Unit 1: Introduction to I/O Psychology & Job Analysis

Q1. What is Industrial/Organizational (I/O) Psychology? Discuss its history and its role as a profession
and science.

Introduction

Industrial/Organizational (I/O) Psychology is a branch of psychology that applies psychological theories

and principles to workplaces. It focuses on understanding human behavior in organizations to improve
employee productivity, job satisfaction, and overall organizational effectiveness.

History of I/O Psychology

The history of I/O psychology dates back to the early 20th century:

1. Early Foundations (Late 1800s - Early 1900s)

o The roots of I/O psychology can be traced to experimental psychology, where early
researchers like Wilhelm Wundt studied human behavior.

o Hugo Münsterberg and Walter Dill Scott were among the first psychologists to apply
psychology to business and industrial settings.

o Frederick Winslow Taylor’s Scientific Management (1911) introduced the idea of using
systematic methods to improve work efficiency.

2. World War I (1914-1918)

o The U.S. Army used psychology to develop intelligence tests such as the Army Alpha and
Beta tests to assess military recruits' capabilities.

o These tests later influenced employee selection and performance assessment in

organizations.

3. Between the Wars (1920s-1930s)

o Elton Mayo’s Hawthorne Studies at the Western Electric Company showed how social
factors and work conditions affect employee performance.

o This shifted I/O psychology from a purely scientific approach to focusing on human
relations and motivation.

4. World War II (1939-1945) and Expansion of the Field

o Psychologists were hired to develop training programs, leadership assessments, and

personnel selection tests for the military.

o The assessment center method was introduced for evaluating military leadership, which
was later adopted by businesses.

5. Modern I/O Psychology (1950s - Present)

 o With the rise of technology and globalization, I/O psychology has expanded to include
topics like employee well-being, work-life balance, diversity, and virtual work
environments.

o The field now integrates both scientific research and practical applications to solve
workplace problems.

I/O Psychology as a Profession

I/O psychologists work in various fields, including:

 Human Resources (HR): Designing employee selection, training, and performance management
systems.

 Consulting: Helping organizations improve productivity and workplace culture.

 Research & Academia: Studying employee behavior and publishing findings.

I/O Psychology as a Science

As a science, I/O psychology follows a systematic approach to studying workplace behavior:

1. Observation and Research: Identifies workplace issues and employee behaviors.

2. Data Collection: Uses surveys, experiments, and statistical methods.

3. Application: Implements evidence-based solutions to improve workplace efficiency.

Conclusion

I/O psychology is an essential field that bridges psychology and business. Its historical evolution from
early research to modern applications has made it a key discipline in enhancing employee performance,
job satisfaction, and overall workplace success.

Q2. What is Job Analysis? Discuss the Job-Oriented and Person-Oriented Approaches.

Introduction

Job analysis is the process of systematically studying jobs to understand their duties, responsibilities,
and required skills. It provides crucial information for recruitment, training, performance appraisal, and
salary determination.

Job-Oriented Approach

The job-oriented approach focuses on specific tasks and duties performed in a job. It involves:

 Task Inventory Method: Listing all tasks employees perform.

 Functional Job Analysis (FJA): Categorizing tasks into data, people, and things.

 Job Element Method (JEM): Identifying essential job elements required for success.
🔹 Example: In a software engineer’s job, this approach would list tasks like coding, debugging, and
software testing.

Person-Oriented Approach

The person-oriented approach focuses on the characteristics and skills required to perform a job. It
includes:

 Knowledge, Skills, Abilities (KSA) Model: Identifying the competencies needed.

 Competency Modeling: Defining the behaviors and abilities necessary for success.

🔹 Example: For a sales executive, this approach would focus on communication skills, persuasion
ability, and customer service knowledge.

Conclusion

Both approaches are essential: the job-oriented approach ensures tasks are well-defined, while the
person-oriented approach ensures the right people are hired and trained for the job.

Q3. What are the Purposes and Methods of Job Analysis? How is job analysis information collected?

Introduction

Job analysis serves as the foundation for HR decisions, ensuring effective recruitment, performance
management, and compensation planning.

Purposes of Job Analysis

1. Recruitment & Selection: Helps in defining job descriptions and hiring criteria.

2. Performance Appraisal: Sets benchmarks for evaluating employee performance.

3. Training & Development: Identifies skill gaps for designing training programs.

4. Compensation & Benefits: Determines fair salary levels based on job complexity.

5. Legal Compliance: Ensures fair employment practices and reduces discrimination.

Methods of Job Analysis

There are two primary methods:

1. Observation Methods

 Direct Observation: Watching employees perform tasks to analyze their roles.

