Introduction

HAZEL S. MARTINEZ PH.D

Professorial Lecturer lll, Graduate School Faculty Florentino Cayco
Memorial School of Graduate Studies Arellano University- Legarda, Manila
Currently, Adviser of AU Psychology Society and Officer in Charge BS Psychology
Department in Arellano University Legarda Manila
Faculty of Pamantasan ng Lungsod ng Marikina
Educational Background
Doctor of Philosophy in Industrial Psychology
Eulogio Rodriguez Institute of Science and Technology
Dissertation: Multi-factorial Dimension of Employees Productivity of Selected
Private Tertiary Educational Institutions in Manila.
Master in Psychology Major in Educational Psychology
New Era University
Bachelor of Science in Industrial Psychology
Far Eastern University Manila
 CHED Resolution No. 01-2014
Pursuant to the provisions of Republic Act No.
7722 otherwise known as the HIGHER
EDUCATION ACT OF 1994
Technical Committee for Psychology (TCP)
shall assist CHED in setting STANDARDS for
higher education.
TCP provided the Table of Specifications of
board courses in Psychology
 Board Exam Subjects
Psychologist
Subjects Weight No. of Items
Counseling and Psychotherapy 25% 130
Advance Psychological Assessment 30% 150
Advance Theories of Personality 20% 100
Advance Abnormal Psychology 25% 130

Psychometricians
Subjects Weight No. of Items
Psychological Assessment 40% 150
Theories of Personality 20% 100
Abnormal Psychology 20% 100
Industrial Psychology 20% 100
Table of Specification (TOS)
 Outline of Study
1. Scope and Importance of Industrial Psychology
2. Principles of Employee Selection and Major Considerations
3. Process and Principles in Employee Training and
Development
4. Major Principles in Performance Evaluation
5. Theories of Motivation in Designing and Administering
Rewards
6. Basic Theories in Team Dynamics
7. Functions of Human Resource Management
8. Issues of Work life balance and well-being in the work place
SCOPE AND IMPORTANCE OF
INDUSTRIAL PSYCHOLOGY
 Why do we need to work?
1. Work offers a person a sense of identity and status, telling
them and others who and what they are.
Contributes to self esteem
Satisfy the dive for fulfillment and accomplishment for
meaning and purpose in life.
2. Job brings social rewards, the need for belonging to a group.
Work gives opportunities to form friendships and meet types
of people .
Work can prevent us from feeling lonely
 Industrial Psychology
Psychology- is the science of behavior and mental processes.
Industrial Psychology - The application of the methods , facts and
principles of the science of behavior and mental processes to
people at work.
Application of psychological principles to the area of work.
Reciprocal Impact of life on work and work on life
Factors outside of work affect behaviors at work
Family issues
Personality
Important events, calamities, disaster ( Super typhoon Yolanda)
Factors Affect Non work Behaviors
Family Issues
Health
Mood
 What does Industrial Organization typically do?

Selection and Placement

Develop Test
Validate test
Analyze jobs
Training
Identify/ training needs
Conducting training
Evaluate Training effectiveness
Organization Development (OD) (need to change)
Plan and facilitate change (acquisition , merger, )
Analyze structure of organization
 What does Industrial Organization typically do?

Performance Measurement
Develop measure of performance
Reduce harmful measure of performance
Measure utility or cost associated with performance
Quality of Work life
Stress reduction
Increase job satisfaction
Changing characteristics of work to increase meaning
Human Factors
Fit work environment to people
Create safe workplace (safety culture)
 Industrial Organization - differences between
the industrial and organizational side
Industrial Organization
The HR side - Individual differences Emotional and Motivational side of
predict Work behaviors work - How do people respond to work?

