Week 2: Lecture 3 Notes
Week 2: Lecture 3 Notes PSYC 4200 (Industrial and Organizational Psychology)
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This 3 page Class Notes was uploaded by Victoria Greco on Sunday February 7, 2016. The Class Notes belongs to PSYC 4200 (Industrial and Organizational Psychology) at Rensselaer Polytechnic Institute taught by Holly Traver in Spring 2016. Since its upload, it has received 29 views. For similar materials see Industrial and Organizational Psychology in Psychlogy at Rensselaer Polytechnic Institute.
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Date Created: 02/07/16
Lecture 3: Chapter 2 cont. Data Collection Techniques: Naturalistic observation Case studies Archival research Surveys Measurement assignment of numbers to objects or events using rules in a way that represents specified attributes of the objects. Attribute dimension along which individuals can be measured and along which they vary. Reliability Testretest stability of test over time Parallel Forms equivalence of two test forms Interrater equivalence of two raters Internal Consistency consistency among test items Ethics: Ethical Principles of Psychologists and Code of Conduct of the APA Research must be approved by the supporting institution; Institutional Review Board (IRB) Informed consent: providing study info, right to decline, risks/benefits, questions Confidentiality of participant data Avoiding the use of deception Requirements for care/use of animals Statistics: Statistic: summarizes in a single number in the values, characteristics, or scores describing a series of cases Measures of central tendency: Mean, median, mode, range, variance, standard deviation, normal distribution (most observations are clustered around the mean with fewer outside in either direction Correlation coefficient (r) : strength of the relation between two variables provides information about the direction and the magnitude of the relationship Regression: allows us to predict one variable from another how much variance in a criterion variable is accounted for by a predictor variable Coefficient of determination (r^2): percentage of variance accounted for by the predictor Chapter 3: Job Analysis Element smallest unit of work activity Task multiple elements; activity of work that is performed to achieve a specific objective Position comprised of tasks performed by an individual organization job collection of positions Approaches to job analysis: joboriented approach describing the various tasks performed on the job jobspecific worker oriented approach task inventory approach task statements are rated by incumbents on performance, importance/critically, relative time spent on job performing task Functional job analysis (FJA) highly structures approach developed by sydney fine data are obtained about what tasks dimensions on which tasks are evaluated: Data: extent to which the job requires handling information, ideas, and facts People: extent to which the job requires using interpersonal resources things: extent to which the job requires using physical resources O*NET Based on ONET content model: worker characteristics worker requirements experience requirements etc. Worker oriented techniques greater focus on the human characteristics that contribute to successful job performance more effective comparisons across jobs Position Analysis questionnaire (PAQ) best knowledge job analysis method, useful in describing many jobs standardized instrument: 187 items describing general work behaviors, work conditions, and job characteristics 3 major criticisms: reading level is high not well suited for managerial jobs items are too abstract Advanced in job analysis practice and research use of the internet to gather and organize job analysis information development of metrics to help analyze job analysis data advancements in understanding SME ratings Job description: written statement of what jobholders do, how they do i , and why they do it; presents the task requirements Job analysis is necessary to the success of HR functions increased emphasis on workplace laws makes it more desirable for companies to use job analysis as a first line of defense Job classification: categorizing jobs into families Criterion developments and performance appraisal: clearly stipulates goals, objectives, and criteria on which employees can be evaluated Selection and placement Job design and redesign can uncover problems with a particular job to improve efficiency training can identify areas in which training programs are needed Context of work conditions of work that can change to demands of the incumbent
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