Industrial Psychology

In principle, the primary purpose of employee selection is to identify, attract, and retain employees who are most likely to be successful in their positions (Author, year p 147). That process begins with determining the specific characteristics, attributes, and capabilities necessary for success in the organization in general and in the capacity of the position of each employee in particular. Many organizations rely on objective job analyses and on related formulations such as knowledge, skills, and abilities (KSAs) for that purpose (Author, year p 149). For example, where the position of manager requires budgetary oversight, the skills of calculating budgets and understanding budget issues would be important elements of the list of KSAs for that particular position (Author, year p 149). Another tool typically used by organizations to increase the likelihood that new employees will be successful and that they will not respond negatively to the stresses posed by challenges that may arise in the workplace involves the use of the realistic job preview (RJP); because they mitigate the potential for discouragement by preparing employees for those challenges realistically (Author, year p 157). That mechanism is particularly useful in connection with workplace stress because employees exposed to various types of potential problems tend to experience less stress than employees encountering the same circumstances at work if they have not been previously exposed to them (Author, year p 157).

With respect to specific types of training, there are many different types and some of them are better suited to some employees than to others (Author, year p 176; 181). The range of employee training methods includes audiovisual instruction, auto-instruction, conferencing, lecture, modeling, on-the-job training, role playing, and simulation (Author, year p 182). Ideally, the best results are obtainable where the employee training program is designed to correspond to the actual realities of the vocational environment and the different learning styles of individual employees (Author, year p 176).

Reference

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