Hockenbury Discovering Psychology 5th txtbk

B-4 APPENDIX B Industrial/Organizational PsychologyJOB ANALYST alternate titles: personnel analystCollects, analyzes, and prepares occupational information to facilitatepersonnel, administration, and management functions of organization;consults with management to determine type, scope, and purpose ofstudy. Studies current organizational occupational data and compilesdistribution reports, organization and flow charts, and otherbackground information required for study. Observes jobs andinterviews workers and supervisory personnel to determine job andworker requirements. Analyzes occupational data, such as physical,mental, and training requirements of jobs and workers, and developswritten summaries, such as job descriptions, job specifications, and linesof career movement. Utilizes developed occupational data to evaluate orimprove methods and techniques for recruiting, selecting, promoting,evaluating, and training workers, and administration of relatedpersonnel programs. May specialize in classifying positions accordingto regulated guidelines to meet job classification requirements of civilservice system, a specialty known as Position Classifier.Figure B.1 A Sample Job Analysis Thejob analysis is a crucial tool in personnelpsychology. A thorough job analysis can bea necessary step not only for selecting jobapplicants but also in training employeesfor specific positions and in evaluatingtheir performance. This job analysis is forthe job of job analyst itself.Source: Dictionary of Occupational Titles (1991).Why should an employer invest in this process? When jobanalysis is the foundation of recruitment, training, and performancemanagement systems, these systems have a betterchance of reducing turnover and improving productivity andmorale (Felsberg, 2004).Job analysis is also important for designing effective trainingprograms. In 2007, U.S. organizations spent over $58.5 billionon training programs for their employees (“Training,”2007). I/O psychologists can assist organizations in creatingcustomized and effective training programs that integrate jobanalysis data with organizational goals. Modern training programsshould include collaborative and on-demand methods,such as e-learning, virtual classrooms, and podcasts, so as tomaximize training success. “With the younger generation ofemployees, organizations need to rethink how they deliverlearning,” explains Karen O’Leonard, analyst and projectleader of the “2007 Training Industry Report.” “Today themost important trends are toward audio, mobile, and collaborative environments”(“Training,” 2007). The best training results are achieved not only through effectivedelivery methods but also when the training objectives are directly linked toperformance measures.Finally, job analysis is useful in designing performance appraisal systems. Jobanalysis defines and clarifies job competencies so that performance appraisal instrumentsmay be developed and training results can be assessed. This process helpsmanagers make their expectations and ratings clear and easy to understand. Asmore companies realize the benefits of job analysis, they will call upon I/O psychologiststo design customized performance management systems to better trackand communicate employee performance.Matching Job and Applicant A job analysishelps to pinpoint the qualities a personmust have to succeed at a particular job.Not everyone has the special combinationof compassion and toughness needed tobe an effective physical therapist, for instance.A Closer Look at Personnel SelectionWhether you are looking for a job or trying to fill a position at your company,it’s helpful to understand the personnel selection process. The more you knowabout how selection decisions are made, the more likely you are to find a job thatfits your needs, skills, and interests—and this benefits employers and employeesalike.The goal in personnel selection is to hire only those applicants who will performthe job effectively. There are many selection devices available for the screeningprocess, including psychological tests, work samples, and selection interviews.With so many devices available, each with strengths and weaknesses, personnelpsychologists are often called upon to recommend which devices might best beused in a particular selection process. Consequently, they must consider selectiondevice validity, the extent to which a selection device is successful in distinguishingbetween those applicants who will become high performers and those whowill not.Psychological TestsCharles Wonderlic, president of the Wonderlic Testing Firm and grandson to thefounder, explains why psychological tests are so frequently used in the selectionprocess: “To make better hiring and managing decisions that reduce turnoverand improve sales, many store owners add personality profiling tools and othertests to their hiring process because it offers recruiters insight into candidates’ traitsthey may not have even thought to explore” (Wonderlic, 2005). A survey of Fortune1000 firms (n = 151) found that 28 percent of employer respondents use honesty/integritytests, 22 percent screen for violence potential, and 20 percent screenfor personality (Piotrowski & Armstrong, 2006). The survey also reveals that up to