1. Special Update For DSM-5
Don H. Hockenbury and Sandra E. Hockenbury
Psychology
Sixth Edition
Special Update For DSM-5
Appendix B
Industrial/Organizational Psychology
Copyright © 2014 by Worth Publishers

2. Figure B.1 A Sample Job Analysis
The job analysis is a crucial tool in personnel psychology. A thorough job analysis can be a necessary step not only for selecting job applicants but also in training employees for specific positions and in evaluating their performance. This job analysis is for the job of job analyst itself.
Figure B.1 A Sample Job Analysis
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers

3. Figure B.2 Sample Items from Two Cognitive Ability Tests
Cognitive ability tests can measure either general intelligence or specific cognitive skills, such as mathematical ability. (a) These two items are from the Wonderlic Personnel Test, which is designed to assess general cognitive ability. Employers assume that people who cannot answer most questions correctly would not be good candidates for jobs that require general knowledge and reasoning skills. (b) The chart is from the Non-Verbal Reasoning Test. It assesses reasoning skills apart from the potentially confounding factor of skill with the English language.
Figure B.2 Sample Items from Two Cognitive Ability Tests
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers

4. Figure B.3 Sample Items from a Mechanical Ability Test
Questions such as these from the Resource Associates Mechanical Reasoning Test are designed to assess a person’s ability to figure out the physical properties of things. Such a test might be used to predict job performance for carpenters or assembly-line workers.
Figure B.3 Sample Items from a Mechanical Ability Test
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers

5. Robert Blake and Jane Mouton’s “Managerial Grid” identifies five different leadership styles. With concern for production as the x-axis and concern for the people as the y-axis, managerial styles can be assessed based on whether they rank low or high on these concerns.
Figure B.4
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers

6. Figure B.5 Work Settings of I/O Psychologists
Most I/O psychologists work in institutions of higher education. Forty-one percent of the members of the Society for Industrial and Organizational Psychology work in colleges and universities. Next come I/O psychologists who work as consultants to organizations (22 percent). Another substantial percentage (17 percent) are employed by large private corporations, such as insurance companies and consumer-product manufacturers. Public organizations, such as government agencies, employ half as many I/O psychologists as private organizations do (9 percent versus 17 percent).
Figure B.5 Work Settings of I/O Psychologists
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers

7. Table B.1
Don H. Hockenbury and Sandra E. Hockenbury: Psychology, Sixth Edition – Special Update For DSM-5 Copyright © 2014 by Worth Publishers