The scientific basis for information on psychologizing organizations

The Psychology of Interviewing

When a company or team is looking to expand or hire new people, they will probably conduct an interview. I've been to a few interviews myself, and I've experienced many where the interviewer seemed to have too much skill.

In the future, I would like to use psychology as a tool to help me form my own organization or team. Here are some of the things I've been thinking about.

Job Analysis

When a company or team is looking to hire new people, they need to analyze the job they are looking for. It is necessary to clarify the duties required of the position, the experience and aptitude to carry out the responsibilities, and the content that includes them. An example of this would be an osteopathic clinic where judo therapists work. In an osteopathic clinic, it will be necessary to provide certain complementary medical services to patients who come to the clinic on a daily basis.

The clinic's structure requires knowledge of insurance and how to use it, as the clinic delegates the receipt of health insurance to the patients.

In addition, patient care also requires skills in hospitality.

Also, if you are in charge of the field or hospital, you need to do management, leadership, and yearly planning. If you are in charge of a clinic, you will need to be involved in management, leadership, and yearly planning. There are other things you can look for, but these are just some of the things you will need to do in a clinic.

The hiring manager will analyze and experience these necessary items to gather information about the job and apply it to the interview.

In addition, job analysis can be divided into two main categories

Job orientation analysis

Person-oriented analysis

Job-oriented analysis

The former focuses on the specific tasks to be performed, while the latter focuses on the characteristics required of the candidate.

Nowadays, some people may be using people-oriented analysis without understanding or being aware of it. People-oriented analysis identifies the knowledge, skills, abilities, and other qualities that are needed to perform a job well.

It is usually divided into those qualities that are needed when a candidate applies for the job, and those qualities that should be acquired through training after the candidate gets the job. If not well understood, the job/personal orientation analysis will get mixed up and you will not know what kind of person you want to hire.

How to use a job analysis

It identifies the key competencies that are required at each stage of stepping up in the job you are engaged in, as it is useful in providing a detailed path of career development. This setting can be used as a basis for performance appraisal, as a standard for measuring employee performance.

There are some companies that use a similar system, but they incorporate things that cannot be measured, and in the end, it is up to the evaluator to decide what to do. If you are thinking of getting a job, there are more and more companies that proudly post this kind of information, so it is one of the points to consider when choosing a company.

Evaluation methods

There are five main methods used to evaluate candidates.

In practice, we use a combination of these and other methods to identify the strengths and weaknesses of the candidate.

Background check

This is where you check for work experience and education related to the job you are seeking. This is a common part of the hiring process, but you will be asked about specific experience from school or previous jobs.

This is not a crude way of asking, "What's your background? This is not a rough search.

Assessment Center

This is where the candidate's ability to perform the job is assessed through exercises and simulated tasks. The number of days and situations may vary depending on the setting, but it is an important factor in the hiring process because it allows you to evaluate the candidate's communication, problem solving, interpersonal, and planning skills. One drawback is that it is time consuming and costly for both the interviewer and the candidate.

Work Samples

A method of asking candidates to simulate a portion of their actual job duties to see if they can perform the required tasks under standardized conditions.

Unlike the assessment center, this method is also an easy way to predict the candidate's performance after hiring, since the candidate is asked to simulate actual work.

Psychological testing

Evaluates personality, intelligence and skills, emotional intelligence, job interests, and other related items through various tests such as problem solving, answering questions, and manual dexterity. Some companies used this technique, but I was given interview after interview where it was unclear if I was proficient in using it, so I thought someone who can do psychological testing should handle it.

Interviewing

The most common evaluation method.

Answers to questions, behavior, and the candidate's ability to communicate and communicate with others are evaluated. Some employers also evaluate the strength of the gaze and handshake, and look at the candidate's interpersonal skills.

Interview Credibility

Research has shown that there is no accuracy in the assessment of interviews.

This is because of the influence of the interviewer's perception bias, race, gender, and whether the person is likable or not.

For this reason, interviewers are expected to do the following

Train for the interview.

Ask standardized questions.

Do not evaluate the candidate until the interview is complete.

Evaluate the candidate based on skills and other factors.

How to create a psychological team

Forming a team is helpful in all aspects of work, learning, and play.

When it works well, it is powerful and transformative, and there are many ways to develop team members, effectiveness, and potential. In this article, I would like to share some psychological tips on how to condition a team. Here are some tips on how to do this.