 Work Sampling: Observing short task segments rather than continuous work.

🔹 Example: An HR manager might observe a factory worker’s daily routine to understand job demands.

2. Interview Methods
  Structured Interviews: Asking employees predefined questions about their job.

 Unstructured Interviews: Allowing employees to describe their duties freely.

🔹 Example: A company may interview senior software developers to identify key responsibilities for
training junior developers.

3. Questionnaire Methods

 Position Analysis Questionnaire (PAQ): Uses standardized questions to analyze jobs.

 Task Inventory: Employees rate tasks based on importance and frequency.

🔹 Example: A hospital might use PAQ to compare the roles of nurses and doctors.

Approaches to Collecting Job Analysis Information

1. Employee Self-Reports: Employees document their tasks and responsibilities.

2. Managerial Input: Supervisors validate job descriptions.

3. Job Diaries/Logs: Employees maintain records of daily activities.

Conclusion

A combination of observation, interviews, and questionnaires ensures accurate and detailed job
analysis. This data helps HR teams make effective decisions in recruitment, training, and salary planning.

Q4. What is Job Evaluation? Explain how salary levels are determined.

Introduction

Job evaluation is the process of assessing job value within an organization to establish fair salary
structures. It ensures internal equity and external competitiveness in compensation.

Methods of Job Evaluation

1. Non-Quantitative Methods

 Ranking Method: Jobs are ranked based on their importance.

 Job Classification Method: Jobs are grouped into grades or levels.

🔹 Example: A government organization classifies jobs into Grade I (Executives), Grade II (Managers), and
Grade III (Staff workers).

2. Quantitative Methods

 Point Factor Method: Assigns points to job factors like skill, responsibility, and effort.

 Factor Comparison Method: Compares jobs factor by factor to determine salary.

🔹 Example: A finance manager’s job may get higher points for decision-making responsibilities than an
HR manager’s role.

Salary Determination Factors

1. Market Pay Rates: Comparing with salaries in other companies.

2. Job Complexity: Higher responsibility jobs receive better pay.

3. Company Budget: Compensation policies depend on financial constraints.

4. Employee Experience & Performance: Senior employees earn more than new hires.

Conclusion

Job evaluation helps organizations design transparent and equitable pay structures, ensuring that
employees are compensated fairly based on skills, responsibilities, and market trends.

Unit 2: Performance Appraisal

Q1. Why do we appraise employees? Discuss the importance and objectives of performance appraisal.

Introduction

Performance appraisal is the process of evaluating an employee’s work performance over a period of
time. It helps organizations assess employees’ effectiveness, provide feedback, and determine rewards
or corrective actions.

Importance of Performance Appraisal

1. Enhances Employee Performance: Regular feedback helps employees identify their strengths
and weaknesses, leading to skill improvement.

2. Supports Decision-Making: Appraisals aid in making important HR decisions such as promotions,

salary increments, and layoffs.

3. Encourages Motivation: Recognizing good performance through rewards or bonuses increases

employee motivation.

4. Identifies Training Needs: Appraisals highlight areas where employees require additional
training and development.

5. Ensures Legal Compliance: A structured performance appraisal process helps organizations

defend against legal claims related to unfair treatment or wrongful termination.

Objectives of Performance Appraisal

1. Administrative Objectives: Used for salary adjustments, promotions, and transfers.

 2. Developmental Objectives: Helps employees improve their skills and career growth.

3. Organizational Objectives: Ensures alignment of individual performance with company goals.

4. Documentation Purposes: Maintains records of employee performance, which can be useful in

future evaluations.

Conclusion

Performance appraisals play a critical role in maintaining a productive workforce. A well-structured

appraisal system benefits both employees and organizations by fostering growth, motivation, and
fairness.

Q2. Explain the concept of performance criteria with a focus on actual vs. theoretical criterion, and
discuss contamination, deficiency, and relevance.

Introduction

Performance criteria refer to the standards used to measure an employee’s job performance. They help
organizations determine how well employees are meeting job expectations.

Actual vs. Theoretical Criterion

 Theoretical Criterion: Represents the ideal or perfect measure of job performance, but it is
difficult to achieve in practice.

 Actual Criterion: The measurable aspects of performance that organizations use for evaluation.

🔹 Example: Theoretical performance for a teacher includes knowledge, teaching skills, and student
engagement, but the actual criterion may only include exam results and student feedback.

