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Industrial psychology

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this is all about industrial psychology, if you have any kind of question.

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  • sir if you could tell more about human engeneering
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Industrial psychology

  1. 1.  The branch of psychology that investigates the psychology of the workplace.
  2. 2.  How best to fit the right person to a given job.  How best to fit the job to the person
  3. 3.  How best to fit the right person to a given job  What does “doing a good job,” mean?  Personnel selection: How to select people who do the job well?  Training: How to train them so that they do the job well?
  4. 4.  How best to fit the job to the person?  Quality of work life  Job satisfaction  Worker safety
  5. 5.  It involves the following: a. Job analysis b. Personnel selection c. Personnel training d. Worker’s motivation
  6. 6. • Job analysis is to prepare a specific description of a job. It encompasses the qualities and behaviours required of a person to do the job properly. • It is “the systematic study of the tasks, duties, and responsibilities of a job and the knowledge, skills, and abilities needed to perform it” (Riggio, 1990). •
  7. 7.  Step 1  Preparing a detailed description of what a person to be selected for a particular job is expected to do. • The job analysis has to be specific.  Instead of stating general duties it should describe actual behaviours that the person has to perform
  8. 8.  Determining the performance criteria needed for the proper performance of a job. • The specified duties and responsibilities have to be translated into measurable personal characteristics.
  9. 9.  Hard Criteria  These are the objective criteria.  These criteria are obtained from the available data e.g. salary, number of units sold
  10. 10.  Soft Criteria  Soft criteria have a personal touch and require a degree of judgment i.e., sense of humour, congeniality, creativity etc. • For example the best student of your college may be selected on the basis of her grades, or her interaction with fellow students, or both i.e., soft as well as hard criteria.
  11. 11.  Personnel selection includes:  Devising ways of selecting the best applicant.  Making decisions regarding retention.  Making decisions regarding promotion.  Making decisions regarding termination
  12. 12.  It can be a rough screening device.  It can supplement, or provide cues for, interviewing.  The information contained in the application form may be used as a predictor of future performance e.g. academic record and job history can be indicative of a person’s ability and potential.
  13. 13. Employment interviews can be structured or unstructured.  Structured interviews are preferred over the unstructured interviews.  These consist of carefully phrased, prescribed, uniform, and fixed-ordered questions for all applicants.  Structured interviews are considered more valid than the unstructured ones.
  14. 14.  At times the data obtained through application form and interviews may need to be supplemented by psychological assessment.  Intelligence, ability, aptitude, achievement, or personality tests may be used.
  15. 15.  Proper training is a requirement and a partial guarantee that the selected person will do the job well
  16. 16.  It can be done in various ways;  Taking trainees’ ratings  Assessment by the organization i.e., measuring effectiveness with reference to training objectives
  17. 17.  Workers’ motivation affects efficiency and productivity of the organization.  A team comprising unmotivated workers will not be able to attain the desired goals.
  18. 18.  For an organizational psychologist, what motivates a person to carry on or not his work is much dependent on three explanations. They are;  Need theories  Cognitive theories and  Reinforcement theories
  19. 19. Stooooooooo op for heaven sake plz stop. You have already taken 10 minutes hmmmm

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