Description:

The course will examine human behavior and psychological principles in an industrial/personnel context. It will also focus on how organizational factors contribute to individual behavior and how individuals affect groups and organizational functioning. Topics include recruiting, selecting and training personnel; evaluating job performance, work motivation, job satisfaction and other attitudes; leadership; and organization and job design. This course may not be offered every semester. 3 hrs./wk.

Supplies: Refer to the instructor's course syllabus for details about any supplies that may be required.

Textbook(s): For information see - http://bookstore.jccc.net

Course Fees: NONE

Course Objectives:

Upon successful completion of this course the student should be able to:

1. Demonstrate the ability to conduct research in the field of industrial and organizational psychology.
2. Describe the process of criterion development, job analysis and job evaluation.
3. Identify the various methods of assessing job applicants.
4. Explain the importance and practice of training and development in organizations.
5. Identify the sources and uses of performance evaluations.
6. Identify legal issues that impact organizations.
7. Describe the importance of work teams.
8. Describe the importance of mental health in organizations.
9. Identify theories of motivation and leadership and their applications in the workplace.
10. Describe the importance of the work environment to organizational effectiveness.

Content Outline & Competencies:

I. Describe the Foundations of Industrial/Organizational Psychology
   A. List the historical events in the background of I/O psychology
      1. Name and describe the fields of I/O psychology, such as personnel
psychology, organizational behavior, ergonomics, vocational and career
counseling, organizational development and industrial relations.
      2. List requirements for licensing and certification of
psychologists.
      3. Recognize examples from the history of I/O psychology from the
early years to                                   present day uses.
   B. Demonstrate use of research methods in I/O psychology including:
      1. Identifying the research process: statement of the problem,
design of research study, measurement of variables, analysis of data and
conclusions from research.
      2. Naming major research methods: laboratory experiment, field
experiment, questionnaire, observation and computer simulation.
      3. Investigating variables of interest in I/O psychological
research: independent vs. dependent variable, predictor vs. criterion
variables.
      4. Learning levels of measurement: nominal scale, ordinal scale,
interval scale and ratio scale.
      5. Using measures of central tendency and variability.
      6. Using correlation.
      7. Using Meta-analysis.
      8. Identifying ethical problems in research.
      9. Applying research examples to industry.

II. Define Personnel Psychology
   A. List criteria: standards for decision making 
      1. Recognize the differences between conceptual vs. actual
criteria.
      2. Recognize criterion deficiency, relevance and contamination.
      3. Explain differences between criterion development: inductive vs.
deductive development.
      4. Demonstrate ability to do job analysis.
      5. Identify ways to do job evaluation.
      6. List standards for criteria: What should criteria be like?
      7. Define objective vs. subjective criteria.
      8. Contrast dynamic vs. static criteria
   B. Name the psychological predictors: psychological assessments
      1. Define types of reliability: test-retest, equivalent-form,
internal consistency and inter-rater reliability.
      2. Identify and give examples of types of validity:
criterion-related, content and construct validity.
      3. Apply ethical standards in testing: invasion of privacy and
confidentiality.
      4. Contrast various forms of test content: intelligence tests,
mechanical aptitude tests, sensory/motor ability tests, personality and
interest inventories, integrity tests and computerized adaptive testing.
      5. Name various methods of assessing job applicants: interviews,
assessment center evaluations, work samples and situational exercises,
biographical information, peer assessment and letters of recommendation.
   C. List personnel decisions
      1. Apply personnel decisions and employment law.
      2. Define validity generalization.
      3. Explain recruitment vs. selection.
      4. Contrast various statistical methods for personnel selection
strategies: multiple regression, multiple cutoff and multiple hurdle.
      5. Describe psychological test utility and organizational
efficiency.
      6. Explain the uses of placement and classification.
   D. Describe training and development
      1. Identify the effects of the pretraining environment on training
effectiveness.
      2. Explain the importance of assessing training needs:
organizational analysis, task analysis and personal analysis.
      3. Contrast methods and techniques of training: on-site vs. off-site
training methods.
      4. Describe cultural diversity training: methods for approaching
cultural differences in organizations.
      5. Describe sexual harassment issues.
      6. Define 360-degree feedback: the process of collecting development
feedback from multiple sources, including peer, self and supervisor
evaluations.
      7. Name Kirkpatrick's four levels of criteria for evaluating
training programs: reaction, learning, behavioral and results criteria.
      8. Recognize the need for various research designs.
   E. Describe performance appraisal
      1. Name the various uses of performance appraisal: personnel
training, wage and salary administration, placement, promotions, discharge
and personnel research.
      2. Identify performance appraisal and the law.
      3. Name the three sources of performance appraisal information:
objective production data, personnel data and judgmental data.
      4. Be able to use the performance appraisal methods: graphic rating
scales, employee-comparison methods and behavioral checklists and scales.
      5. Be able to use rater training and the importance of rater
motivation.
      6. Identify the values of feedback of appraisal information to
employees.

