind condition
• Skill- Shooting a gun
• Ability- Vision, strength, stability, aim
• Others- weapon certification
Conducting Job Analysis
Step 5: Selecting Tests to Tap KSAOs
Parts of the Job Description
1. Job Identification- tile 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- target or key result areas
of the position
6. Constraints- decision making limits
Parts of the Job Description
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
Job
Simplification
• Breaking down a job
into simple tasks
• Resulted to boredom
and negative
attitudes and fails to
offer a sense of
accomplishment.
Job Design
Approaches
• Job rotation- having
employees perform
different tasks.
• Reduces boredom and
provides relief from
repetitive moments.
Job Design Approaches
• Job Enrichment or
• Giving more responsibilities to the employee
and freedom over those responsibilities
• Opportunity to decide how to do their jobs.
Or (Vertical) Job Enlargement
Job Evaluation
• How much employees in a position should be paid
• Job’s worth

Stage 1: Internal Pay Equity

• Compensable job factors- responsibility, physical and
mental demands, etc.
Example of Completed Job Evaluation
Results
Job Evaluation
Stage 2: External Pay Equity
• Salary surveys- sent to other organizations
• Market position- where an organization wants to
be in relation to the compensation policies of
others
• Direct compensation
 Promotion
• Noncompetitive Promotions- career progression
(Engineer I to Engineer II)
• Competitive Promotions- internal applicants
compete with one another (and sometimes with
external applicants) for a limited number of
higher positions.
Recruitment and Interview
Recruitment
• Attracting people with the right
qualifications (as determined in
the job analysis) to apply for the
job
Internal or External?

Internal
External
recruitment-
Recruitment- from
already employed
outside the
by the
organization
organization.
Methods of
Recruitment
1. Newspaper Ad

 Four ways of responding

• Respond by calling
• Apply by the person’s ads
• Send-resume ads
• Blind box ads
 Methods of
Recruitment
Why use a blind box?
• The organization doesn’t want its name
public
• The company might fear that people
wouldn’t apply if they knew the
company’s name.
• A company needs to terminate an
employee but wants first to find a
replacement.
Methods of Recruitment
2. Point-of-Purchas Ad- posted in a place where
customers and current employees are likely to see
them:
• Store windows
• Bulletin boards
• Restaurant placemats
• Sides of trucks, etc.
Methods of Recruitment
3. Employment Agencies and
Search Firms
• Organization that specializes in
finding jobs for applicants and
finding applicants for organizations
looking for employees.
Methods of Recruitment
3. Employment Agencies and Search Firms
a) Public Employment Agency
b) Employment Agencies
c) Executive Search Firms
Methods of Recruitment
4. Employee Referrals- a current employee refers
a friend or family member for a job.
• If a particular employee is a good employee, then
the same characteristics that make her a good
employee are probably shared by his friends and
family.
Methods of Recruitment
5. Job Fair
• Several employers are available at one location
so that many applicants can obtain information at
one time.
Realistic Job Preview
• A method of recruitment in which job applicants
are told both the positive and negative aspects of
a job.
Selection
• If the recruitment process was successful, an
organization will have several applicants from
which to choose.
• Many techniques can be used to select the best
person from this pool of applicants
Employment Interview
Types of Interview
a) Structured/Patterned interview
• the source of the questions is a job analysis (job-
related questions),
• All are asked the same questions
• There is a standardized scoring key
b) Unstructured Interview
Employment Interview
Styles of Interview
a) One-on-one interview
b) Serial interview
c) Return interview
d) Panel interview
e) Group interview
Employment Interview
Mediums of Interview
a) Face-to-face interview
b) Telephone interview
c) Written interview
Employment Interview
Problems with Unstructured Interview
a) Poor intuitive ability
b) Lack of job relatedness
c) Primacy effect
d) Contrast effect
e) Interviewer-interviewee similarity
f) Appearance
g) Non-verbal cues
Types of Interview Questions
Thank you!