CHAPTER I - INTRODUCTION TO developing training programs, and evaluating

INDUSTRIAL/ORGANIZATIONAL training success.

PSYCHOLOGY II. Organizational Psychology
- concerned with the issues of leadership, job
satisfaction, employee motivation,
I/O Psychology
organizational communication, conflict
- a branch of psychology that applies the
management, organizational change, and group
principles of psychology to the workplace.
processes within an organization.
- Purpose is to "to enhance the dignity and
- often conduct surveys of employee attitudes to
performance of human beings, and the
get ideas about what employees believe are an
organizations they work in, by advancing the
organization’s strengths and weaknesses.
science and knowledge of human behavior”
- Professionals in organization development
(Rucci, 2008)
implement organization-wide programs
- Application of psychological principles
designed to improve employee performance.
- Examines the factors that affect the people in the
Such programs might include team building,
organization
restructuring, and employee empowerment.
- Concern with the issues involving the people in
III. Human Factor/Ergonomics
the organization
- focuses on workplace design, human machine
interaction, ergonomics, and physical fatigue
Business Programs
and stress.
- Focuses on the broader aspects of running an
- frequently work with engineers and other
organization or company (marketing channels,
technical professionals to make the workplace
transportation networks, cost accounting)
safer and more efficient.

Industrial Approach
HISTORY OF I/O PSYCHOLOGY
- Focuses on determining the competencies
needed to perform a job, staffing the Year Event

organization with employees who have 1903 Walter Dill Scott pub. The Theory of Advertising
competencies, and increasing those
competencies through training. 1911 WDS pub. Increasing Human Efficiency in Business
(Psychology was first applied to business)
Organizational Approach
- Creates an organizational structure and culture 1913 Hugo Munsterberg pub. Psychology and Industrial
Efficiency (German version pub. In 1910)
that will motivate employees to perform well,
give them the necessary information to do their 1917 Journal of Applied Psychology first pub
jobs, and provide working conditions that are
1918 WWI provides I/O psychologist with first opportunity
safe and result in an enjoyable and satisfying for large-scale employee testing and selection
work/life environment.

Economic Psychology - common term of Industrial

MAJOR FIELDS IN I/O PSYCHOLOGY
Psychology was seldom used until WWI
I. Personnel Psychology
- analyzing jobs, recruiting applicants, selecting
● Army Alpha - used for recruits who could read
employees, determining salary levels, training
● Army Beta - test for recruits who could not
employees, and evaluating employee
read
performance.
- analyze jobs to obtain a complete picture of
John Watson
what each employee does, often assigning
- better known as a pioneer in behaviorism, served
monetary values to each position.
as a major in the U.S. Army in World War I and
- work in a training department of an
developed perceptual and motor tests for
organization and are involved in such activities
potential pilots
as identifying the organization’s training needs,
- In 1920, Edison created a 163-item knowledge The 1980s and 1990s brought four major changes to
test that he administered to over 900 applicants. I/O psychology.
The test and passing score were so difficult that ● Increased use of fairly sophisticated statistical
only 5% of the applicants passed. techniques and methods of analysis
● new interest in the application of cognitive
Gilbreths psychology to industry
- scientists to improve productivity and reduce ● increased interest in the effects of work on
fatigue by studying the motions used by workers. family life and leisure activities
Lilian Gilbreth ● I/O psychologists took a renewed interest in
- the much more educated of the two, received developing methods to select employees.
her Ph.D. from Brown University in 1915—a rare
achievement for a woman at that time.

Prominent psychologist who applied psychology to

problems in industry outside the US
● Jules Suter in Switzerland
● Bernard Muscio in Australia
● Franziska Baumgarten-Tramer
● Walter Moede, William Stern, Otto Lipmann,
Emil Kraepelin in Germany
● Jean-Marie Lahy in France ● In the 2000s, perhaps the greatest influence on
● Edward Webster in Canada I/O psychology was the rapid advances in
● Cyril Burt, Charles Myers, and Sir Frederick technology.
Bartlett in Great Britain ● Women are increasingly entering the workforce
and taking on managerial roles
Hawthorne Studies
- series of studies, conducted at the Western Educational Requirements & Types of Programs
Electric plant in Hawthorne, Illinois, that have ● Master's Program - Completion of most master’s
come to represent any change in behavior when programs requires about 40 hours of graduate
people react to a change in the environment. coursework (Nagy et al., 2005). Although 15 to 18
Hawthorne Effect hours is considered a full undergraduate
- employees changed their behavior and became semester load, 9 to 12 hours is considered a full
more productive because they were being graduate load. In addition to coursework, many
studied and received attention from their programs require a student to complete a thesis,
managers which is usually an original research work
created and conducted by the student. The
Year Event thesis is completed in the second year of
graduate school.
1960 Division 14 renamed as Society for Industrial
Psychology, membership exceeds 700 ● Usually has the requirement of finishing an
internship or practicum in the workplace setting
1963 Equal Pay Act passed
● Doctoral Program - Obtaining a Ph.D. is more
1964 Civil Rights Act passed difficult than obtaining a master’s, with the
First issue of The I/O Psychologist (TIP) pub typical doctoral program taking five years to
complete (Rentsch, Lowenberg, Barnes-Farrell, &
Menard, 1997).
● In addition to a thesis, a student working toward
a Ph.D. must complete a dissertation.

