I/O PSYCHOLOGY RATIONALE-by.

K
ORGANIZATIONAL PSYCHOLOGY KSAO’s: Knowledge, Skill, Ability, and Other
- Leadership, employee satisfaction and characteristics
motivation, organizational communication and
development, group processes, and conflict  SELECTION
management. - Choosing the best candidates from the pool of
applicants and offering them the job.
INDUSTRIAL PSYCHOLOGY - Separating the selected ones from the rejected
- Job analysis, recruitment, selection, applicants.
performance appraisal, training and
management.  RECRUITEMENT
- The process of reaching out and attracting a
 PERSONNEL PSYCHOLOGY: group of people with the right qualification to
Focuses on recruiting, hiring, and performance apply for a job vacancy.
appraisal.
Internal Recruitment (inside the company)
Human Factors – a field of study on the interaction - the process of hiring someone from within your
between humans and machines. existing business structure to fill a vacant
Ergonomics – deals with design (engineering) in the position for your company.
workplace. (e.g. environment, machines and tools) - (e.g. Promotions. Transfers. Employee referrals)

 JOB DESCRIPTION External Recruitment (outside the company)

- A brief two-to-five-page summary of the task - the assessment of an available pool of job
and job requirements found in job analysis. candidates, other than existing staff, to see if
there are any sufficiently skilled or qualified to
Task Analysis – identifies the tasks performed fill and perform existing job vacancies.
and competencies needed to perform the tasks.
Blind box
Task Statements – define what specific actions - recruitment ad wherein applicants were
or outcomes must be accomplished to satisfy a asked to send their resume in any sort of
requirement. contact written in the ad with no information
about the company or address is not
 JOB DESIGN included.
- The optimal way how a job should be Point of Purchase
performed. - job vacancies posted in places where it is
readily available for customers to notice.
 JOB EVALUATION - Inexpensive method.
- Determining worth of a job. (internal and Executive Search Firms
external pay equity) - Also called “head hunters” may source
applicants from other companies to pace in
 JOB ANALYSIS another high-paying company because of
- The process of gathering, analyzing, structuring their high competencies.
of information about a job’s components,
characteristics, and requirements Integrity test (honesty test)
- designed to assess an applicant's tendency to
Sequence in Conducting Job Analysis: be honest, trustworthy, and dependable.
1. Identify task performed. Ability test
2. Write task statements. - assessment tools with which, mostly
3. Rate task statement. employers, test and evaluate their employees
4. Determine essential KSAO’s or job candidates on certain skills and
5. Selecting tests to tap KSAO’s abilities.
Aptitude test
- an exam used to determine an individual's
I/O PSYCHOLOGY RATIONALE-by. K
skill or propensity to succeed in a given - One theory about leadership believes that
activity. certain types of people become leaders
because they posses’ traits or characteristics
 Non-binding Arbitration difference from people who do not become
- Commonly employed in simple conflicts where leaders.
both parties only need guidance.
- Not final or legally binding in form. Douglas McGregor’s THEORY X AND Y
 Binding Arbitration a. Theory X
- A court-enforceable arbitration. - Refers to depressed staff who avoid work
- Key factors: contract forms, payment method. because they lack motivation and needs
constant supervision.
 BFOQ (bona fide occupational qualifications) b. Theory Y
- Job related duties; involve the quality to - Refers to liberating and empowering staff
perform the job, not satisfy a customer’s which are self-directed, ambitious, creative,
preferences. responsible, and has derive for satisfaction.
- Non-discriminatory.
 Ageism  Non-calculative motivation
- Prejudice or discrimination on the grounds of a - Based on recognition of the potential costs of
person’s age. leading and individuals high on motivation can
 Adverse Impact be viewed as selfless (or event reluctant)
- refers to the policies and practices in leaders.
employment that negatively (and potentially
negatively) affect any legally protected civil David McClelland’s ACQUIRED NEEDS
group. a. Need for Achievement: master complex
things and surpass others.
 Four-fifths rule: b. Need for Affiliation: build
- A guideline used to determine if there is connections/relationships.
adverse impact in the selection process of a c. Need for Power: influence, control, authority
specific group. over others.
- The rule states that the selection ratio of a Note: High performance managers have a “leadership
minority group should be at least four-fifths motive pattern” characterized by:
(80%) of the selection ratio of the majority - High need of power, low need of affiliation.
group.
Victor Vroom’s EXPECTANCY Theory
 Performance appraisal that is not common and - Individuals are motivated to perform if they
well-regarded by managers: subordinates know that their extra performance is
 Most important use of performance evaluation recognized and rewarded.
results: employee training and feedback
Henry Murray’s PSYCHOGENIC NEEDS that is/are
NEED ANALYSIS
based on theories of motivation:
- The process of determining the types of training
- McClelland’s Acquired Needs
an organization needs.
Herzberg’s THEORY OF MOTIVATION
Three (3) types of Need Analysis:
 Organizational, Task, and Person Analysis a. Motivators: achievement, salaries, growth,
and recognition.
TASK ANALYSIS b. Hygiene: company policies, interpersonal
- Employees learn to perform the task included in relation, working conditions, and supervision.
their respective job positions and how they can
obtain competencies needed to perform such
tasks.
LEADER EMERGENCE THEORY Clayton Alderfer’s ERG Theory
I/O PSYCHOLOGY RATIONALE-by. K
- Need theory that has three level of need that
allows individuals to skip levels.
a. Existence: need for physical well-being.
b. Relatedness: to satisfy relationships.
c. Growth needs: the desire to grow and
increase competence.

Schedule
Fixed Interval:
- Set amount of time between occurrence of
something like reward, result or review.
Variable Interval:
- Reinforcement is given after varying periods
of time if action is completed.
Fixed Ratio:
- The number of times an action must be done
in order to receive an award.
Variable Ratio:
- Random reinforcement where responses are
reinforced following varied responses
afterward.

Types of organization communication:

a. Upward Communication
- direction of communication flows from
employee to the management.
(e.g. attitude survey, suggestion box, complaint box)
b. Downward Communication
- direction of communication flows from the
management to employees.
(e.g. bulletin board, newsletters, policy manual,
intranet)
c. Business Communication
- transmission of business-related information
among employees, management, and
customers.
(e.g. memos or memorandum)
d. Informal Communication
- occurs among employees in an organization
that is not directly related to the completion
of an organizational task.
(e.g. grapevine, gossip, rumor)