1. Recruitment 1. Motivation
2. Selection 2. Attitudes
3. Training 3. Leadership
4. Performance Appraisal 4. Teams
5. Promotion 5. Stress
6. Transfer 6. Job Design
7. Termination
 BRIEF HISTORY OF INDUSTRIAL
PSYCHOLOGY
Professor Walter Dill Scott (1903) The Theory of Advertising a book
considered to be the first dealing with Psychology and aspect of work
Hugo Munsterberg The Psychology of Industrial Efficiency
World War 1 marks the emergence of Industrial Psychology
Screening and classifying millions of recruits
A number of Psychologists devised a general intelligence test so that persons
with low intelligence could be identified and eliminated from the training.
Two test were developed: The army Alpha for the literates and the arm beta
for the non literates
This military experience provided the basis for a dynamic proliferation of
Industrial Psychology.
Businesses and School system and other organizations that required
classifying and screening techniques became aware of the successful use of
tests
 BRIEF HISTORY OF INDUSTRIAL
PSYCHOLOGY
Frank Gilbreth and Lilian Gilbreth
They were among the first to improve productivity and
reduce fatigue by studying the motions used by workers
Hawthorne Studies
Conducted at the Hawthorne plant of Western Electric, was to
determine the effects of changes in lighting productivity,
Hawthorne Effect - It is the tendency of people to behave differently
when they receive attention because they respond to the demands of
the situation.
 BRIEF HISTORY OF INDUSTRIAL
PSYCHOLOGY
1960s
Characterized by the passage of several major pieces of civil rights legislation.
Use of sensitivity training and T- groups for managers
B.F Skinner Beyond Freedom and Dignity resulted in the increase use of
behavior modification techniques in organizations.
1980s 2000s
Increase use of fairly sophisticated statistical techniques and methods of
analysis. A new interest in the application of cognitive psychology to industry
Increased interest in the effects of work on family life and leisure activities
Renewed interest in developing methods to select employees. (cognitive
ability test, personality test, bio data, and structure interview, TQM, re-
engineering, employee empowerment, downsizing)
Rapid advances in technology (test and survey on the internet, recruit and
screen applicants online, Twitter, LinkedIn, Facebook. Elearning and Distance
learning.
EMPLOYEE SELECTION- MAJOR
CONSIDERATION AND PRINCIPLES
 Job Analysis
JOB ANALYSIS
Is conducted to determine the responsibilities inherent in the position as well as
the qualifications needed to fulfill its responsibilities .
It is essential when recruiting to locate an individual having the requisite
capabilities and education.
The foundation for almost all human resource activities.
The process of studying positions, of describing the duties and responsibilities that
go with jobs, and grouping similar positions into job categories.
key inputs or tools for various human resources management activities such as
Recruitment
Performance Appraisal
Compensation survey comparison
Training and Development
Career Planning
 Job Analysis
Job Analysis captures a wealth of job information, which serves as a guide for variety of uses:
Recruitment , selection, placement and employee counseling;
Job analysis information is useful when searching for the right person to fill the job.
It helps to seek and find the type of people that will contribute to and suit the needs of the
organization.
Job Evaluation and salary determination;
Job Hierarchy for promotion and transfer purposes;
Performance standards setting;
Work procedures review or setting;
Job design and Redesign;
Training need analysis and skill requirements setting/ documentation;
Supervision effectiveness;
Working conditions review and /or correction;
Job control system consisting of an inventory of authorized positions;
Inventory of positions , employees;
Identification of vacant, open, duplicate, expanded and reduced positions.
 Job Analysis
Job Analysis Program is usually undertaken when;
1. the organization is starting operations
2. A new job is created
3. A job is changed significantly by the nature of
operations
4. Technology introduction
5. Restructuring
 Job Job
Job Profile
Description Specification

The The specification Describes the

descriptions of of the minimum job in terms of
the functions personal key result
and duties qualifications in areas, function
performed and terms of a trait, and roles and
the skill, knowledge, competencies.
responsibilities and ability
It has less
involved, and required of a
emphasis on
the relation of worker to
the job to other perform the job specific duties
jobs in the satisfactorily and
company responsibilities
 Job Job
Job Profile
Description Specification