RESEARCH IN I/O PSYCHOLOGY

● Research ultimately saves organizations money.
● Ideas, Hypothesis, and Theories skills, and abilities to carry out the
● Importance of Literature Reviews requirements of the job.
● Location of the Study
● Research Method to be Used 3. Training
4. Personpower Training/Planning
ETHICS IN I/O PSYCHOLOGY ❖ Job Analysis is used to determine Worker
Ethical dilemmas Mobility within an organization.
- are ambiguous situations that require a personal ❖ Peter Principle - promoting employees until
judgment of what is right or wrong because they eventually reach their highest level of
there are no rules, policies, or laws guiding such incompetence (Peter & Hull, 1969).
decisions.
5. Performance Appraisal
TYPES OF DILEMMA ❖ Evaluation of Employee Performance must be
1. Type A Dilemma work-related.
- there is a high level of uncertainty as to what is ❖ can serve as an excellent source of employee
right or wrong, there appears to be no best training and counseling.
solution, and there are both positive and
negative consequences to a decision. 6. Job Classification
2. Type B Dilemma (Rationalizing Dilemmas) ❖ classify jobs into groups based on similarities in
- individuals know what is right but choose the requirements and duties.
solution that is most advantageous to ❖ Job classification is useful for determining pay
themselves. levels, transfers, and promotions.

7. Job Evaluation - job analysis information can

CHAPTER II - JOB ANALYSIS & EVALUATION also be used to determine the worth of a job.
8. Job Design - Job analysis information can be
Job Analysis used to determine the optimal way in which a job
- The process of gathering and analyzing should be performed.
information about the work an employee 9. Compliance with Legal Guidelines
performs the conditions under which the work is - Any employment decision must be based on
performed, and the worker characteristics job-related information
needed to perform the work under the identified 10. Organizational Analysis
conditions. - job analysis is used for the analysts to become
- Can also be called Work Analysis. aware of certain problems within an
- The foundation of all Human Resources organization.
activities. - Can be retrieved when conducting a Job
Analysis Interview.
IMPORTANCE OF JOB ANALYSIS
1. Writing good job descriptions WRITING GOOD JOB DESCRIPTION
❖ Job Description - a brief, two to five pages a. Job Title
summary of the tasks and job requirements - describes the nature of the job, its power and
found in the job analysis; is the written result of status level, and the competencies needed to
the job analysis perform the job.
- can also affect perceptions of the status and
2. Employee Selection worth of a job.
- By identifying such requirements, it is possible b. Brief Summary
to select tests or develop interview questions - a paragraph in length but should briefly
that will determine whether a particular describe the nature and purpose of the job.
applicant possesses the necessary knowledge, - can be used in help-wanted advertisements,
internal job postings, and company brochures.
 Step 2: Write Task Statements
c. Work Activities - Task Inventory - a questionnaire containing a
- section lists the tasks and activities in which list of tasks each of which the job incumbent
the worker is involved. rates on a series of scales such as importance
- should be organized into meaningful and time spent.
categories to make the job description easy to - properly written task statement must contain
read and understand. an action (what is done) and an object (to which
d. Tools and Equipment Used the action is done).
- lists all the tools and equipment used to
perform the work activities in the previous Step 3: Rate Task Statements
section - Task Analysis - the process of identifying the
e. Job Context tasks for which employees need to be trained.
- the environment in which the employee works
and mentions stress Step 4: Determine Essential KSAO
- level, work schedule, physical demands, level ● KNOWLEDGE - a body of information needed to
of responsibility, temperature, number of perform a task
coworkers, degree of danger, and any other ● SKILLS - the proficiency to perform a learned
relevant information. task
f. Work Performance ● ABILITY - the basic capacity for performing a
- contains a relatively brief description of how wide range of tasks, acquiring knowledge, or
an employee’s performance is evaluated and developing a skill
what work standards are expected of the ● OTHER CHARACTERISTICS - factors that are
employee. not knowledge, skills, or abilities such as
g. Compensation Information personality, willingness, interests, and degrees.
- This section of the job description should
contain information on the salary grade, Step 4: Determine Essential KSAO
whether the position is exempt, and the - Currently, KSAOs are commonly referred to as
compensable factors used to determine Competencies (Campion et al., 2011). In the old
salary. days, KSAOs was called Job Specifications (job
h. Job Competencies specs).
- are commonly called job specifications or
competencies Step 5: Selecting Tests to tap KSAO
- are the knowledge, skills, abilities, and other ● to determine the best methods to tap the KSAOs
characteristics (KSAOs) (such as interest, needed at the time of hire.
personality, and training) that are necessary ● These methods will be used to select new
to be successful on the job. employees and include such methods as
interviews, work samples, ability tests,
PREPARING FOR A JOB ANALYSIS personality tests, reference checks, integrity
Which employee should participate? tests, biodata, and assessment centers.
- job competence, race, gender, educational
level, personality, view point Job Evaluation
● The process of determining the monetary worth
CONDUCTING A JOB ANALYSIS of a job.
Step 1: Identify Task Performed ● determines how much employees in a position
- to identify the major job dimensions and the should be paid.
tasks performed for each dimension, the tools ● typically done in two stages: determining
and equipment used to perform the tasks, and internal pay equity and determining external pay
the conditions under which the tasks are equity.
performed.
DETERMINING INTERNAL PAY EQUITY CHAPTER III - LEGAL ISSUES IN EMPLOYEE
Internal pay equity SELECTION
- involves comparing jobs within an organization
to ensure that the people in jobs worth the most THE LEGAL PROCESS
money are paid accordingly.
RESOLVING THE COMPLAINT INTERNALLY
Step 1: Determining compensable job factors ● Grievance System
● Level of Responsibility - Employees take their complaints to an internal
● Physical Demands committee that makes a decision regarding the
● Mental Demands complaints.
● Education Requirements ● Mediation
● Training and Experience Requirements - Employees and the organization meet with a
● Working Conditions neutral third party who tries to help the two
sides reach a mutually agreed upon solution.
Step 2: Determining the levels of each compensable ● Arbitration
factor - the two sides present their case to a neutral
Step 3: Determining the factor weights third party who then makes a decision as to
which side is right.
DETERMINING EXTERNAL PAY EQUITY ❖ Binding Arbitration - neither side can
● The worth of a job is determined by comparing appeal the decision
the job to the external market (other ❖ Non-binding Arbitration - the parties can
organizations). either accept the decision or take the case
● important if an organization is to attract and to court.
retain employees.
● Direct Compensation - the amount of money FILING A DISCRIMINATION CHARGE
paid to an employee (does not count benefits, ● State Agency - is used if the alleged violation
time off, etc.) involves a state law; a Federal Agency - usually
the EEOC, handles alleged violations of federal
DETERMINING SEX AND RACE EQUITY law. Equal Employment Opportunity Commission
● pay audits should also be conducted to ensure ● Lilly Ledbetter Fair Pay Act
that employees are not paid differently on the - Signed by President Barack Obama in 2009
basis of gender or race. clarified that the 180-day period for filing a
● Comparable Worth - the idea that jobs requiring lawsuit alleging pay discrimination begins at the
the same level of skill and responsibility should time of the last paycheck rather than when the
be the same regardless of supply and demand. employee’s salary was determined.