How to Use a Team

Teamwork has the advantage of bringing about collective performance, which means that a combination of members can produce results that would be impossible for a single person to achieve, and that the performance of the team can be higher than if they were working individually. An example of this would be forming a medical team, each with their own role, to take on a single surgery.

Since it is necessary to work in a relationship of "interdependence" where each person has a clear role but expects the work of others to be handled by them, the following is essential

Good communication

High skills

Dedication

Trust that comes from cooperation

These are the things that are necessary to make a team work well.

However, there are times when situations arise that prevent us from achieving the results that should be possible. When this happens, either "social corner-cutting" or "dysfunctional brainstorming" is taking place.

Social corner-cutting is a phenomenon in which people spend less effort working as part of a team than they would if they were doing the same thing alone.

Dysfunctional brainstorming means that even with the same number of people, when a group of people try to come up with ideas, the results are lower than when they think individually. When a team is not working well, it is better to start thinking about and remedying situations where social corner-cutting or brainstorming dysfunction is occurring.

Ways to improve your team

There are several methods.

Create an independent work group with responsibility.

Form a quality control circle that considers and proposes solutions.

Team building activities.

In turn, when the goal is to create self-sustaining groups, the goal is to improve efficiency. When the goal is to create a self-reliant group, the goal is to improve efficiency, which means to make the group work more efficiently by assigning responsibility for a specific product or process.

The next step is to form a quality control circle, which is a group of employees who discuss, understand, and propose solutions to the problems they face. One way to do this is to make the circle a separate company, so that employees can identify, understand, and propose solutions to problems that they cannot build on their own.

Finally, there are team building activities, which are often conducted under the guidance of professional consultants.

Contents include

Improving the team's ability to perform their duties

Improving trust, communication, and interaction within the team, focusing on the interpersonal skills of the personnel. These are not the only activities available, but there are many.

Necessary concepts for building a team

Roles

Each person must have a "different and unique role.

Norms

Creating unspoken rules that members follow.

(What time do we work? etc.)

Group cohesiveness

Using factors such as solidarity and trust to increase members' cohesion and willingness to continue working

Team commitment

Requires acceptance of the team's goals and willingness to work hard to achieve them, thus requiring a depth of involvement by members.

Mental Model

An understanding of a task, skill, or situation.

A good organization is able to share this with its members.

Team Conflict

The effectiveness of a team is confirmed by whether the team members try to deal cooperatively or fight each other when conflicts, disputes, or other disagreements arise within the team.

If you actually make it.

If a team is to be formed to achieve a single goal, based on an understanding of what has been discussed so far, the following steps should be taken.

(Advocated by psychologist Bruce Tuckman)

1) Form the team.

At this stage, members get to know each other, share information, learn about the project and their roles, and establish basic principles for working.

2) Confusion occurs.

In a team that is in motion, members will fight for position in the team. At this time, disagreements about what to do as a team and the means to do it may arise.

A sense of unity is created in ③.

At this point, the members begin to become aware that they are part of a team.

Individual goals fade away, and they begin to focus on working together to achieve results. Finally, there is a team approach to the matter.

4) The team functions.

This is where the team starts to function at a high level.

The members cooperate with each other and an atmosphere of openness and trust is created. They are interdependent and focused on their activities to achieve their goals.

The group will be disbanded in 5).

As one project nears completion, we reflect on our work as a team, celebrate our successes, and identify areas for improvement.

The members move on to the next project.

The ideal team size is five to nine people.

Psychological Talent Management Methods

When you belong to an organization, what do you consider important?

In the past, there was a strong tendency in the world to have to have ________, so income and lifetime employment were considered important, but this is no longer the case these days. On the surface, it seems that having a "sense of fulfillment" in one's work is considered a virtue, and the trend of following one's dreams and being free seems to be in vogue.

The reason for this trend seems to have something to do with talent management, which refers to motivation and evaluation. In this article, I would like to explain talent management and study the purpose of doing this as a manager or a person being managed. Let's study it together.

What is motivation?

Motivation is a mental process that drives a person to take a specific action or do a specific job, and is generally associated with the desire to achieve some specific goal. Examples of specific goals include money, praise, and social contribution.

The reason why companies are paying attention to this nowadays is because it has been found that there is a correlation between high motivation, performance, and job satisfaction. Since such a relationship is ultimately linked to the success of the organization, people are less likely to be given reckless quotas or orders, and are more likely to set goals that motivate them.

