PSYCHOLOGICAL ASSESSMENT: PSYCHOLOGICAL TESTING AND ASSESSMENT
Expansion of Psychological Testing
PSYCHOLOGICAL TESTING VS. PSYCHOLOGICAL ASSESSMENT
What Does "Standardized" Mean?
This ensures fairness and comparability. What Does Testing Measure?
Important Characteristics:
What Does Assessment Include?
VARIETIES OF PSYCHOLOGICAL ASSESSMENT
Ecological Momentary Assessment (EMA)
APPROACHES IN ASSESSMENT PROCESS
Two. Collaborative Assessment
Three. Therapeutic Assessment
TOOLS OF PSYCHOLOGICAL ASSESSMENT
Two. INTERVIEWS - A structured conversation to gather information.
Three. PORTFOLIOS - Collection of real work samples.
Four. CASE HISTORY DATA - Records related to an individual.
Five. BEHAVIORAL OBSERVATION - Systematic watching and recording of behavior.
● Structured (planned setting)
Six. ROLE-PLAY TESTS - Simulated "as if" scenarios.
Seven. COMPUTER-BASED ASSESSMENT - Computer Adaptive Testing (CAT), Adjusts difficulty based on performance.
Computer-Assisted Psychological Assessment (CAPA) - Computer helps professionals interpret data.
PARTIES IN THE ASSESSMENT ENTERPRISE
Ethical Responsibilities Professionals must:
Testing equals Measurement
TEST DEVELOPERS AND PUBLISHERS - Psychologists and researchers who design and produce psychological tests.
Why Their Role Is Critical: If developers fail:
TESTTAKERS (ASSESSEES) - The individuals being evaluated.
MAJOR SETTINGS AND PURPOSES OF ASSESSMENT
Three. COUNSELING SETTING
Five. BUSINESS AND MILITARY
Six. GOVERNMENT AND CREDENTIALING
Seven. COURTS AND LEGAL SETTINGS
HOW ASSESSMENTS ARE CONDUCTED
AFTER TESTING Responsibilities:
Special Populations Accommodations May Include:
Intelligence Testing Movement
Modern Cultural Sensitivity Includes:
Individualist versus Collectivist Cultures
Right to Feedback - Results must be explained clearly. Confidentiality and Privacy
Least Stigmatizing Label. Avoid harmful labels. Historical misuse of labels caused psychological damage.
Psychological assessment is:
PSYCHOLOGICAL ASSESSMENT: PAP CODE OF ETHICS
Why Ethics Is Important in Psychology
Important Reminder About These Principles
THE FOUR MAIN ETHICAL PRINCIPLES
Important Values Under This Principle
Important Values Under This Principle
PRINCIPLE THREE: INTEGRITY - PSYCHOLOGISTS MUST BE HONEST, TRUTHFUL, AND TRUSTWORTHY.
Important Values Under This Principle
Important Values Under This Principle
GENERAL ETHICAL STANDARDS AND PROCEDURES
One. RESOLVING ETHICAL ISSUES: How psychologists deal with ethical problems
Two. COMPETENCE - Knowing your limits and doing your job well
Three. HUMAN RELATIONS - How psychologists treat people
Four. CONFIDENTIALITY - Keeping information private
Five. ADVERTISEMENTS AND PUBLIC STATEMENTS - Being honest in public
Six. RECORDS AND FEES - Handling documents and payments properly
Seven. ASSESSMENT - Psychological testing and evaluation
Eight. THERAPY - Providing psychological treatment
Nine. EDUCATION AND TRAINING - Ethics in teaching and supervision
Ten. RESEARCH - Ethics in scientific studies
PSYCHOLOGICAL ASSESSMENT: REPUBLIC ACT NUMBER TEN THOUSAND TWENTY-NINE
ARTICLE TWO. Statement of Policy (Why the Law Exists)
ARTICLE THREE. Definition of Important Terms
ARTICLE FOUR. Professional Regulatory Board of Psychology
Powers and Duties of the Board
Compensation and Discipline
Administrative Supervision
ARTICLE FIVE - LICENSURE EXAMINATIONS
ARTICLE SIX - REGISTRATION - This article explains what happens after you
