PSIKOLOGI INDUSTRI DAN

ORGANISASI

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
 SEJARAH
• Kemungkinan penerapan psikologi di industri
permulaan abad ke-20
• Walter Dill Scott (1901) berbicara tentang kemungkinan
penggunaan psikologi dalam periklanan
• F. W. Taylor seorang sarjana teknik (pelopor scientific
management), mencari cara2 paling efisien dalam
bekerja
• 1924, hasil kajian penelitian di Hawthorne, Illinois, di
pabrik Western Electric Company membuka lapangan
baru untuk dieksplorasi mengenai kondisi sosial dan
psikologis dalam mempengaruhi produktivitas
 PIO di Indonesia
• Psikologi sebagai ilmu baru dikenal dan
dikembangkan di Indonesia tahun 1950an
• Pengembangan psikologi industri dan organisasi
dipelopori oleh UI, Unpad, dan UGM
• PIO dewasa ini masih merupakan ilmu terapan
dengan kegiatan utamanya seputar pemeriksaan
psikologis tujuan seleksi dan penempatan
karyawan, yang lain bidang pelatihan dan yang
masih kurang bidang konsultasi
organisasi/perusahaan
 Pengertian
PIO adalah ilmu yang mempelajari perilaku
manusia :
a. Dalam perannya sebagai tenaga kerja dan
sebagai konsumen
b. Baik secara perorangan maupun kelompok,
untuk diterapkan dalam IO dan untuk
kepentingan manusianya maupun
organisasi/perusahaan
 PIO dan ilmu lain
• Organizational Behavior : bagaimana interaksi
individu dengan lingkungan sosialnya
• Human Resources Management : bagaimana
manusia sebagai Tenaker dapat dikelola secara
efektif
 Job Analysis

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
Pentingnya?
• Job analysis is the foundation for almost all
human resources activities. Job analysis provides
such information:
– Knowing the tasks and employee performs
– The conditions under which they are performed
– The competencies needed to perform the tasks

• It is difficult to imagine how one could write a job

description, select employees, evaluate
performance, or conduct training programs
without knowing the information
Peristilahan
Task/Tugas
• Suatu kegiatan yang dilakukan untuk suatu tujuan tertentu.
• Gabungan dari dua unsur atau lebih sehingga menjadi suatu kegiatan yang
lengkap.
Ex. Memasang mesin bubut, memelihara mesin.
Position/Posisi
• Sekelompok tugas yang diserahkan kepada seorang individu
• Serangkaian tugas dan kewajiban khusus yang dilakukan oleh seorang individu
tertentu dalam suatu organisasi tertentu pada suatu waktu tertentu.
Ex. Supir truk, petugas AC
Job/Jabatan
• Sekelompok posisi yang mirip, baik mengenai jenis maupun mengenai tingkat
pekerjaannya
• Dalam beberapa hal hanya sebuah posisi yang tercakup dalam jabatan itu,
karena tidak ada posisi lainnya yang sama.
Ex. Asisten laboratorium, Staff IT, Sales Manager
Definisi AnaJab

Analisis jabatan adalah prosedur menentukan

tugas – tugas, kewajiban dan tanggung jawab
dari suatu jabatan dan karakteristik orang yang
diperlukan untuk jabatan tersebut

Analisis jabatan bukan menganalisis orang yang

memegang jabatan saat itu (job holdernya).
Approach to Job Analysis
• Job-Oriented
Techniques focus on describing the various tasks
that are performed on the job.
– Task Inventory Approach, in which task statements
are generated by experts who are familiar with the
jobs—subject matter experts (SMEs). These experts
may be Incumbents or they may be individuals who
have expertise or knowledge about the job.
– Functional Job Analysis, a picture of the job is
generated when these task statements have been
rated with regard to data, people, and things.
• Worker-Oriented
Techniques examine broad human behaviors
involved in work activities.
– Job Element Method (JEM) was designed to
identify the characteristics (KSAOs) of superior
workers in a particular job.
– Position Analysis Questionnaire (PAQ) a
standardized instrument that focuses on general
work behaviors.
Job Descriptions and Spesifications
Job Analysis