Perform and With at least 4 Sales

conduct proper years of related Coordinator -
inventory experience in Provides key
management sales and
by means of consumer
support
monitoring the industry; can function
following on interact with all between
per store and levels of the Management
per Stock organization Sales Team
Keeping Unit and the
(SKU) basis promodisers.
 Action words to Use in Job
Description
Accounts Applies Budgets
Acquires Appoints Calculates
Appraises Calibrates
Adapts Categorizes
Adjusts Approves
Arbitrates Certifies
Administers Checks
Adopts Arranges
Circulates
Advises Assembles Classifies
Advocates Assesses Cleans
Allocates Assigns Climbs
Allots Audits Coaches
Alters Authorizes Collaborates
Awards Collates
Amuses Collects
Analyzes Balances
Bargains Compiles
Answers Composes
 Job Analysis provides information in several
cases including the following:
1. How much time is taken to complete the
tasks?
2. How are tasks grouped together into a job?
3. How can a job be designed so that employee
performance can be improved?
4. What kind of skills is needed to perform a
given job?
5. What kind of person is best suited to perform
a certain type of job?
 Specific Information Provided by Job Analysis
1. Job Title and Location
2. Organizational relationship- Brief explanation of
the number of persons supervised (If applicable)
and Job Title of the position supervised. It also
reflects supervision received.
3. A relation to other jobs- describes and outlines the
coordination required by the job.
4. Job Summary- condensed explanation of the
content of the job
5. Information concerning job requirements- usually provides
information about machines, tools, material, mental
complexity and attention required , physical demands and
working conditions.
It varies from job to job.
 Job Description
Job Description describes the following: (Sison, 2003)
The job in terms of its level of duties and tasks or procedures needed to do the
job.
The duties performed, the skills, training, and the experience required, the
responsibilities involved, the conditions under which the job is done and the
relation of the job to the other jobs in the organization.
A detailed and accurate description of the job and not the worker. It would cover
the following:
Job functions or purpose
Major duties performed / Major responsibilities
Performance standards
Percentage of time devoted to each duty
Reporting relationship
Machine and equipment used
Working conditions including possible hazards
Number of persons working on the same job
 Job Analysis
CONDUCTING A JOB ANALYSIS
There are many ways to conduct a job analysis, the goal of most job
analyses is to identify the tasks performed in a job, the conditions under
which the tasks are performed, and the KSAOs needed to perform the
tasks .
Step 1: Identify tasks performed
Identify the major job dimensions
The tasks performed for each dimension
The tools and equipment used to perform the tasks
The condition under which the task are performed
Step 2: Write the Task statements
Step 3: Rate the task Statements
 Job Analysis
CONDUCTING A JOB ANALYSIS
Step 4 : Determine Essential KSAOs
Once the task that are essential for the proper performance of a job,
the next step is to identify the KSAOs needed to perform the task.
A Knowledge is a body of information needed to perform a task.
A Skill is the proficiency to perform a learned task.
An Ability is a basic capacity for performing a wide range of different tasks, acquiring
a knowledge, or developing a skill.
Other characteristics Include such personal factors as personality, willingness,
interest, and motivation and such tangible factors as license, degrees and years of
experience.
Personal characteristics- an individual traits such as tact, assertiveness, concerns for
others etc.
Credentials- proof or documentation that an individual possesses certain
competencies;
Technical requirements- include criteria such as educational background, related work
experience and training.
 Job Analysis
Subject matter experts (SME) Sources such as supervisors
and incumbents who are knowledgeable about a job.
Job analyst The person conducting the job analysis.
SME conference A group analysis interview consisting of
subject matter expert.
Task Inventory- A questionnaire containing a list of task
each of which the job incumbent rates on a series of
scales .
Task analysis The process of identifying the tasks for
which employees need to be trained.
 Writing the Job Description
Over the years,new directions in management
thinking point to a move from duty oriented
job description to role and competency
oriented descriptions
It provides both supervisor and employees
clarity on the what, how and even why of the
position.
It is easier to alter as the technologies ,
strategies or customers needs change.
 Writing the Job Description
Creating role and competency description statement
is to cluster related skills
Example: Customer Service Competency:
Anticipate customer needs
Deliver on time
Show care and concern
Help customer evaluate needs
Example : Behavioral statements for job
descriptions
Deliver commitment or service to meet or exceed customer satisfaction.
Show care and concern to demonstrate customer importance and value.
 Writing the Job Description
If an employee has an objective standard to
measure the performance of the job, it will be
known whether or not the standards are
being met.
 JOB DESCRIPTION
Immediate product of job analysis
Basically descriptive and constitutes a record
of existing and pertinent job facts.
Suggested contents are given as follows:
1) Date written
2) Job status- full- time/ part- time including
salary
3) Job Identification- The identification section
includes such as information as job title,
department, division, plant and code number
of the job.
 JOB DESCRIPTION
4.) Working relationship, responsibilities, and
duties performed- Relationship statement
shows the jobholders relationship with
others inside and outside the organization.
These include supervision received (to whom
the job incumbents reports) and supervision
exercised (who reports to the employee)
 example of a job description:
Job Title: HR Manager

Reports to: Vice President of HR

Supervises: HR Assistant, Compensation,

Analyst and Benefits Clerk

Coordinates with: All Department managers

and executive management

Outside the Company: Recruitment agencies,

DOLE, Union representative
 JOB DESCRIPTION
5.) Authority of incumbent defines the limit of the
jobholders authority including his/ her decision-
making authority, direct supervision of other
personnel and budgetary limitation.
6.) Competency Requirements- education and
experience including special skills required to
perform a given job.
7.) Working conditions- A list of the general working
conditions involved with the job , location of the job,
and other relevant characteristics of the immediate
work environment such as hazards and noise levels.
 Example of a Job Specification:
Position Title: Chief Accountant

Division/Department: Accounting Department

Reports to: General Manager

Coordinates with: All Department Heads

Supervises: All Accounting Personnel

 EXAMPLE OF JOB DESCRIPTIONS AND JOB SPECIFICATIONS
SUMMARY
Answer phones to respond to orders, general customer inquires, invoice
questions, and customer complaints. Project a professional company image
through phone interaction.

