DEFINITION OF INDUSTRIAL PSYCHOLOGY INDUSTRIAL PSYCHOLOGY --is a branch of psychology that deals with the behavior that occurs

within the workplace. Also called industrialorganizational (I/O) psychology. --Industrial organizational psychology is an applied area of psychology that involves using psychological theories and principles to solve problems related to the workplace and organizations. HUGO MUNSTERBERG FREDERICK WINSLOW TAYLOR March 20,1865 - 1915 Father of Scientific Management Selection and training Taylorism 2 SIDES OF I/O PSYCHOLOGY Industrial side Organizational side NATURE AND SIGNIFICANCE OF PSYCHOLOGY IN INDUSTRY INDUSTRIAL PSYCHOLOGY -the scientific study of human behavior in relation to the working environment -And the scientific study of employees problem and how to solve IMPORTANCES/APPLIED IN: -Workplaces and organizations -Behaviors and attitudes/personality -Performance GOALS OF PSYCHOLOGY IN INDUSTRY 1. To solve work-related problems 2. To enhance, to be productive and influence employees 3. To increase productivity and profits KEYS OF INDUSTRIAL PSYCHOLOGY 1.Training and Development- Professional in this area often determine what type of skills are necessary to perform specific jobs as well as develop and evaluate employee training programs. 2.Employee Selection- This is area involves developing employee selection assessments, such as screening tests to determine if job applicants are qualified for a particular position. 3.Performance Management- I/O psychologists who work in this are develop assessments and techniques to determine if employees are doing their jobs well. 4.Work life- This area focuses on improving employee satisfaction and maximizing the productivity of the workforce. I/O psychologists in this area might work to find ways to make jobs more rewarding or design programs that improve the quality of life in the workplace. 5.Organizational Development- I/O psychologists who work in this area help improve organizations, often through increasing profits, redesigning products, and improving the organizational structure.

HUMAN RESOURCES The resource that resides in the knowledge, skills, and motivation of people. Human resource is the least mobile of the four factors of production, and (under right conditions) it improves with age and experience, which no other resource can do. It is therefore regarded as the scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization KINDS OF PLANNING WORKFORCE FORECASTING To satisfy the organization's strategic objectives, human resources needs to consider what kind of workforce will be needed in the future. Workforce forecasting is a major component of human resource planning, and involves analyzing its current workforce and comparing it to future requirements to discover what gaps and surpluses exist. RECRUITING Achieving strategic objectives through the human resource element involves attracting and recruiting quality employees. Benefits, compensation, organizational structure and employee growth or advancement are key elements for finding and hiring good employees. Planning the recruiting process with these elements in mind will assist with future employee selection. DEVELOPMENT Development, or training, is a type of human resource planning that focuses on how it can improve the current and future workforce. Training and development programs improve both specific work-related skills and more general skills like customer service or sales training. Training and retraining programs can also focus on reducing current and future liability issues related to workplace safety. RETAINING Planning for the retention of employees can be an arduous task, as it is difficult to prevent employees from looking at other employment opportunities. Human resources can help to reduce this likelihood by planning retention programs that focus on employee recognition, rewards, advancement or growth, a work-life balance and employee benefit. -The commitment principle in planning -Human Resources Management -The commitment principle in planning -Principle which set the criteria which required to be used in selecting a particular range for the planning made by the company -Can cover a period over which commitment of sources can be clearly visualized. WHAT THE COMMITMENT PRINCIPLE IMPLIES? The commitment principles implies that the long range planning is not really planning for further decisions but rather planning for the future impact todays decisions. Application of the commitment principle There is no uniform or arbitrary length of time for which a company should plan or for which a given program or any of its parts should be planned. SHORT TERM PLANNING Short term planning is planning to address goals that can be obtained within a short period usually within a week like having daily or weekly targets. Short term planning is generally done for a short period of time may be for the financial year. Short-term planning looks at the characteristics of the company in the present and develops strategies for improving them. Examples are the skills of the employees and their attitudes. The condition of production equipment or product quality problems are also short-term concerns.

MEDIUM TERM PLANNING These may be stated in terms of sales, number of units produced, or some other index of business activity. It involve forecasting how many employees will be needed within each category to achieve the business goal. Medium-term planning is planning for things or events that may take anywhere from a year to five years to complete. Medium term planning is for the period of 18 months to 3 years and long term planning is of inspirational type and tends to extend from 5 years and more. Medium-term planning applies more permanent solutions to short-term problems. If training courses for employees solved problems in the short term, companies schedule training programs for the medium term. If there are quality issues, the medium-term response is to revise and strengthen the company's quality control program. Where a short-term response to equipment failure is to repair the machine, a medium-term solution is to arrange for a service contract. Medium-term planning implements policies and procedures to ensure that short-term problems don't recur. LONG TERM PLANNING In the long term, companies want to solve problems permanently and to reach their overall targets. Long-term planning reacts to the competitive situation of the company in its social, economic and political environment and develops strategies for adapting and influencing its position to achieve long-term goals. It examines major capital expenditures such as purchasing equipment and facilities, and implements policies and procedures that shape the company's profile to match top management's ideas. When short-term and medium-term planning is successful, long-term planning builds on those achievements to preserve accomplishments and ensure continued progress. Long term plans are those that take from five years and up to complete. A good example of long term planning would be paying off of loans and liabilities that an individual or company may have. CHOOSING RECRUITING COMMUNICATION Selecting Employees The process many employers use now to hire employees is very detailed, typically consisting of five components: -job analysis -testing -legal issues -recruitment -selection decision Selection Devices -The Application Form -Written Test -PerformanceSimulating Test -The Interview -Background Investigation -Physical Examination