Contamination, Deficiency, and Relevance

1. Criterion Contamination: When irrelevant factors influence performance evaluation.

o 🔹 Example: A manager giving higher ratings to employees they personally like rather
than based on actual performance.

2. Criterion Deficiency: When important aspects of job performance are not measured in the
evaluation.

o 🔹 Example: A call center employee's job includes customer satisfaction, but the appraisal
only considers number of calls handled, ignoring service quality.

3. Criterion Relevance: The degree to which the actual criterion reflects the theoretical criterion
accurately.

o 🔹 Example: Measuring both quality and quantity of work in a performance evaluation

ensures high relevance.

Conclusion
To make performance appraisals effective, organizations must minimize contamination and deficiency
while maximizing relevance. This ensures fair and accurate employee assessments.

Q3. What are the methods for assessing job performance? Discuss objective methods.

Introduction

Job performance can be assessed using objective and subjective methods. Objective methods rely on
measurable data, reducing bias in evaluation.

Objective Methods for Assessing Performance

1. Production-Based Measures

o Employees are evaluated based on the quantity or quality of their output.

o 🔹 Example: A factory worker's performance is measured by the number of units

produced.

2. Sales and Financial Measures

o Sales representatives are appraised based on their sales volume and revenue
generation.

o 🔹 Example: A real estate agent’s success is determined by the number of properties

sold.

3. Absenteeism and Turnover Rates

o High absenteeism or frequent job changes indicate poor performance or dissatisfaction.

o 🔹 Example: A company monitors absenteeism rates to identify disengaged employees.

4. Work Samples and Simulation-Based Assessments

o Employees complete job-related tasks to measure their competence.

o 🔹 Example: A company may use a coding test to assess software developers’ skills.

Conclusion

Objective methods provide quantifiable and unbiased performance assessments. However, they may
not capture interpersonal skills or teamwork, which require subjective evaluation.

Q4. What are subjective methods for assessing job performance? Explain 360-degree feedback.

Introduction

Subjective methods involve personal judgments by supervisors, peers, or customers. While they provide
qualitative insights, they may introduce bias.
Subjective Methods

1. Graphic Rating Scales (GRS)

o Employees are rated on various performance criteria, such as teamwork or

communication.

o 🔹 Example: A supervisor rates an employee on a scale of 1-5 for punctuality.

2. Behaviorally Anchored Rating Scales (BARS)

o Uses specific behavioral examples to define performance levels.

o 🔹 Example: Instead of saying “good customer service,” BARS provides detailed

descriptions of expected behaviors.

3. Ranking Methods

o Employees are ranked in comparison to each other.

o 🔹 Example: The forced distribution method ranks employees into top, average, and low
performers.

4. 360-Degree Feedback

o Employees receive feedback from supervisors, peers, subordinates, and customers.

o 🔹 Example: A manager may receive feedback from their team members, HR, and clients
to get a well-rounded evaluation.

Conclusion

Subjective methods, including 360-degree feedback, provide comprehensive insights into an employee’s
performance. However, they must be used carefully to avoid bias and personal favoritism.

Short Notes (6 Marks Each)

1. Halo Effect

The halo effect is a bias in performance appraisal where an evaluator’s overall impression of an
employee influences ratings on specific aspects.

🔹 Example: If a supervisor sees an employee as highly intelligent, they may rate them higher in unrelated
areas like teamwork or punctuality, even without evidence.

The halo effect can lead to inaccurate performance evaluations and should be avoided by using
structured rating systems.

2. Distributional Errors
Distributional errors occur when performance appraisals do not accurately differentiate employees due
to rating biases.

Types of distributional errors:

1. Leniency Error: Giving higher-than-deserved ratings to all employees.

2. Severity Error: Giving lower-than-deserved ratings.

3. Central Tendency Error: Rating all employees as average, avoiding extreme scores.

🔹 Example: A manager gives all employees a “3” rating (on a scale of 1-5) to avoid conflicts.

To reduce distributional errors, organizations should use multiple evaluators, training programs, and
standardized rating criteria.

3. Biographical Information

Biographical information refers to an employee’s personal history, experiences, and achievements used
in selection and performance evaluation.

🔹 Example: An organization may assess education, work experience, and leadership roles when hiring
for managerial positions.

Biographical data is useful for predicting job success but must be used cautiously to avoid discrimination
based on age, gender, or personal background.