PRIMARY RESPONSIBILITIES
1. Answer phones and respond to customer requests.
2. Sell product and place customer orders in computer system.
3. Provide customers with product and service information.
4. Upsell products and services.
5. Transfer customer calls to appropriate staff.
6. Identify, research, and resolve customer issues using the computer system.
7. Follow-up on customer inquires not immediately resolved.
8. Complete call logs and reports.
9. Research billing issues.
10.Research misapplied payments.
11.Recognize, document and alert the supervisor of trends in customer calls.
12.Recommend process improvements.
13.Other duties as assigned.
 Job Analysis Data Gathering
Questionnaires An effective way of obtaining job information is to
have employees accomplish well designed and adequately
explained Job Analysis Questionnaires later reviewed by their
immediate superiors.
Methods Providing General Information about Work Activities
1. Position Analysis Questionnaires. (PAQ) is a
is a method of Job analysis questionnaire that evaluates job
skill level and basic characteristics of applicants for a set
match of employment opportunity. The position analysis
questionnaire has been developed at Purdue University by
McCormick, E.J., & Jeanneret, and Mechame in 1972. The
Position analysis questionnaire involves a series of detail
questioning to produce many analysis reports
 Job Analysis Data Gathering
2. Job Elements Inventory. (JEI) an instrument designed as an
alternative to the PAQ developed by Cornelius and Hackel.
The JEI contains 153 items
Easier to read
3. Functional Job Analysis .(FJA) an instrument designed by Fine
A quick method used by the federal government to analyze
and compare thousands of jobs
Analyze three functions Data (information and ideas), people(
clients, customers, and co workers ) and Things (machines,
tools, and equipment)
 Job Analysis Data Gathering
Methods Providing Information About Tools and Equipment
1. Job Components Inventory . (JCI) developed by Banks,
Jackson, Stanford and Warr .
Initiated in England, consist of more than 400 questions
A practical tool used in curriculum development career
guidance and broad based training
Tools and equipment; Perceptual and physical requirements
Mathematical requirement ; Communication requirements
Decision making and responsibility
2. Job Structure Profile.(JSP) A revised version of the PAQ was
developed by Patrick and Moore. Designed to be used more
by the analyst than the workers
 Job Analysis Data Gathering
Methods Providing Information About Competencies
1. The Common Metric Quesionnaire (CMQ) is targeted toward
both exempt and nonexempt jobs. It has five sections: (1)
Background, (2) Contacts with People, (3) Decision Making, (4)
Physical and Mechanical Activities, and (5) Work Setting.
2. Fleishman Job Analysis Survey (F-JAS), formerly the Manual
for Ability Requirements Scalescontains a taxonomy of
abilities that is buttressed by decades of research (Fleishman
& Mumford, 1991). The taxonomy includes 52 cognitive,
physical, psychomotor, and sensory abilities that have strong
research support, and the FJAS uses level of ability rating
scales that specify level of functioning requirements for jobs.
 Job Analysis Data Gathering
3. Occupational Analysis Inventory (OAI) -contains 617 "work
elements." It was designed to yield more specific job
information than other multi-job questionnaires such as the
PAQ while still capturing work requirements for virtually all
occupations. The major categories of items are five-fold: (1)
Information Received, (2) Mental Activities, (3) Work
Behavior, (4) Work Goals, and (5) Work Context.
4. The Occupational Information Network (O*NET) is a national
job analysis system created by the federal government to
replace dictionary of Occupational Titles.
It can be viewed at four levels: Economic, Organizational,
Occupational, and Individual.
 Job Analysis Data Gathering
5. Critical Incident Technique (CIT) was developed and
first used by John Flanagan.
The CIT is used to discover actual incidents of job behavior
that make the difference between a jobs successful or
unsuccessful Performance.
6. Personality Related Position Requirements Form
(PPRF) - was developed by Raymark, Schmit and Guion
(1997).
To identify the personality types needed to perform job-
related tasks.
The PPRF consist of 107 items tapping 12 Personality
dimensions that fall under the Big 5 Personality
Dimensions. (Openness, Conscientiousness,
Extraversion,Agreeableness, and Emotional stability)
 Job Analysis Data Gathering
7. Work Profiling System (WPS) - Saville &
Holdsworth's Work Profiling System (WPS) is
designed to help employers accomplish
human resource functions. The job analysis is
designed to yield reports targeted toward
various human resource functions such as
individual development planning, employee
selection, and job description
 Recruitment and Selection
Recruitment is the process of search for and securing applicants
for the various job positions so that the right people in the
right number can be selected to fill the job positions which
arise from time to time in organization.
The process of SELECTION and PLACEMENT follow sequentially after the
recruitment the total process of recruitment selection and placement can
be called the HIRING process.
The need for additional personnel is identified. (Human resource
planning)
Review and analyze the manpower requirements
Human resource department will announce the need for manpower.
The recruitment officer must identify the knowledge , skills and abilities
in the vacant position
The reference for the qualification requirements is in the existing job
description.
 Two Major Sources of candidates
to fill the vacant Positions
Internal Source These are the qualified candidates from the
company and within the ranks of its present employees.
Advantage of boosting the morale of other employees and encouraging
them to perform well. ( employees look forward to a brighter future)
Career development and career mobility opportunities are provided.
(Promotions generate a chain of effect since they lead to vacant positions)
Trigger a positive effect on employees performance.
Less expensive of time and resources. (incumbent employees are already
familiar with the organizational rules, policies and regulations)
Best applicable for supervisory or mid level positions.
Examples: Present employees; Former employees; Previous applicants
 Two Major Sources of candidates
to fill the vacant Positions
External Source The hiring from the outside
source is a management option.
No one from within among the next rank of
employees can successfully perform the job
New vacant position requires added skills due
to the introduction of new technology
The culture of conflict among the employees
who are vying for a new position.
Comparison of Promotion from Within (Internal
Hiring) versus External Hiring
Promotion from Within