However, executives and managers sometimes forget that people vary in their motivation to improve their performance. One of the reasons why companies and organizations that set goals only tokenistically are failing is that the "main goals of the organization" are not set or shared. Because of these reasons, there may be a gap between the goals of the organization and the individual, and results may not be achieved. In order to motivate people, it must be understood that human behavior is about satisfying desires, and the starting point of behavior differs from individual to individual, such as material rewards and recognition of one's own abilities.

This means that executives and managers need to understand that if they understand the starting point of an individual's behavior when setting goals, it is the impact of that behavior on performance.

Goal Setting

Dr. Edwin Locke, who proposed the theory of goal setting in the 1960s, advocated that incorporating the following items into the setting would be most effective in increasing motivation

Clarity

Make sure the goals you set are clear, specific, measurable, and time-bound.

This way, employees will know what they need to do and by when.

Challenge

Goals are often more motivating if they are difficult, with the expectation of great rewards. However, this does not apply to unrealistically high goals.

Commitment

Goals must be understood by both management and employees, and the content agreed upon. It means that both parties must understand why so many goals are being set, which are set unilaterally.

Feedback

Regular progress reports will help adjust the expected results and the level of difficulty. Without feedback, it is impossible to assess employee achievement.

Complexity of the task

Employees will need time to learn the skills required to achieve the goal within the time frame set. If you set a high, unknown goal, it means that both parties need to understand what will be required and management needs to ensure that employees have time to learn.

Performance evaluation

Provide opportunities for feedback to employees to evaluate their performance on a regular basis. The feedback will be based on the aforementioned information.

If the performance is good, acknowledge the employee; if it is bad, provide "constructive" criticism and guidance. Constructive means that you support the positive aspects of things and try to make them better, or that you are actively trying to promote things.

In order to evaluate performance, a "good" state is set and then evaluated according to a procedure.

This provides employees with information that can be used to make management decisions (hiring, firing, etc.), which is necessary to maintain and improve performance over the long term, and to help employees grow.

Biases and errors in evaluation

Any human being can make imperfect judgments, and bias and error often appear in performance evaluations. The conditions under which bias and error occur are

Familiarity between the supervisor and subordinate, and the subordinate's good temperament. When a particular employee is evaluated, all other employees are evaluated in the same way.

In order to avoid this kind of thing, it is important to have a system in place.

In order to avoid these things, it is necessary to make the person doing the evaluation learn the "mistakes to avoid. You can also do multi-person evaluations to eliminate individual bias.

How to be a psychological leader

The introductory study states, "Read, understand and manage emotions.

For more information, see

The study was conducted at the University of Valencia and involved 240 students.

In a study conducted at the University of Valencia on 240 students, it was stated that a necessary condition for building a "team" is to "acquire emotional followers.

It is also called the acquisition of emotional intelligence, and it is based on behaviors such as altruism, conscientiousness, and social contribution.

One of the prerequisites for leadership is the ability to "read, understand, and manage emotions. He explained that if a person who reads emotions becomes a leader, he or she will read the emotions of emotional followers, which is a prerequisite for building trust.

It is also stated that the best way to deal with dissonance in a team is to "incorporate followers' emotions and expectations of others' intentions into your statements and assumptions when taking action, rather than managing calculated risks. The reason for this is that even if it is calculated, the uncertainty of the plan and the task of redoing it can be a factor in losing the trust of followers.

Even in such a situation, if the leader is someone who is not good at reading other people's emotions, it is easy to misunderstand the followers' reaction as negative. On the other hand, people who have the ability to read emotions are able to take it as a positive opinion.

How to get the ability to read emotions

Studies have shown that people who tend to have high self-efficacy are positively correlated with high emotional readability. However, since there are both high and low emotional followers in an organization, repairing the emotions of followers and clarifying goal setting may not change the reactions of low emotional followers, and their distrust of the leader may increase. Also, the longer you work together, the closer you become to your followers. So the leader decides to set goals according to the emotional level of the follower. In some cases, setting goals in this way does not change the positive or critical responses of followers.

Since this can happen with leaders and followers as described above, the researchers came up with the following countermeasures

The most useful way to build trust between followers and leaders is through "personal" relationships.

The most useful way to build trust between followers and leaders is through personal relationships.

This is what he said.