Conclusion

This unit covers the importance of performance appraisals, assessment methods, rating errors, and
biases. A combination of objective and subjective measures ensures fair and effective employee
evaluations.

Unit 3: Assessment Methods for Selection and Placement & Recruitment

Q1. What are job-related characteristics? Explain the different types of psychological tests based on
format.
Introduction

In industrial and organizational (I/O) psychology, job-related characteristics refer to the skills, abilities,
and traits required for effective job performance. Organizations assess these characteristics through
psychological tests, which help in selecting the right candidates.

Job-Related Characteristics

Key job-related characteristics include:

1. Cognitive abilities (problem-solving, decision-making).

2. Psychomotor abilities (coordination, speed, accuracy).

3. Knowledge and skills (technical expertise, education).

4. Personality traits (leadership, teamwork, emotional intelligence).

5. Integrity and work ethics (honesty, reliability).

Types of Psychological Tests Based on Format

1. Group vs. Individual Tests

o Group Tests: Administered to multiple candidates at once.

🔹 Example: A written test for entry-level applicants.

o Individual Tests: Conducted one-on-one, providing more detailed insights.

🔹 Example: A clinical interview for a managerial position.

2. Close-Ended vs. Open-Ended Tests

o Close-Ended: Candidates choose from given options (e.g., multiple-choice).

o Open-Ended: Candidates provide descriptive responses (e.g., essay questions).

3. Paper-and-Pencil vs. Performance Tests

o Paper-and-Pencil Tests: Assess cognitive abilities through written formats.

🔹 Example: A logical reasoning test.

o Performance Tests: Assess practical skills through real-life tasks.

🔹 Example: A typing speed test for clerical jobs.

4. Power vs. Speed Tests

o Power Tests: Measure problem-solving abilities without time limits.

o Speed Tests: Assess how quickly candidates can complete tasks under strict time
constraints.

Conclusion
Psychological tests are essential in recruitment and selection, ensuring that the right candidates are
chosen based on job-relevant characteristics. The selection of test format depends on the job role and
organizational needs.

Q2. What are the different types of psychological tests based on what is measured? Explain with
examples.

Introduction

Psychological tests help in evaluating different aspects of a candidate’s personality, cognitive abilities,
and job readiness. These tests can be categorized based on what they measure.

Types of Psychological Tests

1. Cognitive Ability Tests

o Measure intelligence, problem-solving, and reasoning skills.

o 🔹 Example: IQ tests used in managerial hiring.

2. Psychomotor Ability Tests

o Assess hand-eye coordination, reaction time, and motor skills.

o 🔹 Example: Flight simulators for pilot recruitment.

3. Knowledge and Skills Tests

o Evaluate technical knowledge and job-specific skills.

o 🔹 Example: Coding tests for software engineers.

4. Personality Tests

o Measure traits like extroversion, conscientiousness, and emotional stability.

o 🔹 Example: The Big Five Personality Test.

5. Emotional Intelligence (EI) Tests

o Assess a person’s ability to recognize, understand, and manage emotions.

o 🔹 Example: Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT).

6. Integrity Tests

o Evaluate honesty, dependability, and ethical behavior.

o 🔹 Example: Employers use these tests to assess trustworthiness in financial roles.

7. Vocational Interest Tests

o Identify a candidate’s career interests.

 o 🔹 Example: Holland’s RIASEC model helps match individuals with suitable careers.

8. Biographical Information

o Includes an applicant’s educational background, work experience, and achievements.

o 🔹 Example: Many job applications ask about previous leadership roles.

9. Interviews

o Assess personality, communication skills, and job fit.

o 🔹 Example: Behavioral interviews where candidates describe past experiences.

10. Work Samples

 Candidates complete realistic job-related tasks.

 🔹 Example: A journalist writing a test article before hiring.

11. Assessment Centers

 Combine multiple tests, exercises, and simulations for in-depth evaluation.

 🔹 Example: Management trainees undergo group discussions, presentations, and case studies.

12. Electronic Assessments

 Online tests used for remote hiring.

 🔹 Example: Virtual coding tests for IT job applicants.

Conclusion

Different psychological tests cater to various job requirements, ensuring organizations select the best-fit
candidates. A combination of tests improves reliability and accuracy in hiring decisions.

Q3. Explain the process of recruiting applicants and getting them to accept and stay in a job.

Introduction

Recruitment is the process of attracting, selecting, and retaining qualified candidates for a job.
Organizations must design effective recruitment strategies to hire and retain talent.

Recruitment Process

1. Identifying Job Requirements

o Organizations analyze job roles and create job descriptions.