OUTCOMES OF EEOC INVESTIGATION

● Charge Does Not Have Merit
- If, after reviewing a complaint, the government
agency does not find merit, one of two things
can happen based on whether the person filing
the complaint accepts the decision. If the
complainant agrees with the decision, the
process ends.
- If the complainant does not take the decision,
he is issued a “right to sue” letter that entitles
him to hire a private attorney and file the case
himself.
● Charge Has Merit Does the requirement have an adverse impact on
- If the EEOC believes that the discrimination members of a protective class?
charge has merit, it will try to work out a ● Adverse Impact
settlement between the claimant and - a particular employment decision results in
employer without taking the case to court. negative consequences more often for members
- These settlements might include an employer of one race, sex, or national origin than for
offering a job or promotion to the person members of another race, sex, or national
filing the complaint, the payment of back origin.
wages, and the payment of compensatory or ● Four-Fifths Rule
punitive damages. - when the selection ratio for one group is less
- Case Law is a judicial interpretation of the law than 80% of the selection ratio for another
and is important because it establishes a group, an adverse impact is said to exist.
precedent for future cases.
What are the requirements designed to intentionally
DETERMINING WHETHER AN EMPLOYMENT discriminate against a protective class?
DECISION IS LEGAL ● If an employment practice does not refer directly
● Employment practices include hiring, training, to a member of a protected class but adversely
firing, promoting, assigning employees to shifts, affects a protected class, the courts will look
determining pay, disciplining, and scheduling closely at whether the practice was initiated to
vacations. Thus, any decision made by an intentionally reduce the pool of qualified
employer has the potential for a legal challenge. minority applicants.
● Protective Class - any group of people for
which protective legislation has been passed. Can the employer prove that the requirement is job
● Federal Law - A federally protected class is any related?
group of individuals specifically protected ● Job Related
- the extent to which a test or measure taps a
PROTECTED CLASS knowledge, skill, ability, behavior, or other
● Race characteristics needed to successfully
● Color perform a job.
● Sex ❖ Valid Testing Procedure
● National Origin - An employment practice resulting in adverse
● Religion (Days of Worship, Worship Practice, impact may still be legal as long as the test is
Prayer and Fasting, Religious Attire) job related (valid) and as long as reasonable
● Age attempts have been made to find other tests
● Age Discrimination in Employment Act (ADEA) that might be just as valid but have less
● Disability adverse impact
● Pregnancy ❖ Exceptions:
● Military Veteran Status ➢ Bona Fide Seniority System
- An organization that has a long-standing
Is the requirement a BFOQ? policy of promoting employees with the
Bona Fide Occupational Qualification (BFQO) greatest seniority or laying off employees
- a selection of requirements that is necessary for ➢ National Security
the performance of job- related duties and for - it is legal for an employer to discriminate
which there is no substitute. against a member of a particular national
- Women can be a Wet Nurse while Men can only origin
be a Sperm Donor ➢ Veteran's Preference Rights
Harassment - Consent Decree, Desire to be a Good Citizen
- "an aggressive pressure or intimidation" -
Oxford Languages AFFIRMATIVE ACTION STRATEGIES
● Monitoring Hiring Promotion Statistics
TYPES OF SEXUAL HARASSMENT Intentional Recruitment of Minority Applicants
● Quid Pro Quo Identification and Removal of Employment
- the granting of sexual favors is tied to an Practices Working Against Minority Applicants
employment decision. and Employees
● Hostile Environment ● Preferential Hiring and Promotion of
- a pattern of unwanted conduct related to ● Minorities
gender that interferes with an individual’s work
performance. LEGALITY OF PREFERENTIAL HIRING AND
- Pattern of Behavior, Based on Gender, Negative PROMOTION PLANS
to the Reasonable Person ● A History of Discrimination
● Beneficiaries of the Plan
ORGANIZATIONAL LIABILITY FOR SEXUAL ● Population Used to Set Goals
HARASSMENT ❖ Qualified workforce - The percentage of
● Preventing Sexual Harassment people in a given geographic area who have
- To avoid liability, the organization must have a the qualifications (skills, education, etc.) to
well-conceived policy regarding sexual perform a certain job.
harassment, must have communicated that ● Impact on Nonminorities
policy to its employees, and must have ● End Point of the Plan
enforced that policy.
● Correcting Sexually Harassing Behavior Unintended consequences of Affirmative Action Plans
- If an employee complains of sexual Though affirmative action and diversity
harassment, it is essential that the programs are important tools in ensuring equal
organization investigate the complaint quickly opportunity, they can result in some unintended
and then promptly take any necessary action negative consequences for people hired or promoted
to rectify the situation and punish the as the result of affirmative action (Kravitz et al., 1997).
offender.
PRIVACY ISSUES
THE FAMILY LEAVE ACT ● Fourth Amendment
● Family Medical Leave act, or FMLA - the amendment to the U.S. Constitution
- which entitles eligible employees (both male protects against unreasonable search or
and female) to a minimum of 12 weeks of seizure; the amendment has been ruled to
unpaid leave each year to deal with the cover such privacy issues as drug testing,
following family matters: locker, and office searches, psychological
Births, adoptions, or placement for foster testing, and electronic surveillance.
care
● To care for a child, parent, or spouse with a ● Drug-Free Workplace Act
serious health condition - Requires federal contractors to maintain a
● For employee’s own serious health condition drug-free workplace.
that makes him or her unable to perform the
job I. DRUG TESTING
● There are few legal problems associated with
AFFIRMATIVE ACTION testing job applicants for drug use. However,
Reasons for Affirmative Action drug testing of current employees by a public
● Involuntary agency must be based on “reasonable
- Government Regulation, Court Order suspicion” and with “just cause.” On the basis
● Voluntary of prior cases, reasonable suspicion means
 that there is reason to suspect that employees CHAPTER IV - EMPLOYEE SELECTION:
are using drugs at work (Goldstein, 2000). RECRUITING AND INTERVIEWING
● The legality of random drug testing in the
public sector is a murky area. EMPLOYEE RECRUITMENT
Recruitment
II. Office and Locker Searches - The process of attracting employees to an
- are allowed under the law as long as they are organization.
reasonable and with cause (O’Conner v. Ortega, - attracting people with the right qualifications (as
1987). Allowing employees to place their own determined in the job analysis) to apply for the
locks on lockers, however, removes the right of job.
the organization to search the locker. ● External recruitment
- Recruiting employees from outside the
III. Psychological Tests organization.
- An employment test may be illegal if its ● Internal recruitment
questions unnecessarily invade the privacy of an - Recruiting employees already employed by
applicant. the organization.

IV. Electronic Surveillance How do applicants usually respond to job

- Almost 80% of organizations in the United States advertisments?
use electronic surveillance or monitor their I. Respond by calling
employees’ behavior, email, Internet usage, or - Recruitment ads in which applicants are
telephone conversations. The idea behind this instructed to call rather than to apply in person
electronic monitoring is that unproductive or send résumés.
behavior can be tracked and potential legal II. Apply-in-Person Ads
problems (e.g., inappropriate email, insider - Recruitment ads that instruct applicants to
trading) or theft of trade secrets can be apply in person rather than to call or send
prevented (Leonard & France, 2003). résumés.
III. Send Resume Ads
- Recruitment ads in which applicants are
instructed to send their résumé to the
company rather than call or apply in person.
IV. Blind Box
- Recruitment ads instruct applicants to send
their résumé to a box at the newspaper;
neither the name nor the address of the
company is provided.

