Organizational psychology is a science that involves applying psychology principles, and ways in the place of work (Diaz, 2011). Through scientific knowledge appliance, organizational efficiency is improved. Organizational psychology tends to study manners inside the organizational settings (Holt & Seki, 2011). The study assesses the procedures of recruiting, and socializing from the viewpoint of both the candidate, and the organization.
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The recruitment process is a process that involves both the organization as well as the candidate, together with their perspectives. Effective recruitment requires planning, and choosing good recruitment ways (Stybel, 2010). Principles of organizational psychology play a very vital part in the recruitment process.
The Recruitment process from the Organization’s viewpoint
In order to draw workers who are dynamic and flourishing, organizations utilize diverse ways. The main concern for companies looking for novel workers is to establish a huge figure of prospective employees, who encompass a greater possibility of achievement inside the organization (Holt & Seki, 2011). There are two vital steps when approaching the procedures of enrollment. They include: recruitment preparation, and choosing suitable recruitment ways (Holt & Seki, 2011).
Recruitment preparation (planning)
When it comes to recruitment preparation, the organization focuses on recognizing the number of essential candidates, the moment in time when novel workers will be needed, and the supply of prospective workers in the labor market (Stybel, 2010).
In order for the recruitment procedure to be efficient, all these features should be put into consideration. For it to be proficient, the strategic plan of the company should come along with it. Also, succession setting up is supposed to be reflected on. This is the forecast of the likelihood of turnover to a number of positions (Stybel, 2010).
It facilitates companies to focus the efforts of recruitment on prospective workers who possess the requirements to fill forthcoming unoccupied positions. In the course of the recruitment procedure, organizations should also perform a talent record of present workers. This helps to establish if they are probable applicants, for the unoccupied positions. Internal hiring or promotion comes as an advantage to the company as it cuts its costs.
Lastly, in the course of recruitment procedure, the labor supply, for particular work groups, should be assessed (Diaz, 2011). The information can be derived from government organizations, and unions. The procedure helps organizations to establish whether the provision of labor is in abundance, or in short supply, and permits the company to arrange for recruiting, consequently.
Choosing Suitable Recruitment ways
In order to establish suitable recruitment ways, both interior, and exterior sources should be assessed. Internal recruiting cuts costs, makes present workers to be more motivated, and involves minimal training. External recruiting brings in raw talents, and a novel viewpoint.
It also submits a huger group of competent prospective workers (Stybel, 2010). There are many recruiting sources, but the ones that seem to be cheaper are referrals, and walk-inns. Organizations must also assess the value of the variety of the sources. The two universal keys used to establish the most effective recruiting sources are yield ratios, and time drop information (Diaz, 2011).
Time drop information encompasses approximations of the time it seizes to carry on in the course of the steps in the procedure of recruiting and hiring. Preferably, organizations want to utilize a recruiting source that generates a huge number of competent candidates, and shun drops in time, which makes candidates to lose attention prior to the end of the process (Holt & Seki, 2011).
The Recruitment process from the applicant’s viewpoint
When searching for a job, applicant’s assess their prospective employers to establish if they are suitable, or not, for a company. They involve themselves in data-searching activities to make certain the position presented matches their skills, and significance.
Candidates assess their prospective employers to ascertain the best probable “fit” to boost job fulfillment, and inspiration (Scherbaum et al, 2011). In the course of the procedure, candidates put into consideration how well their proficiency, and capability is equivalent to the position being presented.
They also put into consideration the cultural friendliness of the company with their individuality. The culture of an organization that matches the applicant personality attracts the applicant to the organization. Familiar values with a prospective employer also form an important factor, which is considered by an applicant (Holt & Seki, 2011).
How the principles of organizational psychology can be employed in the enrollment process
Sequentially, to identify with the etiquette of persons executing in a company’s surroundings, organizational psychology employs scientific technique. In the aspirant’s viewpoint, there is a prototyped conduct, that is, some institute has been forced. From the viewpoint of the organization, these manners could in reality begin in the recruitment appealing stage (Scherbaum et al, 2011).