2. Sourcing Candidates

o Internal Recruitment: Promotions and transfers.

 o External Recruitment: Job portals, campus placements, employee referrals.

3. Screening and Selection

o Application screening, interviews, and skill assessments.

4. Job Offers and Negotiation

o Companies provide offer letters with details about salary, benefits, and responsibilities.

Encouraging Candidates to Accept and Stay in Jobs

1. Competitive Salaries and Benefits

o Providing fair compensation, health insurance, and incentives.

2. Positive Work Culture

o Encouraging teamwork, work-life balance, and employee well-being.

3. Career Development Opportunities

o Offering training programs, mentorship, and promotions.

4. Job Security and Recognition

o Acknowledging employee contributions through bonuses, rewards, and stability.

Conclusion

An effective recruitment strategy ensures organizations attract top talent and retain employees for
long-term success.

Q4. Discuss the policies and issues related to selection, including reservation policy, gender, and
disability status.

Introduction

Fair and ethical hiring practices are crucial for promoting diversity and inclusion. Various policies ensure
equal opportunities for all candidates.

Reservation Policy

 Many countries, including India, follow reservation policies to ensure representation from
underprivileged sections of society.

 In India, government jobs and education institutes reserve seats for Scheduled Castes (SC),
Scheduled Tribes (ST), Other Backward Classes (OBC), and Economically Weaker Sections
(EWS).

Gender Issues in Selection

 Gender bias in hiring leads to unequal opportunities and pay gaps.

  Companies implement gender diversity policies to ensure fair representation of women in
leadership roles.

 🔹 Example: Many organizations promote gender-neutral hiring practices to encourage female

participation.

Disability Inclusion in Hiring

 Laws like the Rights of Persons with Disabilities Act ensure disabled individuals receive equal
employment opportunities.

 Companies provide accessible workplaces, assistive technology, and flexible work

arrangements for employees with disabilities.

Conclusion

Organizations must adopt fair selection policies to ensure equal opportunities for all candidates,
regardless of caste, gender, or disability status.

Short Notes (6 Marks Each)

1. Biographical Information

 In recruitment, biographical information includes personal details such as education, work

history, and achievements.

 Employers use biographical data to assess past experiences and predict job performance.

 🔹 Example: A resume highlighting leadership experience is advantageous for managerial roles.

2. Integrity Tests

 These tests measure honesty, reliability, and work ethics.

 Employers use them to prevent fraud, theft, and unethical behavior.

 🔹 Example: Financial institutions use integrity tests before hiring cashiers.

3. Work Samples

 Candidates perform job-related tasks to demonstrate their skills.

 Work samples provide practical assessments rather than theoretical knowledge.

 🔹 Example: A graphic designer completes a design challenge before selection.

Sure! Here are the elaborated answers with six paragraphs for 12-mark questions and three paragraphs
for short notes (6-mark questions).

Unit 4: Training

Q1. Explain the concept of Needs Assessment and Objectives in Training.

Introduction

Training is a crucial part of organizational development, ensuring that employees acquire the necessary
skills, knowledge, and abilities to perform their job roles effectively. However, for training to be truly
effective, it must be planned strategically, beginning with a needs assessment. Needs assessment is the
process of identifying skill gaps and determining the training required to bridge these gaps. Once the
needs are identified, training objectives are set to guide the development and implementation of the
training program.

What is Needs Assessment?

Needs assessment is a systematic approach used by organizations to determine if training is necessary

and, if so, what kind of training should be provided. It helps organizations avoid unnecessary training
programs and ensures that employees receive targeted learning experiences. The needs assessment
process consists of three levels: organizational analysis, task analysis, and person analysis.

1. Organizational Analysis

At the organizational level, needs assessment focuses on understanding business goals and identifying
whether the current workforce possesses the skills necessary to achieve these goals. It evaluates factors
like company strategy, productivity levels, technological advancements, and market trends. For
example, if a company plans to expand globally, employees may need cross-cultural training to interact
with international clients effectively.

2. Task Analysis

Task analysis examines specific job roles and the skills required to perform them successfully. It involves
studying job descriptions, responsibilities, and performance expectations to identify skill gaps. If
employees lack proficiency in specific technical or procedural aspects of their work, task analysis helps in
designing training programs to address those gaps. For example, if an accounting firm adopts a new
financial software, employees may need technical training to use it efficiently.