Advantages Disadvantages
Provides greater motivation for Promotes inbreeding (narrowing
good performance of thinking and stale ideas)
Provides greater promotion Creates political In-fighting and
opportunities for present pressures to compete
employees
Improves morale and Requires a strong management
organizational loyalty development program
Enables employee to perform Creates a homogenous
the new job with little loss of workforce
time
Familiar with the organization
on how it operates
Comparison of Promotion from Within (Internal
Hiring) versus External Hiring
External Hiring

Advantages Disadvantages
Provide new ideas and Loss of time due to
new insights adjustment
Allows employee to make Destroys incentive of
changes without having to present employee to strive
please constituent groups for promotions

Does not change the No information is available

present organizational if the applicant can blend
hierarchy with the rest of the groups
 Other Sources of Applicants
There are a lot of sources of applicants from which a recruiter
can choose. The following items are good sources of
applicants:
Walk-In Applicants
Referrals
Job Fairs (Government, Non-Government, Schools etc)
Placement offices of Colleges and Universities
the Internet (Jobstreet)
Job postings (streamer, print-ad, tv ad, posters etc)
 Methods of Human Resource
Recruitment
1. Job Posting every time a position becomes available it is
posted in the company bulletin board for the information of
all interested parties.
It should specify and contain the job description
The department where there is a vacancy, salary grade, work schedule
And working conditions

Promoting or transferring employees from within offers the following

advantages:
It creates an opening for a lower easy to fill position
The morale of the employee is boosted / Hidden talent may be uncovered
and utilized.
It saves considerable time and money.
Employees are already familiar with company policy and the job itself and
therefore less adjustment is necessary.
 Methods of Human Resource
Recruitment
2. The Word of Mouth System- It is one of the least
expensive recruitment systems.
As soon as people learn that theres a job opening, the word
spread around.
The Chinese company would prefer an applicant who is
recommended by somebody who is loyal and tested and has
worked with them for a number of years
The following precautionary measures should be observed:
Regionalism may dominate over the company employees
Pulling the strings and the padrino system may prevail in
the hiring of employees
 Methods of Human Resource
Recruitment
2. Advertising Media A popular and effective means of
soliciting applicants is advertising through media,
newspapers, magazines, radio or television.
For hiring of executives positions , the services of a consultancy agency
may be employed. The ad must contain the duties and responsibilities of
the position. Sunday is the best day of the week to put an ad,
The time of the year could also affect the applicants response. Not many
applicants would be available in the Months of November and December
due to the 13th month pay and other company incentives.
What are Blind Ads?
These are ads that do not reveal the identity of the company, instead they
give a box number where the resume or pertinent papers will be
forwarded.
 Methods of Human Resource
Recruitment
3. Walk Ins and Unsolicited Applicants
A possible source of outstanding employees
Most often the application letters or resume are put in the
waste basket or at times put in file.
4. Campus or University Recruitment many organization send
recruiters to college to answer questions about themselves
and interview students for available positions.
6. Job Fair and Open House organizational representatives of
the company gather and interview several applicants over a
period of one or two days in some specified fields. Some job
fairs are conducted during weekend at town centers or any
convenient place in the town or city.
 Methods of Human Resource
Recruitment
7. Government Agencies- An employment service operated by a state or local
government, designed to match applicants with job openings. Some local
government units have their placement offices look for possible employment for
their constituents.
Public Employment and Services Officer arm of DOLE compiles applications for
referral to the different companies and conducts job fairs
9. Radio and Television- used as mediums for man power recruitment
The coverage of advertisement is of great magnitude, more qualified applicants can
be reached.
10. The Internet company profiles and job placements could eventually come into
the internet. The following advantages are:
Application letters or resumes could immediately be sent to the company.
Immediate answer could be available through email
Immediate needs of the company on manpower requirements could be answered
in a short time.
They are less costly and get immediate response.
 Methods of Human Resource
Recruitment
Executive search firms- Employment agencies
also called headhunters that specialize in
placing applicants in high paying jobs.

SELECTION- defined as the process of

determining from among the applicants who
can meet the job requirements and can be
offered the vacant position in the
organization.
 Recruitment
The different departments of the organization make personal
requisitions to the HRD on their manpower requirements
through PERSONNEL REQUIREMENT FORM (PRF) duly approved
by the management concerned.
The PRF specifies the following:
The positions and the number required.
The job specifications
What is required to do the job (tool consolidates the necessary
employee qualifications identified in the job analysis
Knowledge, abilities, skills or licenses
The personal qualities needed for a worker to do the job
successfully.
 Recruitment
The HRD determines the selection procedure
on how to get the most qualified applicants.
Managers and top executives must approve
these standard operating procedures.
The following stages may be implemented
 Recruitment Selection
Procedure
Establishing selection procedure
Stage 1
Identifying and choosing selection
Stage 2 criteria, predictors and instruments to
be used

