2. The branch of psychology that
investigates the psychology of the
Industrial psychologists use the scientific
methods and knowledge for studying the
affects, cognitions, and behaviours of
people in the work settings.
How best to fit the right person to a given
How best to fit the job to the person
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
Motivation: How to motivate them so that they
do the job well?
How best to fit the job to the person?
Quality of work life
5. It involves the following:
a. Job analysis
b. Personnel selection
c. Personnel training
d. Worker’s motivation
6. The first step in selecting the right person for
a job is to do a job analysis.
• 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).
• The purpose of job analysis is to find the best
person for the job.
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. Determining the performance criteria
needed for the proper performance of a
• The specified duties and responsibilities
have to be translated into measurable
9. Hard Criteria
These are the objective criteria.
These criteria are obtained from the
available data e.g. salary, number of
10. Soft Criteria
These are the subjective 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. Personnel selection includes:
Devising ways of selecting the best
Making decisions regarding retention.
Making decisions regarding promotion.
Making decisions regarding termination
12. It can be a rough screening device.
It can supplement, or provide cues for,
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
13. Employment interviews can be structured
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. At times the data obtained through
application form and interviews may need
to be supplemented by psychological
Intelligence, ability, aptitude,
achievement, or personality tests may be
The tests of cognitive functioning (e.g.
ability or achievement) have been found to
be most useful.
The use of I.Q tests for screening purposes is
an issue of dispute
Proper training is a requirement and a
partial guarantee that the selected
person will do the job well
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. Workers’ motivation affects efficiency
and productivity of the organization.
A team comprising unmotivated workers
will not be able to attain the desired
18. For an organizational psychologist, what
motivates a person to carry on or not his
work is much dependent on three
explanations. They are;
Cognitive theories and