Job Description
and
Job Specification
Job Description (Uraian Jabatan) adalah suatu daftar/keterangan mengenai
tugas – tugas, tanggung jawab, hubungan pelaporan, kondisi kerja, dan
tanggung jawab pengawasan yang dimiliki suatu jabatan.
and
Job Specifications (Persyaratan Jabatan) adalah suatu daftar/keterangan
mengenai “syarat manusia," yaitu, pendidikan yang diperlukan, keterampilan,
kepribadian, dan seterusnya yang dimiliki suatu jabatan.
Purposes of Job Analysis

(Levy, 2010)
 Discuss
1. How job analysis provides the building blocks
for most of the work done by industrial
psychologist and HR practitioners
2. Do you think companies can really do
without detailed job descriptions? Why or
why not?
3. In a company with only 25 employees, is
there less need for job descriptions? Why or
why not?
Criterion Measurement

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
 Introduction
• Job analysis provides the foundation on which everything in
the field of industrial psychology is built
• Criteria are quite important because they reflect
organizational or individual performance and, in a competitive
market, companies are driven by performance and profits.
• Criteria are typically dependent variables that provide an
indication of success or performance
Defining Criteria and Their Properties
• Criteria are defined as evaluative standards that can be used
as yardsticks for measuring employees’ success or failure
Rely on :
 Appraising employees’ performance
 Evaluating training program
 Validating our selection method
 Making layoff and promotion decisions
• Performance, which can be defined as actual on-the-
job behaviors that are relevant to the organization’s
goals.
Criteria for the Criteria
• Relevance
• Reliability
• Sensitivity
• Practicality
• Fairness
Distinction Among Performance
Criteria
• Objective Criteria
Performance measures that are based on counting rather than
on subjective judgements or evaluations. For examples :
• Subjective Criteria
Performance measures that are based on the
judgements or evaluations of others rather than on
objective measures such as counting
• Contextual Performance
Activities performed by employees that help to
maintain the broader organizational, social, and
psychological environment in which the technical core
operates.
Levy, 2003
 Discuss
1. Explain the distinction between objective
and subjective criteria!, Which among the
best?
2. Are criteria dynamic? If so, what impact do
they have on I/O psychology at both the
theoretical and applied levels?
3. How do we use criteria in our everyday lives?
How are they used in I/O psychology?
 Superior worker untuk pegawai
administrasi
• S1
• Mengetik secara cepat
• Kesalahan minimal
• Fokus
• Daya tahan terhadaps stres

Kemudian, dalam seleksi digunakan sebagai kriteria seleksi :

Ketika karyawan yang diseleksi mampu memenuhi kriteria
tersebut,maka diprediksi dia akan berhasil dalam bekerja
PERFORMANCE APPRAISAL

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
Defined
The systematic review and evaluation of job
performance, as well as the provision of
performance feedback
Uses of Performance Appraisal
• Used to make important personnel decisions
• Used for developmental purposes
• Documentation of organizational decisions
The Role of I/O Psychology in
Performance Appraisal
• I/O psychologist are often hired to help develop
and implement performance appraisal systems
• Many companies have I/O psychologist in their
HR departments who are responsible for what is
known as performance management,
1. Objective goal setting
2. Continuous coaching and feedback
3. Performance appraisal
4. Developmental planning
Popular format for performance
appraisals
1. Graphic Rating Scales
2. Behaviorally Anchored Rating Scales (BARS)
3. Checklists
4. Employee Comparison Procedures
Summary of Appraisal Formats
Errors
• Cognitive Processes
• Halo
• Leniency
• Central Tendency
• Severity
• Other Errors
 Discuss
1. Explain in your own words how you would go about
developing a behaviorally anchored rating scale.
2. Several different rating formats are presented. If you
were designing a performance appraisal process for an
organization, what format or formats would you
choose? Why?
3. Discusses both performance appraisal and the
ongoing performance management system. How do
these two concepts differ? How are they related?
What are some particular advantages and
disadvantages of each?
Seleksi Kerja

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
Recruitment : proses yang dilakukan
organisasi untuk mencari pelamar untuk
menjadi karyawan potensial. The goals :
encouraging qualified people to apply for jobs

Selection : proses yang dilakukan organisasi

sebagai usaha mengidentifikasi pengetahuan,
kecakapan, kemampuan, dan karakteristik lain
yang dimiliki pelamar, yang mampu
membantu organisasi dalam meraih tujuan.
• PROSES PENCARIAN INFORMASI DAN
ASESMEN (PENERAAN) TERHADAP
CALON PEMEGANG SUATU JABATAN
• PROSES PENYARINGAN
• JOB REQUIREMENT VS MAN
SPECIFICATION
• OUT PUT = PERSON JOB FIT
Keputusan yang paling sulit dan sangat penting adalah
keputusan dalam menentukan dan memilih orang (SDM)

