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Introduction to IO Psych Week 3 Lecture Notes

by: Nina Goad

Introduction to IO Psych Week 3 Lecture Notes PSY 3320

Marketplace > Middle Tennessee State University > Psychlogy > PSY 3320 > Introduction to IO Psych Week 3 Lecture Notes
Nina Goad
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About this Document

The notes are from the lectures from 2/1/16 and 2/3/16.
Introduction to Industrial and Organizational Psychology
Patrick McCarthy
Class Notes
job analysis, Job Evaluation, Employee Selection
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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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