ARTICLE SEVEN - PRIVILEGED COMMUNICATION & PROFESSIONAL INTEGRATION
ARTICLE EIGHT - PROHIBITED ACTS, PENALTIES & ENFORCEMENT
ARTICLE NINE - MISCELLANEOUS PROVISIONS
PSYCHOLOGICAL ASSESSMENT: REPUBLIC ACT NO. one thousand ten thousand thirty-six
CHAPTER ONE: GENERAL PROVISIONS
Section four: IMPORTANT DEFINITIONS
CHAPTER THREE: TREATMENT AND CONSENT
Section nine: Advance Directive
Section ten to eleven: Legal Representative and Supported Decision-Making
Section thirteen: When Consent Is Not Required
CHAPTER FOUR: MENTAL HEALTH SERVICES
CHAPTER Five: MENTAL HEALTH IN SCHOOLS and WORK
CHAPTER Six: TRAINING and RESEARCH
CHAPTER Seven to Eight: GOVERNMENT RESPONSIBILITIES
PSYCHOLOGICAL ASSESSMENT: HOUSE BILL NO. nine thousand six hundred eleven
Two. Problems the Bill Tries to Fix
Two. Psychology graduates are underused
Three. Major Change in Terminology
Four. Definition of Terms
Two. Practice of Psychology - Using psychology knowledge to help people function better Includes:
Three. Registered Psychologist - These are fully licensed professionals who handle clinical cases.
Four. Registered Associate Psychologist - These professionals usually handle non-clinical populations.
Five. Clinical versus Non-Clinical Populations
Five. The Professional Regulatory Board of Psychology
Six. Licensure Examinations (Who Can Take Them?)
B. Registered Associate Psychologist Exam
Seven. Registration Without Examination
Eight. Rights and Protections
Nine. Psychology Professionals in Government
Ten. Prohibited Acts and Penalties
Eleven. Why This Law Matters
PSYCHOLOGICAL ASSESSMENT: APA ETHICAL PRINCIPLES OF PSYCHOLOGISTS AND CODE OF CONDUCT
One. What Is the APA Ethics Code?
Two. Parts of the Ethics Code
B. Preamble (Purpose): The Preamble explains the values and goals of psychology.
Three. The Five General Principles (A-E)
Principle A: Beneficence and Nonmaleficence "Do good and avoid harm."
Principle B: Fidelity and Responsibility "Be trustworthy and responsible."
Principle C: Integrity "Be honest and truthful."
Principle D: Justice "Be fair and unbiased."
Principle E: Respect for People's Rights and Dignity "Respect autonomy, privacy, and diversity."
Section One: Resolving Ethical Issues Focus: Handling ethical problems properly
Section Two: Competence Focus: Knowing your limits
Section Three: Human Relations Focus: Professional boundaries and respect
Section Four: Privacy and Confidentiality Focus: Protecting personal information
Section Five: Advertising and Public Statements Focus: Honesty in public communication
Section Six: Record Keeping and Fees Focus: Responsible documentation and payments
Section Seven: Education and Training Focus: Ethics in teaching and supervision
Section Eight: Research and Publication Focus: Ethical research practices
Section Nine: Assessment Focus: Fair and accurate testing
PSYCHOLOGICAL ASSESSMENT: STATISTICS REFRESHER
LEVELS OF MEASUREMENT (NOIR)
One. Nominal (Name or Label) - Used for categories only.
Two. Ordinal (Order) - Used for ranking.
Three. Interval - Has equal spacing between values.
Four. Ratio - Like interval, but with a true zero.
Why Levels Matter - The level of measurement tells us:
Two. Distribution - A distribution is a group of scores arranged for study.
Three. FREQUENCY DISTRIBUTIONS - It shows how often each score appears.
b. Grouped Frequency Distribution
Choosing the Right Measure
Variance and Standard Deviation These show how far scores usually are from the average.