Job Analysis Job analysis is the identification of the critical elements of a job. I/O (Industrial and Organizational) psychologists have helped devise effective strategies for determining three basic aspects of any job: (1) What tasks and behaviors are essential to the job? (2) What knowledge, skills, and abilities are needed to perform the job? (3) What are the conditions (such as stress, safety, and temperature) under which the job is performed? A job analysis can be conducted in many ways. An analyst may interview current employees or have them complete questionnaires, observe people on the job, or talk to people knowledgeable about the job. Testing Tests are defined here as the measurement of carefully chosen samples of behavior. 1) Standard Paper-and Pencil Tests - used to measure specific skills or abilities in a class, or more general abilities as in the SAT (Standardized Admission Test) or ACT (Assessment Collage Test). 2) Employee Interview classified as either unstructured or structured. A) Unstructured interviews - are informal and unplanned - conducted by an untrained interviewer - random questions -No scoring key B) Structured interviews - conducted by a trained interviewer - have standardized questions - specific question order - predetermined scoring or answer key interviews Legal Issues One of the most important pieces of legislation regarding employment, and specifically the hiring of employees, is Title VII of the Civil Rights Act of 1964 (Equal Employment Opportunity Commission, 2002). Title VII prohibits discrimination based on race, color, religion, sex, and national origin, which are known as the Big 5. Recruitment Recruitment is the process organizations use to identify potential employees for a job. Depending on the job, an organization may recruit from inside the company or seek someone outside the organization. Making the Decision When selecting employees, employers are looking for a good match between the employee and the organization. They would like to match their requirement for excellent job performance with the persons own knowledge, skills, abilities, personality, and motivation. They attempt to accomplish this by using the different types of tests discussed earlier. Researchers have posited two factors that determine an employees performance in a job: the can-do and the will-do factors (Schmitt, Cortina, Ingerick, & Wiechmann, 2003). Can-do factors suggest what an employee is capable of doing on the job if he or she is working to the best of his or her ability. Will-do factors suggest the time and effort an employee is willing to exert for the organization. Personality factors such as conscientiousness, a need for achievement, and integrity have been classified as important will-do factors in performance (Schmitt et al., 2003).

Evaluating Recruiting Activities Submit Recruiting Documents The Employment Manager in Human Resources coordinates the hiring process for classified employees; to initiate a search, you must submit a Request to Hire form and an updated position description. The Employment Manager will prepare a job posting and a newspaper ad for your review based on information from the job description, and can advise you on other parts of the recruitment and selection process. Selection Process The job interview will be a primary source of information about applicants. However, it may not be the best source for some information. A job reference may be the most effective way to learn about dependability, follow through, and ability to get along with coworkers. Written application materials may provide insight into educational background and general written communication skills. Search Committee/ Interview Panel The search committee/interview panel could be comprised of other staff members, managers in other departments on campus, or "customers" from campus departments. Interviewing The purpose of an interview is to elicit information from an applicant to determine his or her ability to perform the job. Successful interviewers learn how to ask the right kind of questions, how to keep the applicant talking about relevant information, and how to listen. Non-Directive and Directive Questions The main characteristic of non-directive questions is that they do not give the applicant any indication of the desired answer. Structurally, the questions are in the news reporter's style of who, what, when, where and how. Often they begin with the words "describe" or "explain". Examples of Non-directive questions What do you consider to be the most important responsibilities of an office manager? Why does this position interest you? How has your background prepared you for this position? What types of equipment did you operate regularly on your job at XYZ Company? Describe your experience with word processing on your last job. Directive questions It is useful for drawing out specific information. In direct questioning, the interviewer asks, directs, or guides the applicant to specifics. Often, these questions result in a "yes"; or "no" response. Examples of directive questions Do you currently have a Limited Maintenance Electrical license? Are you still employed at XYZ Company? Can you set up a computer spreadsheet using Excel ? Special Questions A good technique to learn about an applicant's problems solving skills and judgment is to ask "situation-problem" questions. Another type of information that is frequently asked of applicants is self-evaluative information. One type of question asks about the applicant's likes and dislikes. Self-evaluation questions are also a good way to learn about an applicant's perception of their strengths and weaknesses.

"Behavior description" questions can be a powerful tool in an interview. This type of question asks the applicant to describe as closely as possible the actual behavior that went on in a particular situation. Important Concept and Guidelines in Planning Introduction: In order to realize company objective. It is essential to have a human resource planning ( HRP) is essentially the process of getting the right number of qualified people into the right job at the right time so that an organization can meet its objective. Cause of issues are Inadequate Business planning, Inflexible in job, Absence of training and Development Programmed. Human Resources Planning HRP is the process of ensuring the right number of qualified people into the right job at the right time to deliver the results in an effective and efficient manner. Psychological Aspects Planning is one of the executive functions of the brain, encompassing the neurological processes involved in the formulation, evaluation and selection of a sequence of thoughts and actions to achieve a desired goal. Needs and Important of (HRP) Large numbers of employees who retire, die, leave organization, or become incapacitated because of physical and mental ailments, need to be replaced be new employees. Human Resource Planning Ensure smooth supply of workers without interruption. Assessing Current Human Resources Knowledge Skill Qualification Managing Forecasted Demand/ Surplus New hires, Transfers, Long leave and coming back, Promotion and Demotion, Separation : (retirement, resignation, disciplinary action, death or sickness. Concept Of Human Resource Planning: Human resource (HR) planning or manpower planning is the process by which the organization ensures that it has the right kind of people, at right time, at right place and they are working effectively and efficiently and help the organization in achieving the overall objective. It is a continuous process. Of developing and determining objectives, policies that will procure, develop and utilize human resources to achieve the goal of the organization.