INTERNAL RECRUITMENT
● Non-Competitive Promotions
- UsuaInterCnal Recruitmentlly involve "Career
Progression" positons in which employees
move from a position as they gain experience
and knowledge.
● Competitive Promotions
- Several internal applicants compete with one
another (and sometimes with external
applicants) for a limited number of higher
positons.
MEDIA ADVERTISEMENTS EMPLOYMENT AGENCIES AND SEARCH FIRMS
● Electronic Media ● Employment Agencies
- according to a 2013 study by the Radio - finding applicants for organizations looking
Advertising Bureau, Americans spend 3.7 for employees.
hours per day watching TV and 2.3 hours a - It can operate in one of two ways. They
day listening to the radio. charge the company or the applicant when
- different types of radio stations (e.g., rock, the applicant takes the job. The amount
rap, classical, country, oldies, and news) reach charged usually ranges from 10% to 30% of
different types of audiences, and thus radio the applicant’s first-year salary.
ads can be easily targeted to the desired
audience. ● Executive Search Firms
● Point-of-Purchase Methods - Also known as “Head Hunters”
- posted in places where customers or current 1. Represents higher-paying, nonentry-level
employees are likely to see them: store positions such as executives, engineers, and
windows, bulletin boards, restaurant computer programmers.
placemats, and the sides of trucks. 2. Reputable executive search firms always
- The advantages to this method are that it is charge their fees to organizations rather than
inexpensive and it is targeted toward people to applicants.
who frequent the business. The disadvantage 3. Fees charged by executive search firms tend
is that only a limited number of people are to be about 30% of the applicant’s first-year
exposed to the sign. salary.
● Recruiters
❖ Campus Recruiters ● Public Employment Agencies
- send recruiters to college campuses to - An employment service operated by a state or
answer questions about themselves and local government, designed to match
interview students for available positions. applicants with job openings.
➢ Virtual Job Fair - students and alumni can
use the web to “visit” with recruiters from A word of caution about both employment
hundreds of organizations at one time. In a agencies and executive search firms: Because they
virtual job fair, applicants can talk to or make their money on the number of applicants they
instant message a recruiter, learn more place, they tend to exert tremendous pressure on
about the company, and submit résumés. applicants to take jobs that are offered. But applicants
are not obligated to take jobs and should not be
❖ Outside Recruiters intimidated about turning down a position that
➢ 75% - organizations used outside recruiting appears to be a poor match.
sources as private employment agencies.
➢ Private employment agencies and executive Employee Referrals
search firms - are designed to make a profit - a current employee refers a friend or family
from recruitment activities member for a job.
➢ public employment agencies - are operated - the most effective recruitment method
by state and local public agencies and are - are more likely to be hired and have longer
strictly nonprofit. tenure with an organization than are employees
➢ Executive Search Firms - Employment recruited through other means
agencies, often also called headhunters
specialize in placing applicants in Direct Mail
high-paying jobs. - an organization sends out mass mailings of
information about job openings to potential
applicants.
 - organizations have used it to recruit interaction between minority and nonminority
applicants, especially those who are not employees.
actively job hunting.
Recruiting “Passive” Applicants
Internet - “the best” employees are already employed,
● Employer-Based Websites recruiters try to find ways to identify this hidden
- An organization lists available job openings and talent and then convince the person to apply for a
provides information about itself and the job with their company. Recruiters would then
minimum requirements needed to apply to a attend the association’s conferences, read their
particular job. newsletters and magazines, and scan the
- contain information that is detailed and association’s website to identify the “cream of the
credible, are easy to navigate, are aesthetically crop” and then approach those people about
pleasing, are interactive, and contain videos of applying for a job
employee testimonials regarding the company
● Job Boards Evaluating the Effectiveness of Recruitment
- A private company whose website lists job Strategies
openings for hundreds or thousands of ● Examine the number of applicants each recruitment
organizations and résumés for millions of source yields. consider the Cost Per Applicant
applicants. ● The amount of money spent on a recruitment
campaign divided by the number of people that
subsequently apply for jobs as a result of the
Social Media
recruitment campaign.
- are traditional employee referral programs
● Cost per Qualified Applicant