Gathering and evaluating information

Stage 3 about applicants

Making Communication on decision to

Stage 4 select or reject
Selection Procedure on how to get
the most qualified Applicants
Stage 1 - Establishing selection procedure
Establishing selection procedure
Successful employee selection clears understanding of a jobs
components.
Stage 2 - Identifying and choosing selection criteria, predictors
and instruments to be used
Weighting job duties can help the employer assess the
qualifications of competing candidates
Skill, knowledge and ability are rated according to its
importance to the job.
Selection Procedure on how to get
the most qualified Applicants
Stage 3 - Gather and Evaluate information about applicants
Applicants skills can be evaluated through applications,
interviews, tests, reference check, letters of recommendation
and physicals.
Stage 4 Make communication decisions whether to select or
reject
Following a thorough selection process enables you to base a
decision on substantial data rather intuition alone
Unfortunately too often, candidates who are selected for a
position never hear from the employer. Other may find out a
position was filled when they see the new employee.

 Who Makes the Decision?

The HRD is a staff department and has a functional authority to assist line
managers in all related personnel functions.
The final decision to hire usually is left up to operating department
executives
It is the functional authority of the HRD to screen the applicants and to
submit the names of those who passed the initial screening to the
operating department for its final decision on whom to select and finally
to hire for the job.
Selection and Job Matching
Selection tries to match the personal qualities of the applicants with the
job requirements.
Based upon an evaluation of the applicants strengths and weaknesses.
We cannot separate the person from his personal characteristics
 Selection Process
1. PRELIMINARY SCREENING
The first step in the assessment of an
applicant for the jobs is the initial interview or
preliminary screening
Deals with the obvious factors such as voice,
dress, physical appearance, personal
grooming, educational background,
professional training and experience
 Selection Process
The following personal traits and qualities are the most important things to consider
in the preliminary screening process:
Aptitude and interest indicate our natural abilities , capacity or learning attitude
and desires to do certain jobs
Attitudes and needs indicate an applicants frame of mind, emotional and mental
maturity, sense of responsibility and authority and future motivation.
Analytical and manipulative abilities indicate our thinking process, intelligence
level and ability to use knowledge effectively in any assigned task.
Skills and technical abilities indicate ability to perform specific operations and
technical aspects of the job.
Health , energy and stamina indicate physical ability to perform the assigned task
(especially those involving manual and managerial duties)
The persons value system provides a clue to motivation, goals, objectives and
work values and perseverance.
 Selection Process
1 PRELIMINARY SCREENING