III. Organizational Psychology
   A. Explain the importance of organizations and work teams
      1. Name the three major schools of thought about organizations:
classical theory, neoclassical theory and systems theory.
      2. Describe the five basic parts of an organization: operating core,
strategic apex, middle line, technostructure and support staff.
      3. Explain the purposes of reorganizing and downsizing.
      4. Identify components of social systems: roles, norms and
organizational culture.
      5. Describe types of work teams: problem-resolution teams, creative
teams and tactical teams.
      6. Describe the outcome of decision making in teams.
      7. List the principles of teamwork.
   B. Describe personnel outcomes of organizational behavior
      1. Identify differences between organizational justice: distributive
vs. procedural justice.
      2. Define organizational citizenship behavior: contributing beyond
the duties prescribed in one's job.
      3. Describe the psychological contract.
      4. Describe how to assess individual responses to organizational
downsizing.
      5. List ways to avoid violence in the workplace.
   C. Assess the difference between stress and well-being at work
      1. List environmental influences on mental health.
      2. Define the concept of mental health.
      3. List organizational antecedents to stress, stressors in
organizational life, responses to stress and consequences of stress.
      4. Describe approaches to work/family conflict.
      5. List research evidence regarding the psychological effects of
unemployment.
   D. Describe work motivation and state theories of work motivation
      1. Include need hierarchy theory, equity theory, expectancy theory,
reinforcement theory and goal-setting theory.
   E. Define Leadership
      1. List and give examples of theoretical approaches to leadership:
the trait approach, behavioral approach, power and influence approach and
the situational approach.
      2. Contrast transactional vs. transformational leadership.
      3. Identify substitutes for leadership.
      4. Describe and give examples of diversity and cross-cultural
leadership issues.

IV. Describe the Optimum Work Environment
   A. List the factors in design and organization assessment: creating
high-performance organizations
      1. Describe a historical overview of job design.
      2. Define job enlargement and job enrichment.
      3. Contrast Hackman and Oldman's Job Characteristics Model.
      4. Assess the effectiveness of job redesign programs.
      5. Discuss the organizational implications of job redesign.
      6. Assess the need for organizational development.
      7. Describe total quality management.
      8. Identify values and ethics in organizational development.
   B. Describe union/management relations
      1. Describe what unions are and why they form.
      2. Describe the procedure for forming a union.
      3. Describe collective bargaining and impasse resolution.
      4. Describe the influence of unions on nonunionized companies.
      5. Assess I/O psychology and industrial relations.
   C. Define ergonomics and work conditions
      1. List ergonomic approaches to work design: anthropometric
approach, biomechanical approach and physiological approach.
      2. Identify human/computer interactions in the workplace.
      3. List and give examples of psychological approaches to accident
reduction.
      4. Identify physical stressors in the workplace.
      5. List and assess the effects of work schedules.
      6. Assess the problems of alcoholism and drug abuse in the
workplace.

Methods of Evaluation of Competencies:

Evaluation of student mastery of course competencies will be accomplished using the following methods:

Minimum of four exams                  50% of grade
Individual and/or group assignments    30% of grade
Comprehensive final exam               20% of grade
TOTAL                                 100%

Grading Scale:
   A  =  90-100%
   B  =  80- 89%
   C  =  70- 79%
   D  =  60- 69%
   F  =  Below 60%

Caveats: NONE

Disabilities:

If you are a student with a disability, and if you will be requesting accommodations, it is your responsibility to contact Access Services. Access Services will recommend any appropriate accommodations to your professor and his/her director. The professor and director will identify for you which accommodations will be arranged.

JCCC provides a range of services to allow persons with disabilities to participate in educational programs and activities. If you desire support services, contact the office of Access Services for Students With Disabilities (913) 469-8500, ext. 3521 or TDD (913) 469-3885. The Access Services office is located in the Success Center on the second floor of the Student Center.