Understanding Industrial and Organizational Psychology - Assignment Example

CASE STUDIES Case study Selection of Firefighters in Cleveland and Legal Issues Question The legal procedures used in the selection of firefighters in the town of Cleveland are drawn from the Title VII of the 1964 Civil Rights Act and also from the guidelines as they occur on the department of firefighting as well as the United States constitution (AAUW). In determining whether the town is guilty or not with regard to intentional discrimination against women in the selection process requires a critical cross examination of the selection procedures and the opportunities that these women were given. First, from the proceedings in the case study, it is evident that women were given equal opportunity to undergo the selection procedures as stipulated by the requirements of the firefighting department. The case study shows that 285 women applied for the firefighter job and were allowed to take the written test together with the 1927 men (Dipboye, Smith & Howell, 1994). Out of this number of women, 122 passed the examination; 1206 men also passed the written test (Dipboye, Smith & Howell, 1994). All these two groups were given an opportunity to undertake the physical abilities test (Dipboye, Smith & Howell, 1994). The two groups were subjected to the same procedures making 29 women and 1069 men to pass the test and be shortlisted in the eligibility list. In ranking the town firefighting department only gives the women results as the highest having 334 (Dipboye, Smith & Howell, 1994). The required mark for a pass and the marks got by men were not included in the case. There is a fact that the hiring of unqualified firefighters can pose a great risk to the public and this mark the reason for the employment criteria adopted by the town’s firefighting department. The process of firefighting requires that loss of lives and property be stopped in the shortest time possible. This requires an individual working as a firefighter to show stamina and speed and all these are seen in the strength one has. The lawyer of the city of Cleveland was able to prove that the tests were arrived at after considering the job analysis and gave a valid argument that speed and strength mattered in matters of life and death (Dipboye, Smith & Howell, 1994). Thus, the examination was job-related and validated according to the content, construct and criterion-related validity studies. The plaintiffs in this case failed to prove that the procedures had a less restrictive alternative. As well, the defendants were able to establish that a correlation existed between higher test scores and job performance (Dipboye, Smith & Howell, 1994). Title VII of the 1964 Civil Rights Act provides a chance for the veterans and minority to be given special treatment in the selection procedures and no discrimination along gender lines should be witnessed (U.S EEC). In presuming the position of a judge in this case, the final verdict in this case would be that the town of Cleveland is guilty for intentionally discriminating on the women. The women’s application was not rejected but they lost in the selection process due to the non-inclusive laws that governed the selection process. The town is guilty in that it didn’t consider the physical nature of women when outlining the selection procedures and thus wasn’t fair to the women. It is evident that the tests measured the traditional attributes that showed the excellence in men like speed and strength but left out what makes women traditionally excel such as stamina and endurance. This means that the test attributes were not equally related to the skills which the specific job required. Therefore, the town should come up with valid and inclusive procedures for the selection process that would cater for the special needs of women because they can also play a role in the firefighting process. Remember, there is no guideline showing that women cannot work as firefighters; it is only that none has been hired before. Once these new procedures have been shown, there is need for the selection to start again. Question 2 The process of evaluating the validity of the content, construct and criterion of selection of firefighters would start by looking at the skills that are looked at in the selection process. The skills must be those that are necessarily required in the job for the sake of efficiency and life saving activities (Dipboye, Smith & Howell, 1994). The firefighting job requires one to make sound judgments, be able to comprehend and make observations clearly and follow directions keenly (Dipboye, Smith & Howell, 1994). These together with mathematical skills comprise the written test that each individual should be subjected to. The physical abilities tests in its three faces involve the actual application of some of these skills in an imagined firefighting session. Thus, the validity of these procedures in terms of content, construct and selection criterion can be established by trying to establish whether the examination is job-related and has less restrictive alternatives (Dipboye, Smith & Howell, 1994). If it has less restrictive alternatives, then the procedures would be termed valid. As well, there must be a clear and adequate correlation between the scores one gets in the tests and the job performance; all these are supposed to warrant a rank-order hiring procedure (Dipboye, Smith & Howell, 1994). All these procedures adopted in this case study, the procedure are partly valid as they exclude the traits that would make women