Skewness is not a mistake. KURTOSIS
Why It Matters It helps us:
STANDARD SCORES, CORRELATION, TEST ASSUMPTIONS, AND NORMS
Comparing Different Tests Using z Scores
LINEAR AND NONLINEAR CHANGES
B. Nonlinear Transformation - used when scores are uneven or not normally distributed.
Correlation Does Not Mean Cause:
Why Correlation Is Useful: Correlation helps with prediction. If we know one variable, we can estimate the other.
SIGNIFICANCE OF CORRELATION
COEFFICIENT OF DETERMINATION (r squared)
OUTLIERS AND RESTRICTION OF RANGE
RESTRICTION OF RANGE - Restriction of range happens when the data only includes a small part of the possible scores.
Assumption two: Traits Can Be Measured
Assumption three: Test Behavior Predicts Real Behavior
Assumption four: Tests Have Limits
Assumption five: Error Is Always Present
Assumption seven: Testing Helps Society
Reliability (Consistency) - Reliability means consistent results.
Validity (Accuracy) - Validity means measuring the correct trait.
Norming and Standardization
Age and Grade Norms - Compare scores to typical age or grade performance.
National, Local, and Subgroup Norms
Standard scores, correlation, test assumptions, and norms help turn raw numbers into meaningful information.
PSYCHOLOGICAL ASSESSMENT: RELIABILITY
TRUE SCORE versus OBSERVED SCORE
CARRYOVER EFFECTS - When earlier testing influences later testing.
CONSTRUCT SCORE versus TRUE SCORE
TYPES OF MEASUREMENT ERROR
Systematic Error - Consistent and predictable distortion.
SOURCES OF ERROR VARIANCE
C. Scoring and Interpretation
Alternate-Forms Reliability
Internal Consistency Reliability
Inter-Scorer (Inter-Rater) Reliability
RELIABILITY COEFFICIENT - A number between zero point zero zero and one point zero zero that indicates consistency.
RELIABILITY AND INDIVIDUAL SCORES
Standard Error of Measurement (SEM) - An estimate of how much an individual score may vary due to error.
RELIABILITY FORMULA (Variance Perspective)
A test is more reliable when:
PSYCHOLOGICAL ASSESSMENT: VALIDITY AND UTILITY
TYPES OF VALIDITY EVIDENCE
Comparison: Content Validity vs. Face Validity
Two. Concurrent Validity - Measures how well a test correlates with an existing measure taken at the same time.
Important Concept: Correlation
Evidence Supporting Construct Validity
Two. Convergent Validity - Test correlates with other measures of the same or related constructs.
Three. Discriminant Validity - Test does NOT correlate strongly with unrelated constructs.
Threats to Construct Validity
Factors Affecting Utility
Utility in Decision Making Utility is crucial in:
When evaluating a test, ask:
PSYCHOLOGICAL ASSESSMENT: TEST DEVELOPMENT
STEPS IN TEST DEVELOPMENT
Three essential components:
Two. Identifying Behavioral Indicators - How does the construct appear in real life? For anxiety:
Three. Operational Definition - How will you measure it?
STEP THREE: PILOT TESTING - Pilot testing is administering the test to a small, representative sample before finalizing it.
STEP FOUR: ITEM ANALYSIS - Item analysis is the statistical evaluation of each item to determine its quality.
TWO. Discrimination Index - Measures how well an item differentiates between high and low scorers.
THREE. Internal Consistency - Measures how well items relate to each other.
Comparison: Difficulty versus Discrimination
STEP FIVE: RELIABILITY AND VALIDITY STUDIES
VALIDITY - Validity refers to whether the test measures what it claims to measure.
STEP SIX: NORM DEVELOPMENT - Norms are standards used to interpret an individual's score by comparing it to others.
WHAT MAKES A GOOD PSYCHOLOGICAL TEST?
I/O PSYCHOLOGY: MODULE ONE
What This REALLY Means There are two equally important goals:
Why Work Matters So Much Think about a typical day:
PSYCHOLOGICAL PRINCIPLES USED IN I/O PSYCHOLOGY
WHO IS AN INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGIST?
MAJOR FIELDS OF I/O PSYCHOLOGY
Two. Organizational Psychology - Studies how employees behave within organizational systems.