Karena…
• Salah pilih, resikonya sangat besar
• Memilih SDM handal tidak mudah, walau banyak
• Posisi SDM sebagai investor bagi perusahaan
Selecting Candidates
 TAHAPAN SELEKSI
REKRUTMEN SELEKSI
RESOURCES ADMINISTRASI
MELAMAR

OK
BUANG NOT
PEMERIKSAAN
PSIKOLOGI (PSIKOTES/ASSESSEMENT CENTER)

BANK DATA OK

OK MASA
BANK DATA PERCOBAAN/
WAWANCARA PELATIHAN
PENGGUNA

OK LULUS
BANK DATA
PEMERIKSAAN
KESEHATAN KARYAWAN
NEGOSIASI TETAP
Job applications and resumes
• Application forms
– Contact information
– Work experience
– Educational background
– Other areas or additional information
– Applicant’s signature

• Resumes/CV
– Sumber informasi dikontrol oleh pelamar
– As a basis for deciding which candidates to investigate further.
– Menyediakan informasi yang belum bisa tercover oleh formulir
lamaran yang sudah di format oleh organisasi.
Employment tests

– General cognitive ability tests (intelligence tests)

– Aptitude tests
– Achievement tests
– Physical ability tests
– Work sample
– Assessment Center (simulation exercises)
– Personality inventories
– Drug tests and medical examinations
– And etc
Interviews
• Wawancara individu/face to face
• Panel interview
• Computerized

– Advantages
• Can provide evidence of communication skills and interpersonal skills.
• Can give insights into candidates’ personalities, interpersonal styles, job
knowledge and skill.
• Provide a means to check the accuracy of information on the applicant’s
résumé or job application.
– Disadvantages
• Can be unreliable, low in validity, and biased.
• Costly
• Subjective and greater risk of discrimination complaints by applicants.
References and Background Checks
 References
– Applicants provide the names and phone numbers or letters of
reference of former employers or others who can vouch for their
abilities and past job performance.
– Usually the organization checks references after it has determined
that the applicant is a finalist for the job.

 Background Checks
o About 8 out of 10 large companies and over two-thirds of smaller
organizations say they conduct criminal background checks.
o The internet makes searching for convictions easier. An estimated 60
percent of American males having been arrested at some point in
their lives.
Selection Decisions
 How Organizations Select Employees
o Multiple-hurdle model (sistem gugur)
Process of arriving at a selection decision by eliminating some
candidates at each stage of the selection process.
o Compensatory model (pengetesan lengkap)
Process of arriving at a selection decision in which a very high score
on one type of assessment can make up for a low score on another.

• Usually a supervisor makes the final decision, often alone.

• The decision could also be made by a human resource professional using
standardized, objective criteria.
• Especially in organizations that use teamwork, selection decisions may be
made by a work team or other panel of decision makers.
 Communicating the Decision

• HRD is often responsible for notifying applicants about the results

of the selection process and communicate the offer to the
candidate.
• The offer should include the job responsibilities, work schedule,
rate of pay, starting date, and other relevant details.
• For some jobs, such as management and professional positions, the
candidate and organization may negotiate pay, benefits, and work
arrangements before they arrive at a final employment agreement.
• When an applicant accepts a job offer, the HR department must
notify the supervisor, so that he or she can be prepared for the new
employee’s arrival.
 Discussion
1. Compare the common methods used for
selecting human resources (baris 789)
2. Describe major types of employment tests
(baris 456)
3. For each of the following jobs, select the two
kinds of tests you think would be most
important to include in the selection process.
Explain why you chose those tests. (baris 123)
a. Bus driver
b. Insurance salesperson
c. Member of a team that makes a component of the
equipment in manufacturer
 Training

“ When you ’ re finished changing, you ’ re finished. ”