and networking on steroids.
- The amount of money spent on a recruitment
Facebook - reaches friends and family
campaign is divided by the number of
LinkedIn - reaches professional connections
qualified people that subsequently apply for
Twitter - reaches people related by similar
jobs as a result of the recruitment campaign.
interests such as favorite celebrity, hobby or
occupation.
Realistic Job Previews
- A method of recruitment in which job applicants
Job Fair
are told both the positive and the negative
- A recruitment method in which several
aspects of a job.
employers are available at one location so that
Expectation Lowering Procedure - A form of RJP
many applicants can obtain information at one
thaT lowers an applicant’s expectations about the
time.
various aspects of
Job fairs are typically conducted in one of three ways:
the job.
1. Many types of organizations have booths at the
same location. Job fairs are also held when an
EFFECTIVE EMPLOYEE SELECTION TECHNIQUES
event or disaster occurs that affects local
● Valid - Based on Job Analysis, predicts work-
employment.
related behavior, and measures the construct
2. The job fair has many organizations in the same
it purports to measure
field in one location.
● Reduce the Chance of a Legal Challenge -
3. The job fair is for an organization to hold its own.
Content appears to be Job-Related, questions
don't invade applicants' privacy, and adverse
Special Recruit Populations
impact is minimized.
● Increasing Applicant Diversity
● Cost Effectiveness - Costs to purchase or
A key to recruiting minority applicants is how they
create, to administer, and to score.
perceive the diversity of the organization during a site
visit. That is, minority applicants look at how may
minorities they see, what positions the minorities are
in, and how well they perceive the quality of the
 Employment Interviews ● Video Conference Interview
- an interviewer asks questions of an applicant and - applicant and the interviewer can hear and
then makes an employment decision based on the see each other, but the setting is not as
answers to the questions as well as the way in personal
which the questions were answered. ● Written Interview
- involve the applicant answering a series oF
TYPES OF INTERVIEW written questions and then sending the
I. Structure answers back through regular mail or through
● Structured Interview email
- the source of the questions is a job analysis
- all applicants are asked the same questions Problems with Unstructured Interviews
- there is a standardized scoring key to evaluate ● Poor intuitive ability
each answer ● Lack of job relatedness
● Unstructured Interview ● Primacy effects
- interviewers are free to ask anything they ● Contrast effects negative
want ● Information bias interviewer
- are not required to have consistency in what ● Interviewee similarities interviewee
they ask of each ● Appearance non-verbal cues
- applicant, and may assign numbers of points
at their own discretion Creating a Structured Interview
● Determining the KSAOs to tap in the interview
II. Style 1st Step: conduct a thorough job analysis and write a
is determined by the number of interviewees detailed job description.
and the number of interviewers. 2nd Step: determine the best way to measure an
applicant’s ability to perform each of the tasks
● One-on-One Interview
identified in the job analysis
One interviewer interviews one applicant
Others: will need to be tapped through such methods
● Serial Interview as psychological tests, job samples, assessment
involve a series of single interviews. centers, references, background checks, and training
● Return Interview and experience ratings
being a passing of time between the first and
subsequent interview ● Creating interview questions
● Panel Interview SIX TYPES OF INTERVIEW QUESTIONS
multiple interviewers asking questions and 1. Clarifier
evaluating answers of the same applicant at the A type of structured interview question that
same time clarifies information on the résumé or
● Group Interview application.
Multiple applicants answer questions during the 2. Disqualifier
same interview. A type of structured interview question in
which a wrong answer will disqualify the
III. Medium applicant from further consideration.
Interviews also differ in the extent to which 3. Skill Level Determiner
they are done in person. A type of structured-interview question
● Face-to-Face Inteview designed to tap an applicant’s knowledge or
both the interviewer and the applicant are in skill.
the same room. 4. Future Focused Questions (Situational
● Telephone Interview Questions)
often used to screen applicants but does not A type of structured interview question in
allow the use of visual cues which applicants are given a situation and
asked how they would handle it.
 5. Past Focused Questions (Patterned-Behavior ● Writing cover letter
Description Interview ➢ Cover Letters tell an employer that you are
focuses on previous behavior rather than enclosing your résumé and would like to apply for a
future intended behavior. job. (Salutation, Paragraphs, Signature)