Three. Human Factors / Ergonomics - Studies the interaction between humans and tools, machines, and environments.
HISTORY: THE Hawthorne Studies
RESEARCH IN I/O PSYCHOLOGY
INTERNAL VS EXTERNAL VALIDITY
I/O PSYCHOLOGY: MODULE TWO
THREE MAJOR SCHOOLS OF ORGANIZATIONAL THOUGHT
Four Basic Components of Classical Theory
CLASSICAL THEORY: FOUR MAJOR STRUCTURAL PRINCIPLES
Neoclassical Critiques of Classical Principles
Three. Continuous Feedback - Organizations receive information about their performance and use it to adjust operations.
Assumptions of Systems Theory
FIVE PARTS OF THE ORGANIZATIONAL SYSTEM
Interactions Within the System
Goals of an Organizational System
I/O PSYCHOLOGY: MODULE THREE
THEORIES UNDER CLASSICAL THEORY
TAYLORISM - The belief that there is one best way to perform any task, discovered through scientific analysis.
FAYOL'S fourteen PRINCIPLES OF MANAGEMENT
Five. Unity of Direction - All employees working on the same goal should follow one plan and one leader.
Six. Subordination of Individual Interest - Personal interests should not be more important than company goals.
Seven. Remuneration of Personnel - Employees should receive fair pay.
Eight. Centralization and Decentralization - This refers to who makes decisions.
Nine. Scalar Chain - This means there must be a clear chain of command from top to bottom.
Ten. Order - There are two types:
Eleven. Equity - Managers must treat employees fairly and with respect. Equity means:
Twelve. Stability of Tenure - Employees should not frequently leave the company. High turnover causes:
Fourteen. Esprit de Corps - This means team spirit. When employees feel united:
KEY IDEAS IN ADMINISTRATIVE MANAGEMENT
ELEMENTS OF ADMINISTRATIVE THEORY
Two. Committees - Committees are groups formed to:
Three. Functions of Management - These are the main responsibilities of managers:
NEOCLASSICAL AND MODERN ORGANIZATIONAL THEORY
OVERVIEW OF NEOCLASSICAL / HUMANISTIC THEORY
NATURE AND BACKGROUND OF THE THEORY
KEY THEMES OF NEOCLASSICAL THEORY
Theories under Neoclassical / Humanistic Theory
Key Insights of Elton Mayo
Chester Barnard's Theory (Formal Organizations)
Herbert Simon's Behavioral Decision Theory
MCGREGOR'S THEORY X AND THEORY Y (Douglas McGregor introduced)
THEORY X (Traditional View) - Theory X represents a more old-school way of thinking about workers.
Managerial Style Under Theory X
THEORY Y (Modern View) - Theory Y presents a more positive and modern view of employees.
Theory X equals Control. Theory Y equals Trust.
MINTZBERG'S FIVE BASIC PARTS OF AN ORGANIZATION
Examples of Departments in the Technostructure
HOW THE FIVE PARTS WORK TOGETHER
Example: Hospital Structure
COMMON MISCONCEPTIONS ABOUT STRUCTURAL THEORY
THE INPUT-THROUGHPUT-OUTPUT MODEL - This is the structural core of Open Systems Theory.
Two. THROUGHPUTS (TRANSFORMATION PROCESSES) - Throughputs are the internal processes that convert inputs into outputs.
Example: Car manufacturer
Negative Feedback (Corrective Mechanism) - Negative feedback identifies deviations and triggers corrective action.
Example: A factory needs:
CORE PRINCIPLES OF OPEN SYSTEMS THEORY
Example: Two car companies
Three. ADAPTATION - Adaptation is the ability of an organization to respond to environmental changes.
Example: During market disruption, many physical retail stores shifted to:
ORGANIZATIONS AS LIVING ORGANISMS - Open Systems Theory compares organizations to living organisms.
This biological analogy emphasizes:
These factors may include:
HOW CONTINGENCY THEORY DIFFERS FROM EARLIER THEORIES
JOAN WOODWARD'S CONTINGENCY MODEL Woodward studied manufacturing firms and discovered something important:
SMALL-BATCH PRODUCTION (Custom or Specialty Items) - Production of unique or customized products in small quantities.