traditionally excel in such tasks. Question 3 The current laws and procedures governing the selection process of firefighters have in many placed an intentional discrimination on women. From the perspective of the above case, the procedures are actually male oriented as opposed to women. Thus, to formulate an inclusive procedure for both genders, such factors should be considered. The written test would remain intact when formulating procedures for the selection of women firefighters. This is because the major skills required in the written test such as mathematical skills, comprehension skills and the ability to make sound judgments are all applicable to both men and women (Dipboye, Smith & Howell, 1994). There is no actual difference actually when both genders are subjected to such tests. The change in procedures would come in the physical abilities test which requires one to demonstrate strong abilities like strength and speed. The current procedures only look at what would naturally make men excel as opposed to women. Men can naturally excel when attributes and traits such as speed and strength are considered. Including the traits and attributes that would make women to naturally excel like stamina and endurance, would give them more opportunities in the firefighting job (Dipboye, Smith & Howell, 1994). These procedures wouldn’t give the men any disadvantage because the two genders biological have two different body constructs and thus cannot do work in the same way. Question 4 In instances where controversial cases like the one filed by women emerge, there is need for the employer to prove that the selection process is valid enough to offer everyone an opportunity. The validity of the criterion, construct and the contents of the tests involved must always show that the process is fair and in line with the skills required in the job. If the case of the physical ability test is considered, there is a realization that the steps involved are very relevant to the nature of the firefighting job. However, one problem that emerges is that the skills being looked for a more male oriented as compared to the female skills. Thus, the female gender will automatically be endangered when the employer is short listing candidates according to their performance. This cannot be considered valid as intentional discrimination is evident. Unless, the procedures take care of the physical nature of genders, they wouldn’t be termed valid. Case Study 2 – Training, Leadership and Teamwork Question 1 It is true that every organization is making efforts to move from bureaucratic methods of management to a more collaborative approach that would involve team work and risk taking. The choice of an outdoor adventure training as an approach to enhance employee leadership skills and team work spirit is not the best choice for such companies because it cannot be used independently because of some negative impacts it presents to workers. Considering the benefits, the approach has a way of bringing about self-discovery within an individual. For example, the case study presents a situation where workers are taken for training in the wilderness. The activities involved in the training are those that enhance self-awareness. Such are like squeezing blindfolded at night through a crack. The example presents a benefit that the group involved was able to overcome barriers and went ahead to break through language and cultural barriers in order to understand themselves. Other benefits accrued to the approach as per the case study were that workers were able to trust one another especially in the game of the ‘spider web’. The experience left most of the workers more spontaneous, cheerful, happy and confident as opposed to the reluctance they had from the beginning. This further made them to question their potentials in life and the areas in which they hadn’t not fully put their potential. Thus, they became more established with regard to what they think and do while at work. Other employees testified of how the approach increased their self-confidence and esteem. Even though the approach has benefits, most of them are largely short term in nature and thus may not benefit an organization that would want to have a long-term plan for its workers to develop team work. Considering the case study presented, it is evident that most workers would prefer outdoor adventure training with reasons that they are breaking boredom or the monopoly of routine duties at work. This is evident in a case where a worker believed that the training exposed more insoluble problems and instead made the situation worse. Some workers felt intimidated and reasoned that they did participate in the training as a way of keeping their jobs. Thus, with all these weaknesses evident, it wouldn’t be advisable to use the approach independently but to mix it with other applicable approaches that could take care of the weaknesses. Question 2 Any outdoor training if it has to be organized should be favorable to all employees regardless of age, gender, and race, and religion, political or social status. The prime goal of improving leadership skills and teamwork should be achieved in the first place. Thus, the effectiveness of outdoor adventure training should aim at creating a high self-esteem and self-confident team. Taking the example of the group that had a permanent site, one would realize that an effective outdoor training program should enhance the manner in which employees relate with one another and much of trust should be built between them. The method should ensure