Benjamin Franklin

M. S. Hidayatullah
mshidayatullah@ulm.ac.id
• Training
1. Training adalah suatu upaya terencana dari perusahaan untuk
memfasilitasi pembelajaran karyawan terkait kompetensi yang
dibutuhkan
2. Training is very specific and is concerned with the mastering of a
particular task or set of tasks.
3. A planned and systematic effort to modify or develop knowledge
/ skill / attitude through learning experience, to achieve effective
performance performance in an activity or range of activities.
Untuk membantu karyawan menguasai KSB yang diberikan pada
program pelatihan dan agar karyawan menerapkannya dalam day-to-
day activities.
Help employees do their current jobs more effectively.
• Education
A process and a series of activities which aim at enabling and
individual to assimilate and develop knowledge, skills, values and
understanding that are not simply related to a narrow field of
activity but allow a broad range of problems to be defined,
analyses and solved.
• Development
1. The general enhancement and growth of these through conscious and
unconscious learning.
2. A process in which learning occurs through experience and where the
results of the learning enhance not only the task skills of the individual
but also his or her attitudes
Help employees prepare for the next job opportunity.
• Learning
1. The relatively permanent process by which changes in Behavior,
knowledge, feelings or attitudes occur as the result of prior experience.
2. The process whereby knowledge, skills and attitudes are acquired
through experience, reflection, study or instruction.
3. Learning is the process by which behavior and attitudes are changed.
Is It Training Problem?
 Training Needs
Assessment
Organizational Analysis, Person Analysis, Task Analysis

“ If we don't change direction soon, we'll end up

where we ’re going. ”
Professor Irwin Corey, Comedian
Causes and Outcomes of Needs Assessment

Reasons or “Pressure What Is the Context Outcomes

Points”
• APA KEBUTUHAN
• KEKURANGAN DLM Organization PELAJARAN
“BASIC SKILL” Analysis • SIAPA YG DITRAINING
• KINERJA LEMAH •METODE TRAINING
•TEKNOLOGI BARU • FREKUENSI TRAINING
• PERMINTAAN Task Analysis
Person •BELI ATAU BIKIN
PELANGGAN Analysis • TRAINING / OTHER
•STANDAR KINERJA • BAGAIMANA
YG TINGGI EVALUASI
• JABATAN BARU •BAGAIMANA
• REGULASI/ MEMFASILITASI
LEGISLASI PENERAPAN HASIL
TRAINING
 Positioning TNA
EFFECTIVE
TRAINING
METODE

OPERASIONAL
CONDUCT
TRAINING
LEARNING
ACTIVITY

Desain
Training

Organization
Level Analysis

Job/Occupational
TRAINING Level Analysis
NEED
ASSESSMENT Individual Level
Analysis
 Competency Models
• Tren saat ini untuk needs assessment juga
berfokus thd kompetensi.
• Model kompetensi mengidentifikasi
kompetensi2 yang dibutuhkan untuk setiap
jabatan maupun KSB dan karakteristik
kepribadian yang mendasari setiap
kompetensi.
Designing Effective Training Programs
Assessment Design Implementation Evaluation

Asesmen
kebutuhan
Memilih
Prioritas Menetapkan kriteria
kebutuhan sasaran evaluasi

Rencana
pembelajaran Menentukan
desain
evaluasi
Mempersiapkan
materi2
Memberikan Melakukan
Memilih program evaluasi
trainer pelatihan
Memilih
metode dan
teknik
Interpretasi
hasil
Penjadwalan
pelatihan
 Memilih Metode Pelatihan
• Penelitian terhadap metode pembelajaran
menunjukkan bahwa agar pembelajaran efektif,
metode instruksi/pengajaran harus disesuaikan
dengan hasil pembelajaran yang diinginkan.
• Hasil yg dimaksud melingkupi verbal
information, intellectual skills, cognitive
strategies, attitudes and motor skills.
• Berikutnya pertimbangkan sejauhmana
kemampuan biaya
1. Ceramah
2. Audiovisual Techniques
3. On-the-Job Training (OJT)
4. Simulasi
5. Studi Kasus
6. Business Games
7. Role Plays
8. Behavior Modelling
9. Adventure Learning
10. Action Learning
11. Computer-based training
4 (empat) Level Evaluasi, Meliputi :
Level 1 = Reaction
Level 2 = Learning
Level 3 = Behavior
Level 4 = Results
SEKIAN & SEMOGA SUKSES UNTUK
KITA SEMUA
Discuss
1. How does development differ from training?
How does development support career
management in modern organizations?
2. In what type of situations is training most
useful? Least useful?
3. What would be the best training technique
for teaching computer skills? What would be
the best technique for customer service
skills?