psychological review work

1. Industrial Psychology
Practicals Revision

2. Tests
◉ Leader Behaviour Scale
◉ Quality of Work-life Scale
◉ Sodhi Attitude Scale
◉ Comprehensive Interest Scale
◉ Asha Job Satisfaction Scale
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3. Leader Behaviour Scale1
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4. Leader Behaviour Scale
Developed by
Asha Hingar
Six Dimensions
These are: a) Emotional Stabilizer (ES) b) Team Builder (TB) c) Performance Orientor (PO) d) Potential
Extractor (PE) e) Socially Intelligent (SI) f) Value Inculcator (VI)
It consists of 30 items
Few Items have reverse scoring
What is Leadership and Leadership Behaviour Scale?
◉ Leadership is the behaviour of an individual who is involved in directing activities.
◉ Leadership behaviour refers to particular act in which a leader engages in the course of directing
and coordinating the work of his group member
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5. Leader Behaviour Scale
Important features:
◉ Behaviour of a leader is subjective to the situation
◉ “Good Leader” is one who has all mentioned abilities in balanced fashion and is able to
gauge which approach is best suited for the situation.
◉ It measures leader behaviour and NOT leadership style.
◉ Six dimensions are six different abilities - it's not either or. Integrated leader needs to
work on strengths and weaknesses across these behaviour and have a balanced
approach.
◉ “Good” leader behaviour is also subjected to the situation and profession in which one
is placed.
Applications:
HR training
Recruitment
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6. ◉ Emotional Stabilizer (ES) Capable of providing
emotional stability to one’s employees. Motivating,
inspiring, and energizing them to overcome major
needs must be kept under control, as depicted by:
○ 1. Balanced behavior
○ 2. Empathy
○ 3. Absence of prejudice
○ 4. Substantial patience
○ 5. Managing the emotions of self and others.
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7. ◉ Team Builder (TB) Able to have proper alliance, with clear
communication with members of the team so as to motivate
them to work for a vision with dedication, must also entertain
multiple perspectives by appreciating, converging and diverging
viewpoints for better achievement.
◉ The leader must encourage team work and:
○ 1. Prefer collaborative decision-making
○ 2. Resolve problems of members
○ 3. Maintain team cohesion
○ 4. Possess team spirit
○ 5. Avoid unhealthy competition among members.
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8. ◉ Performance Orientor (PO) Shows concern for the
accomplishment of task in a stipulated time by instituting
strategies that are adaptable to change for enhancing overall
organizational performance.
◉ The leader should emphasize:
○ 1. Prioritization of work
○ 2. Achievement motivation
○ 3. Adherence to high standards of performance
○ 4. Regular rejuvenation 5. Impregnable (resists all attacks).
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9. ◉ Potential Extractor (PE): Focuses on development and utilization
of skills, and abilities of individuals. The Capabilities of a leader
would lie in exploring and channelizing the latent potentialities
in a proper manner so that their fuller utilization is ensured. This
requires:
○ Identification of potentials
○ Providing proper opportunities to employees
○ Proper channelization of individual’s potentials
○ Delegating adequate authority
○ Building confidence for overall development.
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10. ◉ (e) Socially Intelligent (SI):
◉ Develops relationship based on empathy, support,
challenge, and respect, with successive personal
transformations according to opportunities and situations.
The leader should have abilities of:
○ 1. Proper use of body language
○ 2. Good listener and analyzer
○ 3. Clarifying limitations and constraints
○ 4. Resolving conflicts tactfully
○ 5. Keeping track of overall latest developments.
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11. ◉ Value Inculcator (VI): The inculcation of values promotes
axiological potentials in the organization by percolating
competencies down the various levels of organization.
◉ This would require:
○ 1. Commitment to work
○ 2. Organizational loyalty
○ 3. Time management
○ 4. Trust based relationship
○ 5. Acceptance for mistakes and failures.
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12. Quality of work-life scale2
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13. QWLS
QWL:
Quality of Work Life (QWL) can be defined as an extent to which an employee is satisfied with
personal and working needs through participating in the workplace while achieving the goals of the
organization.
Developed by:
Santhosh Dhar, Upinder Dhar and Rishu Roy
Items/questions: 45 questions
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14. QWLS
45 items studies 10 Factors related to QWLS
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15. QWLS
Application:
Training, health care, organizational development
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16. Sodhi Attitude Scale3
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17. Sodhi Attitude Scale
Developed by:
T.S.Sodhi
What does the scale measure?:
This scale measures the attitude of higher secondary students towards Teachers, Parents, Discipline, Life
and Community, and country and religion.
This test is designed for which population?
Young adults in educational setting
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18. Sodhi Attitude Scale
Dimensions measured:
◉ Attitude towards Teachers and parents
◉ Attitude towards discipline
◉ Attitude towards Life and Humanity
◉ Attitude towards Country
◉ Attitude towards Religion
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19. Comprehensive Interest Scale4
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20. Comprehensive Interest Scale
Developed by:
Sanjay Vohra
What does the scale measure?:
It helps us to identify interest of eight vocational areas
Application:
Education, career counseling, appraisal, training, etc
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21. CIS
Dimensions measured:
◉ Influential: Administrative, Enterprising;
◉ Venturous: Defence, Sports;
◉ Artistic: Creative, Performing;
◉ Scientific: Medical, Technical;
◉ Analytical: Expressive, Computational;
◉ Social: Humanitarian, Education;
◉ Nature;
◉ Clerical
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23. Asha Job Satisfaction Scale5
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24. Asha Job Satisfaction Scale
Developed by:
Asha Hinger, Mittal and Parnami
What does the scale measure?:
Measure job satisfaction focusing on various facilities and opportunities provided by an organization for the growth
and development of its employees.
Dimensions Studied:
● Salary and facilities
● Supervision
● Promotion
● Work opportunity
● Human relations
Applications:
Training, health care, organizational development
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25. Asha Job Satisfaction Scale
Salary and Facilities: The compensation of work in terms of salary and other allowances,
fringe benefits, overtime made in accordance to one’s role and responsibilities as well as the
cost of living. Payments made elsewhere (in other organization) are also considered. Item no.
1, 6, 11, 16, 21, 26, 31, 36, 41, 46 measures the job satisfaction with regards to this dimension.
Supervision: The supervisor or senior is able to motivate, support and train the subordinate,
is tactful and knowledgeable so that the employees develop a sense of confidence in him.
Item no. 2, 7, 12, 17, 22, 27, 32, 37, 42, 47 measure supervision of job satisfaction.
Promotion: There are ample opportunities for advancement and a reward system exists,
where merit as well as seniority is given due consideration. Promotion is given as a right and a
system reveals that those who are eligible and worthy are certain that in due course of time
they will certainly be promoted in a time bound manner. Item no. 3, 8, 13, 18, 23, 28, 33, 38, 43
and 48 are related to promotion dimension of job satisfaction.
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26. Asha Job Satisfaction Scale
Work Opportunity: The work is arranged in accordance with the ability and interest of the
individual. Employees get an opportunity to project their creative skills and take it as a
challenge. Opportunities for initiative and innovation exist. Item no. 4, 9, 14, 19, 24, 29, 34, 39,
44 and 49 measures the work dimension of job satisfaction.
Human Relations: Fulfillment of an employee’s socio-psychological needs results in cordial
human relations, which in turn boost up an employee’s morale and job satisfaction. An
atmosphere of cooperation, concern for each other and a team feeling prevails resulting in
high morale. Item no. 5, 10, 15, 20,25,30,35,40, 45, 50 are related to human relations aspect of
job satisfaction.
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