that at the end of the exercise, the team is happy, inspired, cheerful and ready to work. In cases where employees feel intimidated, a pre-training session should be considered to help air out certain ill-feelings like feeling out of place or doing it for the sake of not losing the job. Question 3 The nature of outdoor adventure training is in such a manner that so many risks can be involved especially with those who go to the wilderness or permanent sites. Some of the legal issues to consider in such an event are the safety of the individuals by taking measures to reduce the potential of accidents occurring. The severity of accidents can also be reduced when such legal issues are taken into consideration. The legal issues also differ with regard to the different type of programs. Thus, for an organization to organize a good outdoor training program there is need to do a risk assessment analysis. The need actually comes from the fact that outdoor adventure program activities entails bearing a responsibility to provide a safer environment in which all can enjoy the activity. Every program should have policies, procedures and guidelines for every activity that the organization will engage in like hiking, canoeing and rock climbing. This will differ from organization to organization. However, there are a number of policies that are generally acceptable within the outdoor industry. Many of these guidelines are normally published standards and thus must be adhered to. For example, in rope climbing, the group must adhere to the standards like those used by the boy scouts. Most of these standards are found in the document The Manual of Accreditation Standard for Adventure programs. Question 4 As much all experiential programs are meant to help employees adhere to organizational cultures, most of the times it may not be wise and advisable to aim at changing the employee values. The nature of work in an organization requires that one be competent in skills, knowledge and ability that are directly related to that particular job. It is upon the realization that an employee can improve in skills and knowledge that an employee will voluntarily adjust his/her values to the ones desired by the companies. When the programs try to force one to change his/her values, cases such as those witnessed in the case study where some employees feel intimidated will arise. Thus, it is good for the programs to focus largely on skills, abilities and knowledge. Question 5 Another program that can be used alongside the outdoor adventure training is the In-service training and staff development (Halim & Ali, 2013). This involves staff development with the aim of improving their performance thus promoting their professional growth. It normally employs a learner-centered and problem-centered approach that gives workers an opportunity to broaden their perceptions and increase their capacity to gain knowledge and mastery of techniques (Halim & Ali, 2013). The program will involve different types of programs such as induction/orientation training, foundation training, maintenance training, and career development training (Halim & Ali, 2013). In the induction category, training is provided for employees as soon as they are recruited into the company (Halim & Ali, 2013). This is normally to enable the employee to master the organizational culture. Foundation category on the other hand involves an additional knowledge with regard to government rules and regulations, financial transactions, communication skills, and leadership skills (Halim & Ali, 2013). Career development helps upgrade the knowledge, skills, and abilities of the employees. Such a program would also benefit the EL Company. Case Study 3 – Motivation Problems at Electro Logic In considering the strengths of EL, there is a boost that should actually realize its stability and that is the fact that it gets government funding. As well, the facts that it gets government contracts is a strength in itself that shows how its services are trusted and adored in its areas of operations (Whetton & Cameron, 1998). Another strength is that EL has the capability of having qualified staff and this can be seen in the approximately 80% of its workers being qualified engineers (Whetton & Cameron, 1998). Secondly, from the testimony given by some workers privately interviewed by the hired consultants shows that there are a few desirable elements about the company that puts some of them there (Whetton & Cameron, 1998). El gives an opportunity for the workers to engage in a lot of research and this helps them get hooked up relevant activities that can benefit the organization. There are testimonies for example by the first interviewee Pat who shows that the President and the top management like working closely with other members of the EL team. Another major strength that keeps the company going is that the workers have a good rapport among them and thus can easily consult and learn from one another (Whetton & Cameron, 1998). Also, most of the staff evidently love their jobs and duties and the roles they have been assigned in the EL Company. The fact that other employees engage in different tasks is encouraging for EL as this breaks the monopoly and boredom at work. Despite these strengths, there are many weaknesses that EL has. The issues of remunerations are a highly motivating factor for employees who are highly skilled and motivated to work like the ones at EL (Whetton & Cameron, 1998). It is a weakness that timely payments are not made to the workers at El and this is the most demotivating