Barcelonia, Rica Cristine

CAS-06-601E
REFLECTION: Chapter 2 ---- Research Methods in Industrial/Organizational
Psychology (REPORT)

It is difficult to do scientific research on people. Despite the fact that human

behavior is astonishingly predictable, scientific disciplines are frequently divided into
“challenging” or “hard” categories based on judgments of the field's methodological rigor
and exactness. Unfortunately, this artificial category rarely takes into consideration the
complexities of what we examine. Individuals differ substantially in a variety of ways,
and these differences influence their behavior. There are, however, numerous
environmental influences that influence human behavior, and any number of these
elements might interact and affect the actions we might expect. This issue extends to
the workplace and has an impact on the ability to successfully explain the research's
worth.
IO psychologists use a range of methods of collecting information to acquire as
much information as possible about unobjecting events affecting employee behavior.
Each of these approaches of inquiry nevertheless has its own critiques. We have
interacted in our own application with surveys sceptics and qualitative study managers.
To gain guidance on how to combat criticism by employing efficient translation, we went
to experienced IO psychologists to better understand frequent hurdles in IO research
methodologies.
Basically, in simple sense, many businesses prioritize research capabilities in
their employees, particularly in areas such as analytics and data management that are
research-oriented. For a variety of vocations, common research talents include detail,
time management and issue solve. Here we study the research competences, the
demanding research competences, how you may enhance and use the research
competences at work, and how your research capabilities can be emphasized during
the job hunt, and research capabilities involve a number of skills which work together to
enable individuals to identify, interpret and find viable answers.
Barcelonia, Rica Cristine
CAS-06-601E
REFLECTION: Chapter 3 ---- Job Analysis

A job analysis should be incorporated across all human resources functions

since it supports the business plan, assesses the performance of personnel and
transmits future developments. It can be a useful tool for recruiting, promotion, and
training to establish precise requirements for abilities. For example, you can identify a
specific behavior or areas of potential improvement when completing an assessment,
not just for a job. The work evaluation helps to find additional improvement or corrective
needs.
Job analysis is a long and costly procedure and not all organizations have HR
managers capable of performing it. Some people think that it's unneeded practice, and
without a job analysis, it's easy to make a judgment. I would offer no viewpoint; I only
wonder how, without particular backup evidence, anyone can conclude compensation or
pay increase? I have unfair procedures in which people gain promotions or higher
salaries because they "just good'' not a competitive one.
It's a nonethical exercise, not alone unlawful. Precision is the most important
challenge in data analyzes. As just an HR specialist, you want to ensure accurate and
adequate data can be collected that is valuable. For example, it is extremely impossible
to evaluate the work of a travel agent, whose employment largely demands travel. You
cannot observe the performance of the person in a different state. Only information
based on specific results and results, such as sales data can be collected in this
circumstance. But you can also carry out surveys and phone customers and ask the
agent's effectiveness if you are an eager and clever HR manager. There are a number
of techniques to gather data. Some firms don't believe and become intensively
protective in job analysis. This can be an expensive, time consuming and pointless
bureaucratic process for them. A job analysis enables businesses to establish not only
better selection processes, but also effective training development programs,
remuneration, and personnel management systems.
Barcelonia, Rica Cristine
CAS-06-601E
REFLECTION: Chapter 4 ---- Employee Recruitment, Selection and Placement

Recruitment is the process by which qualified applicants for a specific position or

the process by which possible applicants are discovered. Furthermore, the selection or
so-called selection of staff is a decision-making process that chooses who is not
allowed to join. Human resource recruitment, selection, and placement is an important
component of an organization's overall resourcing strategies, which identify and secure
personnel required for the organization to survive and prosper. A better recruitment and
selection process leads to better organizational outcomes. The more effectively an
organization recruits and selects people, especially in adult education, the more likely it
is to keep satisfied workers.
Inconsistent results are produced by a non-consistent recruitment and selection
process. Another factor for having an efficient recruitment and selection procedure is
consistency. Organizations should avoid using different selection criteria for each
candidate because this makes determining the effectiveness of each employee
impossible. A defined method should be followed to create uniformity. Instead, it is
preferable for firms to use pre-determined criteria at all phases of the recruitment
process, as this eliminates the danger of bias and prejudice. Additionally, prior to
establishing any appointment with the candidate, companies should undertake
reference checks in a consistent manner.
My takeaway is that, finding and hiring the ideal workers for your firm and then
placing them in the positions for which they are most equipped is what effective
selection and placement entails. A vital stage in the selection process is to provide an
accurate and detailed job description. An essential consideration is whether the
candidate's personality is compatible with the company's culture. Interviewing is a
typical way of selection. Candidates are asked to discuss how they handled various
events in the past during situational interviews. Cognitive tests, personality inventories,
and behavioral characteristic assessments are examples of other selection tools.
Certain personalities may be more suited for occupations requiring sales, or teamwork.
Barcelonia, Rica Cristine
CAS-06-601E
REFLECTION: Chapter 5 ---- Methods for Assessing and Selecting Employees

A major part of any organization's success is the recruiting and selecting

process. If implemented right, you can recruit the best individuals and establish a
workforce driven by outcomes. This method is not perfect, like everything else. There
are different ways firms might recruit personnel and each has benefits and
disadvantages. The choice depends on your business strategy, corporate culture and
objectives. Organizations start by searching for possible job candidates who have
relevant skills and experience using various recruitment tactics. They then set up a
group of candidates and identify those that fulfill the role needs through a selection
procedure. Both processes are critical for recruiting and attracting the right workers.
Companies are also able to acquire top talent to reduce expenses and allow staff to
seek other pathways. This is called internal recruitment.
The procedure of selection varies amongst organizations. This is usually done by
means of online, face-to-face or both interviews and tests. For example, pre-
employment tests enable HR Managers to evaluate the capabilities of candidates and
their suitability. Testing is more objective and reliable in comparison to interviews and
other screening approaches. They also rely on measurable insight and help eradicate
prejudices. The disadvantages of this strategy. First, the entire picture seldom delivers.
Second, it may not be honest for candidates. Certain tests may be unclear, which
affects the results further. Consider combining pre-exams combined with face-to-face
interviews, group interviews, collaborative hiring and other selection approaches to
determine the finest applicants.
Barcelonia, Rica Cristine
CAS-06-601E
REFLECTION: Chapter 8 ---- Motivation

Motivation of employees is crucial to the success of a company. It's the level of

dedication, desire and energy that employees play on a daily basis. Without it, firms
have reduced productivity, lowered output levels, and the company is unlikely to
achieve significant objectives too. But employee motivation does not always come
easily. It needs to be nurtured and monitored by staff leaders. If you picture a low-
motivational worker, they operate at a slower pace, spend more time off from work and
potentially take online surfing or time on their phones. They are generally unfocused,
however, and not all of them are involved in their work.
An employee with a motivation is excited, focused and proud. You perform jobs
swiftly, take action and desire to produce good work for yourself and for the firm.
Whether your organization is at the top of your game or is on track, the motivation of
your employees remains crucial at all levels. The decline in employee motivation,
income and business achievements might soon be followed. A metric for measuring
employee motivation is tough to assign. The only real way to measure this is by
knowing how staff genuinely feel. Yearly surveys are too few, too difficult to measure
and too long. When you request feedback from an annual survey, employees could
have lived with these challenges for up to one year and could negatively impact the
organization. Please search for a discreet pulse survey instrument instead. Showing
that you care, listen and act upon the things that really matter to them, will - ultimately
maintain motivation.