3. Person Analysis

Person analysis focuses on individual employees, identifying their strengths, weaknesses, and areas
requiring improvement. This ensures that training programs are personalized and relevant. Some
employees may already possess the required skills, while others may need extensive training. For
example, a sales executive struggling with negotiation skills may benefit from specialized sales training.

Defining Training Objectives

Once the needs assessment is complete, organizations establish clear training objectives. Training
objectives define the desired learning outcomes and serve as benchmarks for evaluating the program’s
effectiveness. These objectives typically focus on:

 Knowledge Acquisition – Helping employees understand theoretical concepts.

 Skill Development – Enhancing employees’ ability to apply knowledge in practical situations.

 Behavioral Change – Encouraging employees to adopt new work behaviors and attitudes.

For example, if a company introduces customer service training, the objectives may include improving
complaint resolution skills, enhancing active listening, and increasing customer satisfaction ratings.

Conclusion

Needs assessment is essential in ensuring that training programs are effective, relevant, and aligned
with business goals. By conducting organizational, task, and person analyses, organizations can create
well-structured training programs with clearly defined objectives, ultimately leading to higher employee
productivity and job satisfaction.

Q2. Discuss the key factors in Training Design, including Trainee Characteristics, Design Factors, and
Work Environment.

Introduction

The success of any training program depends on how well it is designed. Training design involves
structuring a program to ensure that employees gain knowledge, develop skills, and apply what they
have learned in the workplace. Three key factors influence training design: trainee characteristics,
instructional design factors, and the work environment.

Trainee Characteristics

The effectiveness of training largely depends on the characteristics of the employees being trained.
Employees differ in terms of their learning styles, cognitive abilities, motivation levels, and prior
experience. For instance, some employees learn best through visual aids, while others prefer hands-on
practice. A training program should consider these differences to ensure engagement and effectiveness.

Motivation is another crucial factor. Employees who see training as beneficial to their career
development are more likely to participate actively. Organizations can increase motivation by showing
employees how training will help them advance in their careers or improve their job performance.

Design Factors

Several elements contribute to the structure of a successful training program. These include:

1. Content Relevance: Training should be directly related to employees’ job tasks.

2. Interactivity: Using case studies, group discussions, and hands-on practice improves
engagement.
 3. Feedback Mechanism: Providing real-time feedback helps employees correct mistakes and
improve learning.

For example, a customer service training program that includes mock interactions with difficult
customers will be more effective than a simple lecture.

Work Environment

A supportive work environment significantly impacts how well employees apply what they have learned.
Organizations need to ensure that employees have opportunities to practice new skills on the job. If
employees return from training and are not encouraged to implement what they have learned, the
training becomes ineffective.

Managerial support is also crucial. Supervisors should encourage employees to apply their new
knowledge and provide additional coaching when needed. For example, after leadership training, a
manager can assign employees small leadership roles to help them gain confidence.

Example of Effective Training Design

Consider a sales training program designed for a group of newly hired sales representatives. The training
program might include:

 A pre-training survey to assess employees' existing sales knowledge.

 Role-playing exercises to practice negotiation techniques.

 Mentorship programs where trainees shadow experienced salespeople.

 Follow-up coaching to reinforce skills learned.

Such a well-structured approach ensures that employees not only understand the concepts but also
apply them effectively in real-life scenarios.

Conclusion

Training design plays a crucial role in determining the success of employee learning and development.
By considering trainee characteristics, instructional design factors, and work environment,
organizations can create programs that enhance knowledge retention, skill development, and job
performance.

Short Note: On-the-Job Training (OJT) (6 Marks, 3 Paragraphs)

Introduction

On-the-job training (OJT) is one of the most commonly used training methods in organizations. It
involves employees learning job-related skills while performing their actual job duties. Unlike
classroom-based training, OJT provides a hands-on experience, allowing employees to gain practical
knowledge directly in the workplace.

Advantages of On-the-Job Training

OJT is highly effective because it allows employees to apply what they learn immediately. It is also cost-
effective, as organizations do not need to invest in separate training facilities. Employees learn under the
supervision of experienced mentors, ensuring that they develop the skills required for their roles. For
example, a new bank teller may receive on-the-job training from a senior teller to learn cash-handling
procedures.

Challenges of On-the-Job Training

While OJT has many benefits, it can also have some challenges. If the trainer is not skilled, the trainee
may pick up incorrect habits or incomplete knowledge. Additionally, OJT can sometimes slow down
work efficiency, as experienced employees must divide their time between training and their regular
duties. However, when structured properly, OJT remains one of the most effective training methods for
skill development.