factor for some. Others expect salary increments as appraisals by word of mouth are not just enough; but it seems that the dream is yet to be realized. An example is a worker like Pat, who feels so unsecure with the fact that he is never sure that he will funded in the coming months (Whetton & Cameron, 1998). It seems that as much as he has a family to take care of, the job is not promising enough to offer him that opportunity always. Others like P.J. feel they have financial commitments like sponsoring their children to colleges, an aspect that the job they do should fully take care of. However, this does not happen; instead, they keep dreaming about it (Whetton & Cameron, 1998). Another aspect that presents a weakness when it comes to motivational issues is the meager salaries that the workers at EL get. According to the information provided by the consultant, the salaries are below the local and national standards; only a small group of scientists and engineers make substantial salaries and have an attractive package like the stock options. The salaries are actually linked to the level of expertise one has. There are no reports on any bonus got except for one worker who say he gets overtime when working on urgent projects. In terms of the facilities and offices for workers, the EL has a great weakness. It is evident that only the president, vice-president and chief financial officer have offices. The rest of the workers are actually grouped together in their areas of work with little or no privacy for the workers. The working environment for the workers is noisy and thus not conducive enough for the workers. Lastly, the relationship between the top management and the rest of the workers is very poor. Most workers feel secure when their bosses keep on advising them on the way forward. The workers interviewed have a good point that when working on projects, they need to know what their boss requires and these calls for consultations. As well, the workers themselves look down upon each other. There is need for every worker to appreciate the work of another whether they are learned or not. None should despise the other on grounds of academic qualification especially in a job where experience matters most. The president should create time to look into the welfare of the workers and duly appreciate their efforts in making the company successful. The gap between him and the workers is too large in this case. Question 2 The president of the El has so many tasks that he should work on in order to help create a motivational atmosphere for the workers to give high productivity (Halim & Ali, 2013). Such start with facilities to his own time with the workers. First, the company should invest in building offices for the workers and creating a working environment that is conducive enough for all the workers. Giving them an opportunity for birthdays alone is not enough (Whetton & Cameron, 1998). From this point, every worker in the two major departments will have an office to report to and consult adequately on issues of importance. This will as well help in creating a well-defined organizational structure and culture good enough to realize the objectives of EL. Salaries and remunerations are very important in any working environment. The president should ensure that all workers are compensated not only by their academic qualifications but also by their workload and achievements. In cases where workers make great achievements, the company should set up packages for such achievements and as well give promotions to those concerned. For example, an employee like Chalida needs to be appreciated and given promotions for his contributions and experiences he has gathered in the company (Whetton & Cameron, 1998). Thirdly, there is need to create a good communication channel between the employees and the gap between the management and the employees be reduced. Effective vertical and horizontal communication is very necessary for a profitable growth of such a company. Thus, Steve should first aim to meet and interact with all workers in the company, but not just those at the top or those who were his students at college. Clearly designation of roles should as well accompany this so that some workers do not feel out of place when it comes to reviewing of work done. Lastly, there is need for an outdoor adventure program in this company to enhance the morale and esteem of these employees. There is need for the employees to appreciate one another in their roles as well as contributions to the company. An outdoor adventure especially one like mountain climbing will pose challenges to the team such that the employees will learn to help one another and build a positive team that can work and realize the EL’s goals and objectives. References Dipboye, R. L., Smith, C. S., & Howell, W. C. (1994). Understanding industrial and organizational psychology: An integrated approach. Orlando, FL: Harcourt Brace College Publishers. Whetton, D. A., & Cameron, K. S. (1998). Developing management skills. Reading, Massachusetts: Addison-Wesley. Halim, A. & Ali, M. (2013). Training and professional development. Retrieved from < http://www.fao.org/docrep/w5830e/w5830e0h.htm> on 17th February, 2014. U.S. Equal Employment Commission. Title VII of the Civil Rights Act of 1964. Retrieved from < http://www.eeoc.gov/laws/statutes/titlevii.cfm> on 17th February, 2014. AAUW. Overview of Title VII of the Civil Rights Act of 1964. Retrieved from < http://www.aauw.org/resource/title-vii-of-the-civil-rights-act-of-1964/> on 17th February, 2014. Read More