6. Organizational-Fit Questions ● Writing resume

tap the extent to which an applicant will fit ➢ Resumes - are summaries of an applicant’s
into the culture of an organization or with the professional and educational background
leadership style of a particular supervisor. TWO WAYS
➢ History - tend to be long and list every job
Creating a Scking Key for Interview Answers ever worked, as well as personal information
● Right/Wrong Aprroach such as hobbies, marital status, and personal
Some interview questions, especially skill-level health.
determiners, can be scored simply on the basis of ➢ Advertisement - for skills tend to be shorter
whether the answer given was correct or and contain only information that is both
incorrect. positive and relevant to a job seeker’s desired
● Typical Answer Approach career.
create a list of all possible answers to each
question, have subject-matter experts (SMEs) CHARACTERISTICS OF AN EFFECTIVE RESUME
rate the favorableness of each answer, and then ● The résumé must be attractive and easy to read.
use these ratings to serve as benchmarks for ● The résumé cannot contain typing, spelling,
each point on a five- point scale. grammatical, or factual mistakes.
● Key Issues Approach ● The résumé should make the applicant look as
SMEs create a list of key issues they think should qualified as possible —without lying.
be included in the perfect answer.
TYPES OF RESUME
Conducting a structured interview: ● Chronological Resume
1. The first step in conducting the interview is to build A résumé in which jobs are listed in order from
rapport; do not begin asking questions until applicants most to least recent.
have had time to “settle their nerves.” ● Functional Resume
2. Once an applicant feels at ease, set the agenda for the A résumé format in which jobs are grouped by
interview by explaining the process. After the agenda function rather than listed in order by date.
has been established, ask the interview questions. ● Psychological Resume
3. Once the questions have been asked, provide
A résumé style that takes advantage of
information about the job and the organization. Such
psychological principles pertaining to memory
information might include salary and benefits, job
duties, opportunities for advancement, a history of the
organization and impression formation.
organization, and so on.
4. Then, answer any questions the applicant might have.
5. End the interview on a pleasant note by
complimenting the interviewee (“It was a pleasure
meeting you”) and letting her know when you will be
contacting the applicant about job offers.