2 APPLICATION FORM

3 TESTING AND EVALUATION RESULTS

4 EVALUATING REFERENCES

5 PHYSICAL EXAMINATION

6 PLACEMENT
Web Sites for Philippine And Overseas Jobs
Esljobsworld.com GulfTalent.com

WorkAbroad.ph Jobs.theemiraytesnetwork.
com
Poea.gov.ph Jobsindubai.com

Jobstreet.com.ph RecruitGulf.com

Bestjobsph,com LinkedIn

Phil-job.net www.bayt.com

Monster.com www.naukrigulf.com

Goabroad.com
 Types of Interview
Structured interview- follow a set of procedures and the interviewer set the
lead.
Job related questions
All applicants are asked the same questions
There is a standardized scoring key to evaluate each answer.
Unstructured Interview provides no specific reference and the applicant is
given a free hand in talking about himself and the interviewer makes an
assessment.
Style of Interview
One on one interview involve one interviewer interviewing one applicant
Serial Interview involve series of single interview
Panel or Round table interview usually done for managerial and supervisory
interview, have
 Types of Interview
Advantages of Structured Interview
More on job relatedness and standardized
scoring
Questions are based on job analysis
Tap job knowledge, job skills, applied mental
skills and interpersonal skills
 Problems with Unstructured
Interview
Poor Intuitive Ability - Interviewers base their hiring decision on gut reactions
Lack of job relatedness - Not being job related; Why should I hire you; What
do you see yourself five years from now? ; What do you really want to do
in life?
Primacy Effects or first impression information presented early in an
interview carries more weight than information presented later.
Contrast Effect The performance of one applicant affects the perception of
the performance of the next applicant.
Interviewer Applicants similarities applicants will receive a higher score if
she or he is similar to the interviewer in terms of personality, attitude, and
race.
Interviewee Appearance- attractiveness bias occurred for men and women.
Non verbal communication Appropriate non verbal communication is
highly correlated with interview scores.
 Types of Interview questions
1. Clarifier allow the interviewer to clarify information in the resume, cover letter
and application, fill in gaps and obtain other necessary information.
I noticed a three- year gap between two of your jobs. Could you tell me about that?
2. Disqualifiers - Questions in which a wrong answer will disqualify a person from
further consideration
Areas - Work schedules (overtime, days of work); Start dates
Criminal/driving/credit history
Willingness to perform tasks
Minimum qualifications (e.g., age, licenses, degrees, experience)
Previous work problems
Being fired (frequency, reason)
Job hopping
 Types of Interview questions
3. Past focus (behavioral description) - Focus on what the
applicant has done rather than what they can do
Best predictor of future performance is past performance
Past situation must be similar to future situation
Can tap directly related experience (e.g., bank teller) or
experience with similar skill set (e.g., customer service)
Can tap Experience, Knowledge, Skill
Probably not ideal for entry-level job
 Types of Interview questions
4. Skill or knowledge focus
Definitional questions
What is a lathe?
Knowledge questions
At what age does an applicant become a protected class?
Causal questions
What would happen if you used a knife that did not have a
sharp blade?
Situational questions
What would you do if an Excel formula resulted in an incorrect
calculation?
Explanatory questions
Why do you unplug a printer before working on it?
 Types of Interview questions
5. Future focus (situational) Also called situational questions
Can tap an applicants
Knowledge
Problem-solving ability
Experience
Common sense
Be careful about using situations that
Require training/experience if the position is entry level
Require knowledge of company knowledge, policy, or
philosophy
Are easy to fake
 Types of Interview questions
6. Organizational fit focus
Designed to tap how well the applicant will fit with the
Organization
Department
Supervisor
Coworker
These are the most difficult types of questions
Care must be taken so that characteristics such as age, sex, or
race are not considered
 Guide in Conducting Interview
Interviews are useful for assessing such personal characteristics as:
Interpersonal skills
Practical intelligence
Social interaction
Communication skills
In addition to assessment, the interview can be used for
Answer applicants questions
Assessing complex issues
Selling the organization
Negotiating terms and conditions
 Guide in Conducting Interview
Steps in Conducting an Interview
1. Put the applicant at ease
2. Explain benefit of the interview
3. Review Family background
4. Trace Education history
5. Trace Job history
6. Explore plans/goals for his/her future
7. Describe the job, sell the organization and answer applicants
questions.
8. Close the interview
 2. Application Form
THE APPLICATION FORM
By careful screening, the employees information may be found closely
related with success on the job.
Education
the school where courses were attended
employment data
years of experience in a particular job
salary received
membership in organizations

Graphology- the art and science of the analysis of the individuals traits
through his handwriting. It can reveal the level of intelligence, emotional
stability, imagination and ability to work with other as well as discover
talents and capabilities.
 2. Testing and Evaluation Results
Testing is commonly associated with the
prediction and selection of subsequent
performance on the job.
Tests are still the commonly used instruments
for determining the qualifications and talents
of the applicant for a particular job.
 Psychological Test
What is a Psychological Test?
A measuring device , a yardstick applied in consistent
and systematic fashion to measure a sample of
behavior
Two purpose of Psychological Test
Selection emphasis is on finding a person with the
right qualification for a particular job.
Placement emphasis is on the individual. To find the
right kind of job for a particular person.
 Psychological Test
Characteristics of a Psychological Test
Standardization- the consistency or uniformity of the
conditions and procedures for administering a test
Objectivity- refers primarily to the scoring of the test
results.
Norms frame of reference
Reliability the consistency of response on a test.
Validity- it measure what its purports to measure.
 Psychological Test
Types of Psychological Test
Cognitive Ability
Better known as intelligence test
The Wonderlic Personnel Test
Otis self Administering Test of Mental Ability
Culture Fair Intelligence Test
Ravens Progressive matrices Test
Tabular Description
 Test Age Variable Item Time
Ravens 6 and above Intelligence Set A-12 No time
progressive Set B-12 Limit but can
matrices Test Set C-12 Be finished
Set D-12 Within 60
Proponent: Set E -12 minutes
John C.
Total = 60
Raven
 Psychological Test
Types of Psychological Test
Interest
It tries to predict the success in the job if the persons
interest and the job are properly matched.
Greater value in vocational guidance and counseling than
in industrial personnel selection.
Strong Campbell Interest Inventory (SCII)
Kuder Occupational Interest Survey
Thrustone Interest Schedule
Occupational Aptitude Survey and Interest
 Test Age Variable Item Time
Thurstone Adults Physical 100 pairs of 10 minutes
Interest Sciences Occupation
Schedule Behavioral
Proponent: sciences
Thurstone Computation
Business
Executive
Persuasive
Humanistic
Artistic
Musical
 Psychological Test
Types of Psychological Test
Aptitudes
It measure the persons capacity to learn a given job,
provided there is adequate training.
Type of test usually administered for mechanical and clerical
positions.
Occupational Aptitude Survey and Interest (OASIS)- Aptitude
Differential Aptitude test
Tabular Description
 Test Age Variable Item Time
Differential 13 and above Verbal 60 30 m9ns.
Reasoning
Aptitude Numerical Ability 40 30

