Introduction to IO Psych Week 3 Lecture Notes
Introduction to IO Psych Week 3 Lecture Notes PSY 3320
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This 3 page Class Notes was uploaded by Nina Goad on Friday February 12, 2016. The Class Notes belongs to PSY 3320 at Middle Tennessee State University taught by Patrick McCarthy in Winter 2016. Since its upload, it has received 17 views. For similar materials see Introduction to Industrial and Organizational Psychology in Psychlogy at Middle Tennessee State University.
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Date Created: 02/12/16
Introduction to Industrial and Organizational Psychology Week 3 Lecture Notes 2/1/16 & 2/3/16 2/1/16: The content of this lecture is in continuation of last week’s lectures of Job Analysis. The Position Analysis Questionnaire (PAQ) approach to job analysis is personoriented. This approach is in the form of a standardized questionnaire with 189 different items (KSAOS) and 6 major divisions as outlined in table 3.8 in the textbook. This approach yields a profile of task elements and KSAOS for the job. PMPQ is a version of this approach for professional/managerial positions. This approach is welltested but has significant limitations. The Common Metric Questionnaire is an alternative to the PAQ that contains less jargon. The Ability Requirements Scale is a personoriented approach to Job Analysis. This approach includes the Fleishman Job Analysis Survey (FJAS). This approach was developed from research on human capabilities. This approach includes a scale for each of the 73 different abilities used in the survey. To use this approach, a job analyst must complete the questionnaire by rating ability levels needed for each job task. This approach produces a profile of ability requirements. According to statistics of reliability and validity, this approach is useful but not perfect, especially if the people rating the job are untrained or undertrained. Job Evaluation is different than Job Analysis because you perform a job evaluation in order to determine the relative worth of the job in question, which helps to determine things like salary. There are different methods of job evaluation like an internal or external approach which determines job worth based on the internal value or based on the external market of that job type. The Point Method of Job Evaluation determines the compensable factors of the job. Within this, the levels of each factor are determined based on a rating scale that weights each factor based on its importance. A panel of people rates each job on each factor included and then the points are summed up to get a total score. A plot is then made to compare actual salaries of this position and the point totals. Then regression is used to establish a line that represents the fair wage for that job. Additional Considerations of Job Evaluation are to be aware of comparable worth of a job to avoid pay discrimination both intentional and unintentional. AGAIN: JOB ANALYSIS AND JOB EVALUATION ARE DIFFERENT TERMS AND PROCESSES WITH DIFFERENT MEANINGS. 2/3/16: Overview of Employee Selection Process: Some basic steps of the employee selection process are to make a plan of what employees are needed based on the needs of the Human Resources department. Then, one must determine the selection methods to use and why to use them, which includes identifying the options and their strategic roles and evaluating the practicality, validity, utility, and legal impact of the chosen methods. The next step in the process is to determine recruiting strategies and methods and then recruit potential applicants. After this, employees will be selected and then one must influence these potential employees to accept the offer or employment. In order to plan for the needs of the Human Resources department, one must determine if the HR department functions in a strategic or purely administrative fashion. Then, one must consider the needs of the organization in regards to hiring more employees. Another step within planning for HR needs is to perform a job analysis and prioritize the jobs in question. One must also decide whether to perform external hiring or develop internally by training preexisting employees. One must also consider the amount of supply of potential applicants and how much the job market is paying that specific job. After planning for HR needs, an organization must plan out recruitment and come up with a strategy. The strategy chosen should guide the choice of methods to use. Options for recruitment include: word of mouth or referrals or job fairs, signs at businesses, media ads, and the internet.
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