JOB SEARCH SKILLS

● Surviving interview process
➢ Scheduling the Interview - Don't be late!
➢ Before the Interview - Prepare yourself, Learn
about the company
➢ Dress neatly and Professionally
➢ During the Interview - Observe your nonverbal
behavior
➢ After the Interview
 references rate applicants as below average or
poor
Negligent reference - An organization’s failure
to meet its legal duty to supply relevant
information to a prospective employer about a
CHAPTER V - EMPLOYEE SELECTION: REFERENCES former employee’s potential for legal trouble.
AND TESTING ➢ Knowledge of the Applicant - with letters of
recommendation is that the person writing the
PREDICTING PERFORMANCE USING REFERENCES letter often does not know the applicant well,
AND LETTERS OF RECOMMENDATION has not observed all aspects of an applicant’s
● Reference Check behavior, or both.
The process of confirming the accuracy of résumé ➢ Reliability - involves the lack of agreement
and job application information. between two people who provide references for
● Reference the same person.
The expression of an opinion, either orally or ➢ Extraneous Factors - affect their writing and
through a written checklist, regarding an evaluation.
applicant’s ability, previous performance, work
habits, character, or potential for future success. PREDICTING PERFORMANCE USING APPLICANT
● Letter of Recommendation TRAINING AND EDUCATION
A letter expressing an opinion regarding an A meta-analysis by Ng and Feldman (2009) found
applicant’s ability, previous performance, work that better educated employees had higher performance,
habits, character, or potential for success. were more likely to engage in organizational citizenship
behaviors, less likely to be absent, and less likely to engage
in on-the-job substance abuse than were employees with
Reasons for using references and recommendations
lower levels of education.
● Confirming Details on a Resume
➢ Resume Fraud - lying on their résumés about
PREDICTING PERFORMANCE USING APPLICANT
what experience or education they actually
KNOWLEDGE
have.
● Job Test KNowledge
● Checking for Discipline Problems
A test that measures the amount of job-related
➢ Negligent Hiring - If an organization hires an
knowledge an applicant possesses.
applicant without checking his references and
background and he later commits a crime
PREDICTING PERFORMANCE USING APPLICANT
while in the employ of the organization
ABILITY
● Discovering New Information about the
Ability tests tap
Applicant
the extent to which an applicant can learn or
● Predicting Future Performance
perform a job-related skill.
Validity coefficient
Ability tests
the correlation between scores on a selection
are used primarily for occupations in which
method (e.g., interview, cognitive ability test) and
applicants are not expected to know how to
a measure of job performance (e.g., supervisor
perform the job at the time of hire.
rating, absenteeism).
● Cognitive Ability
Corrected validity
- includes such dimensions as oral and written
A term usually found with metaanalysis, referring
comprehension, oral and written expression,
to a correlation coefficient that has been
numerical facility, originality, memorization,
corrected for predictor and criterion reliability
reasoning (mathematical, deductive, inductive),
and for range restriction. Corrected validity is
and general learning.
sometimes called “true validity.”
- is important for professional, clerical, and
supervisory jobs, including such occupations as
➢ Leniency - Research is clear that most letters of
supervisor, accountant, and secretary.
recommendation are positive. Fewer than 1% of
 ➢ Cognitive Ability Tests ➢ Passing Scores
- Tests are designed to measure the level of a. Relative Standards - indicate how well
intelligence or the amount of knowledge an individual scores compare with others in a
applicant possesses. group such as women, police applicants, or
- two ways: by allowing employees to learn current police officers.
job-related knowledge quickly and by b. Absolute passing scores - are set at the
processing information resulting in better minimum level needed to perform a job.
decision making.
➢ Wonderlic Personnel Test PREDICTING PERFORMANCE USING APPLICANT
- The cognitive ability test that is most SKILL
commonly used in industry. ● Work Samples - the applicant performs actual
job-related tasks. they are directly related to job
● Perceptual Ability tasks, they have excellent content validity.
- consists of vision (near, far, night, peripheral), ● Assessment Centers
color discrimination, depth perception, glare - a selection technique characterized by the use
sensitivity, speech (clarity, recognition), and of multiple assessment methods that allow
hearing (sensitivity, auditory attention, sound multiple assessors to actually observe
localization) applicants perform simulated job tasks.
- Measure Of facility with such processes as - A method of selecting employees in which
spatial relations and form perception. applicants participate in several job-related
- Abilities from this dimension are useful for such activities, at least one of which must be a
occupations as machinist, cabinet maker, die simulation, and are rated by several trained
setter, and tool and die maker. evaluators.