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For instance, when vacant jobs are advertised, the skills needed, the level of learning, and the working hours are included in the post. By doing this companies decrease the number of incompatible candidates, who would have otherwise applied.
Though the constitution is not imposed in the advertisement, the candidate is made aware of the manners, and expertise anticipated, for the position. This assists applicants to select the inventory they consider most similar to their experience in both education, and work (Holt & Seki, 2011). Organizational psychology principles are crucial in choosing novel employees, ascertaining the candidate “fits” the company, and ascertaining the company “fits” the candidate.
Organizational socialization is a term that refers to the procedure of switching from the ‘outsider’ character to organizational associate (Diaz, 2011). The procedure permits beginners to amend to, and make logic of their novel surroundings. It is meant to make the employees feel as one, or as a family.
This is through organizational culture development. This concept makes one to feel belonging to a certain company. Organizational socialization enhances improvement of good relations, and also employee dedication to their work (Holt & Seki, 2011). The process involves six aspects of learning the traditions of a company, and work associated skills. The stages include:
History: Where the member becomes accustomed with the culture of the company.
Language: identifying with the language utilized inside the organization that is common only to its affiliates.
Politics: Understanding the undeclared regulations that eventually preside over the manners of the company affiliates.
People: Determining optimistic functioning relationships with existing workers.
Goals and Values: incorporating to the goals, and values of the organization to individualize them.
Performance proficiency: Fitting to be a ‘team player’.
There are three stages in which socialization takes place in a company:
Anticipatory Socialization: This is a stage in the recruitment procedure where the newcomer is yet to join the company.
Encounter: The stage in which the newcomer is officiated as a new affiliate. The stage encompasses amending to the novel position and the company.
The stage of Acquisition and Change: In this stage the worker is moderately contented with job associated errands, and is becoming adapted to the company’s culture.
How the principles of Organizational Psychology can be employed to organizational socialization
The performance of workers and their dedication to work is established by the temperament of working surroundings, as well as, the participation of all workers in all the company’s actions as associates (Holt & Seki, 2011).
Most companies commence the socialization procedure in the course of the interview, and enrollment, therefore, the interview is used to give clues to prospective applicants on their expectations once they are employed in the company. When applicants are issued with the company’s actual condition, they will not be amazed once they apprehend that the place they dream to work has its equivalent share of troubles, and concerns (Scherbaum et al, 2011).
The provision of all the essential information to prospective employees, as an organizational principle, will also be of assistance in socialization, as the advice of beginners to look for explanation on what they are already aware of. This makes a difference from those who seek for information which does not have any concrete base.
Organizational psychology as a science, studies the relationships that workers share with their employers, fellow workmates, and their place of work. It also looks at the worker’s behaviors in regard to their duties. The concept has been recognized as an essential one especially in the course of hiring, and enrolling. This is because it makes it easier for the applicant’s to be chosen (Diaz, 2011).
The procedure cuts costs, for organizations, and also helps applicant’s to identify organizations where they best ‘fit’. It also enables organizations to come up with the best candidates for the job. Organizational socialization makes newcomers to adapt more easily to their new surroundings, and makes it easy for them to handle both individual’s, and work associated issues (Holt & Seki, 2011).
Diaz, M. (2011). Job seeking and Recruitment: Who’s interviewing whom? Web.
Holt, C., & Seki, Kyoko. (2011). Industrial and Organizational Psychology: Perspectives on Science and Practice. Global Leadership: A Developmental Shift for Everyone. 5 (2).
Scherbaum, C.A., Goldstein, H. W., Yusko, K.P., Ryan, R., & Hanges, P.J. (2011). Industrial and Organizational Psychology: Perspectives on Science and Practice. Intelligence 2.00: Reestablishing Program on g in I-O Psychology. 5 (2).
Stybel, L. J. (2010). Managing the Inner Contradictions of Job Descriptions: A Technique for Use in Recruitment. The Psychologist- Manager Journal. 13 (2).