test Abstract 50 25
Reasoning
Clerical Speed 100 3
Accuracy
Clerical Speed 100 3
Accuracy 2
Proponent : Mechanical 68 30
George Reasoning 60 25
Bennett Spatial 100 10
Reasoning
Language 60 25
Usage
(Spelling)
Language Total: Total:
Usage 638 181 mins
(Grammar)
 Psychological Test
Types of Psychological Test
Personality Test
It is considered as an important instrument to test the personality of the
applicant especially for supervisory and managerial position.
Emotional maturity influences the ability to withstand stress and strain, to
be objective and gain the respect and cooperation of others in
organization.
Examples
16 Personality factor Questionnaires (16PF)
Comrey personality Scales
Edward Personal Preference Schedule
Minnesota Multiphasic Personality Inventory
California Test of Personality
The Hand Test
House Tree Person
Sach Sentence Completion
 Test Age Variable Item Time
Comrey 16 years and Trust vs. 20 No time Limit
Personality above Defensiveness 20
Scales (CPS) Orderliness vs. Lack 20
Proponent: of Compulsion 20
Andrew L. Social Conformity 20
Comrey vs. Rebelliousness 20
Activity vs. lack of 20
Energy 20
Emotional Stability Total : 180
vs. Neuroticism
Extraversion
Vs. Introversion
Empathy vs.
Egocentrism
Masculinity vs.
Feminity
 Selection Process
4. IN DEPTH INTERVIEW
After passing all test required , The applicant is
now ready to Formally enter into the selection
process
Some types of significant information may
surface during the interview that may not be
available from other sources
 Selection Process
5. EVALUATING REFERENCES
References are important in finally assessing the applicants worth for the position.
Reference Check The process of confirming the accuracy of resume and job
application information
Reference- The expression of an opinion either orally or through a written checklist,
regarding an applicants ability, pervious performance, work habits , character, or
potential for future success.
Policy Guidelines in Reference Checking:
The reference should be used to develop the integrity of the whole selection process
For very important confidential positions, reference should be conducted on a face- to
face basis, since the applicant may reluctant to divulge significant information.
Telephone inquiries should be use if face to face is impractical
Inquiries should discover
 Selection Process
6. PHYSICAL EXAMINATIONS
The Applicants undergo physical examination at the company
clinic or an authorized hospital to determine the physical
fitness of the applicant for the job.
Medical Examinations are important for the following reasons:
To screen out those physically incapable of doing the job
To prevent employment of those with high incidence of
absenteeism due to illness or accidents
To prevents hiring of people with communicable diseases or
who are influenced by drugs
Ward off unwarranted claims with workers compensation
laws, SSS, medical care and suits for damages.
 Selection Process
7. MAKING THE HIRING DECISION
Top Down selection Selecting Applicants in
straight rank order of their test scores.
The Rule of three the names of the top
three applicants are given to a hiring authority
who can then select any of the three.
Passing score- means of reducing the impact
and increasing flexibility
 CHARACTERISTICS OF EFFECTIVE
SELECTION TECHNIQUES
Effective selection techniques have four
characteristics :
1. Reliable
2. Valid
3. Cost Effiecient
4. Fair and Legally defensible
1. RELIABILITY

The extent to which a score from a selection

measure is stable and free from error.
Test reliability is determined in four ways:
a) Test Retest Reliability The extent which
repeated administration of the same test will
achieve similar results.
b) Alternate Forms Reliability - The extent to
which two forms of the same test are similar.
 Cont. Test Reliability
c.) Internal Reliabilty- The extent to which similar
items are answered in similar ways is referred to as
internal consistency.
The longer the test, The higher its internal
consistency.
Item Consistency One factor that affect the
internal reliability of a test. The more homogenous
the items , the higher the internal consistency.
d.) Scorer Reliability - The extent to which two people
scoring a test agree on the test score, or the extent to which a
test is scored correctly.
A test or inventory can have homogenous items and yield
heterogeneous scores and still not be reliable if the person
scoring the test makes mistakes.
 Methods used to determine internal
consistency
Split half Method A form of internal reliability in
which the consistency of item responses is
determined by comparing scores on half of the items
with scores on the other half of the items.
Cronbachs Coefficient Alpha A statistics used to
determine internal reliability of test that use interval
or ratio scales.
Kuder- Richardson Formula 20 (K-R 20) A statistic
used to determine internal reliability of test that use
items with dichotomous answer ( yes/no, true /
false).
 2. VALIDITY
The Degree to which inferences from
scores on tests or assessments are
justified by the evidence .
A test must be valid to be useful, But just
because a test is reliable does not mean
it is valid.
Reliability and validity are not the same
but they are related.
Five common strategies to investigate the
validity of scores on a test :
Content Validity
The extent to which test items sample the content
that they are supposed to measure.
The test will not be content valid because it requires
knowledge that is outside of the appropriate
domains.
Criterion Validity
The extent to which a test score is related to some
measure of job performance
Construct Validity
The extent to which a test actually measures the
construct that it purports to measure,
Five common strategies to investigate the
validity of scores on a test :
Face Validity
The extent to which a test appear to be job related
Barnum statements statements so general that
they can be true of almost everyone.
Known Group
Test scores from two contrasting groups known to
differ on a construct are compared
 Q&A

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