● Psychomotor Ability DEVELOPMENT AND COMPONENTS

- includes finger dexterity, manual dexterity, ● In-Basket Technique
control precision, multilimb coordination, - designed to simulate the types of daily
response control, reaction time, arm-hand information that appear on a manager’s or
steadiness, wrist-finger speed, and employee’s desk.
speed-of-limb movement ● Simulations
- Measure of facility with such processes as finger - enable assessors to see an applicant “in action.”
dexterity and motor coordination. - An exercise designed to place an applicant in a
situation that is similar to the one that will be
● Physical Ability encountered on the job.
- are often used for jobs that require physical ● Work Samples
strength and stamina, such as police officer, - when a simulation does not involve a situational
firefighter, and lifeguard. exercise
- Tests that measure an applicant’s level of - A method of selecting employees in which an
physical ability required for a job. applicant is asked to perform samples of actual
- Physical ability is measured in one of two ways: job-related tasks.
Job Simulation - applicants actually ● Leaderless Group Discussion
demonstrate job-related physical behaviors. - applicants meet in small groups and are given a
Testing the Physical Ability of police job-related problem to solve or a job-related
applicants is an excellent example of this issue to discuss.
impracticality. ● Business Games
➢ Job Relatedness - Though few people would - exercises that allow the applicant to demonstrate
disagree that it is better for a police officer to such attributes as creativity, decision making,
be strong and fit than weak and out of shape, and ability to work with others.
many argue whether it is necessary to be - An exercise, usually found in assessment centers,
physically fit. that is designed to simulate the business and
 marketing activities that take place in an ➢ Objective tests
organization. - A type of personality test that is structured
to limit the respondent to a few answers
PREDICTING PERFORMANCE USING PRIOR that will be scored by standardized keys.
EXPERIENCE
● Experience Ratings
- In giving credit for experience, one must ● Interest Inventories - a psychological test
consider the amount of experience, the level designed to identify vocational areas in which an
of performance demonstrated during the individual might be interested.
previous experience, and how related the Vocational Counseling - The process of
experience is to the current job. That is, helping an individual choose and prepare for
experience by itself is not enough. the most suitable career.
● Biodata
- A method of selection involving application ● Integrity Test (Honesty Test) - a psychological
blanks that contain questions that research test designed to predict an applicant’s tendency
has shown will predict job performance. to steal.
➢ Polygraph
PREDICTING PERFORMANCE USING PERSONALITY, - An electronic test intended to determine
INTEREST, AND CHARACTER honesty by measuring an individual’s
● Personality Inventories - a psychological physiological changes after being asked
assessment designed to measure various aspects questions.
of an applicant’s personality. ➢ Voice stress analyzer
TWO CATEGORIES BASED ON THEIR INTENDED - An electronic test to determine honesty by
PURPOSE: measuring an individual’s voice changes after
a. Test of Normal Personality - measure the being asked questions.
traits exhibited by normal individuals in ➢ Overt integrity test
everyday life. (MMPI-2) - A type of honesty test that asks questions
b. Tests of Psychopathology - determine about applicants’ attitudes toward theft and
whether individuals have serious their previous theft history.
psychological problems such as depression, ➢ Personality-based integrity test
bipolar disorder, and schizophrenia. - A type of honesty test that measures
❖ Projective Tests personality traits thought to be related to
➢ Minnesota Multiphasic Personality antisocial behavior
Inventory-2 (MMPI-2)
- The most widely used objective test of Shrinkage - The amount of goods lost by an
psychopathology organization as a result of theft, breakage, or other
➢ Projective tests loss.
- A subjective test in which a subject is
asked to perform relatively unstructured ● Conditional Reasoning Test - Test designed to
tasks, such as drawing pictures, and in reduce faking by asking test-takers to select the
which a psychologist analyzes his or her reason that best explains a statement.
responses. ➢ Credit History
➢ Rorschach Inkblot Test ➢ Graphology (Handwriting Analysis)
- A projective personality test. - analysis, a method of measuring personality
➢ Thematic Apperception Test (TAT) by looking at the way in which a person
- A projective personality test in which writes.
test-takers are shown pictures and asked - the way people write reveals their personality,
to tell stories. It is designed to measure which in turn should indicate work
various need levels. performance.
PREDICTING PERFORMANCE LIMITATIONS DUE TO 7. A promise to keep the applicant’s résumé on
MEDICAL AND PSYCHOLOGICAL PROBLEMS file
● Drug Testing
- tests that indicate whether an applicant has
recently used a drug. One of the most
controversial testing methods used by HR
professionals.
● Psychological Exams
- usually consist of an interview by a clinical
psychologist, an examination of the applicant’s
life history, and the administration of one or
more of the psychological tests discussed earlier
in this chapter.
● Medical Exams
- the physician is given a copy of the job
description and asked to determine if there are
any medical conditions that will keep the
employee from safely performing the job.

COMPARISON OF TECHNIQUES
● Validity - the most valid selection battery
includes a cognitive ability test and either a
work sample, an integrity test, or a structured
interview
● Legal Issues - most prone to legal challenge
when they result in adverse impact, invade an
applicant’s privacy, and do not appear to be
job-related (lack face validity).

REJECTING APPLICANTS
- should be treated well because they are potential
customers and potential applicants for other
positions that might become available in the
organization
Rejection Letter
- A letter from an organization to an applicant
informing the applicant that he or she will not
receive a job offer.

WHAT TO EXPECT ON AN REJECTION LETTER

1. A personally addressed and signed letter
2. The company’s appreciation to the applicant
for applying for a position with the company
3. A compliment about the applicant’s
qualifications
4. A comment about the high qualifications
possessed by the other applicants
5. Information about the individual who was
actually hired
6. A wish of good luck in future endeavors