Three. CONTINUOUS PRODUCTION (Chemical, Oil, Automated Systems) -
When It Works Best: Mechanistic structures are effective in stable industries, such as when there is:
Five. When It Works Best: Organic structures are effective in dynamic and fast-moving industries, such as:
FIEDLER'S CONTINGENCY MODEL (Leadership)
The Two Leadership Styles
Three. Leader Position Power - This refers to the leader's formal authority.
I/O PSYCHOLOGY: MODULE FOUR
INDIVIDUAL DIFFERENCES RELATED TO WORK MOTIVATION
Example of Self-Consistency
Represents a person's general self-view.
B. Situational Self-Esteem - Self-worth that changes depending on the specific task or context.
C. Socially Influenced Self-Esteem - Self-esteem shaped by feedback, expectations, and treatment from others.
WAYS TO INCREASE SELF-ESTEEM AT WORK
THE TRIANGLE OF EXPECTATION
IMPACT ON WORK MOTIVATION
INTRINSIC AND EXTRINSIC MOTIVATION (Theory advanced by Edward Deci and Richard Ryan)
MCCLELLAND'S THEORY OF NEEDS (Developed by David McClelland)
A. NEED FOR ACHIEVEMENT (nAch) - Desire to accomplish challenging goals and excel according to standards of excellence.
B. NEED FOR AFFILIATION (nAff) - Desire to build harmonious relationships and maintain social approval.
C. NEED FOR POWER (nPow) - Desire to influence others and shape outcomes.
REALISTIC JOB PREVIEW (RJP)
Connection to "Quiet Quitting"
JOB CHARACTERISTICS THEORY (Developed by J. Richard Hackman and Greg R. Oldham)
FIVE CORE JOB CHARACTERISTICS
"Wanda" Example (Low Motivation Case) Eight hours daily sewing shirt tags.
MASLOW'S HIERARCHY OF NEEDS (Proposed by Abraham Maslow)
ERG THEORY (Developed by Clayton Alderfer)
Two. Relatedness Needs - These focus on relationships and social interactions.
Three. Growth Needs - These involve personal development and self-fulfillment.
The Frustration-Regression Principle (Key Feature of ERG) - What makes ERG Theory more realistic.
Why ERG Is More Realistic Than Maslow In real organizations, employees:
HERZBERG'S TWO-FACTOR THEORY (Proposed by Frederick Herzberg)
When hygiene factors are:
B. Motivators (Create Satisfaction) - Motivators are job content factors - elements related to the actual work itself.
Why This Theory Is Important
McClelland's Achievement Motivation Theory (Application) (Work of David McClelland)
One. Need for Achievement (nAch)
Incentive Program Effectiveness
Key Factors That Make Incentives Effective
Two. Immediate Feedback - People need to know:
Two. Recognition - Public acknowledgment of achievement.
Three. Social Recognition - More personal and relational.
Travel Rewards - Trips or experiences given as rewards.
Premack Principle (Grandma's Rule)
Goal-Setting Theory (Developed by Edwin Locke)
SMART Goals Framework To make goals effective, they should follow the SMART principle:
EQUITY THEORY (Proposed by John Stacey Adams)
What Happens When Inequity Occurs?
EXPECTANCY THEORY (Developed by Victor Vroom)
Real-Life Workplace Scenario Imagine an employee:
Motivation weakens immediately.
ORGANIZATIONAL JUSTICE THEORY
The Three Types of Justice
Key Principle: Fair procedures create long-term trust in leadership.
Why Organizational Justice Is Powerful
MARS MODEL OF INDIVIDUAL PERFORMANCE
Key Components of Motivation:
Why It Matters: If role perception is unclear:
Scenario Two: Situational Problem A skilled and motivated employee fails to meet targets.
Why the MARS Model Is Important It helps managers:
IMPACT Theory (Leadership Styles Based on Situation)
The Six Leadership Styles and Their Situational Fit
Two. Magnetic Style - Inspires through enthusiasm, optimism, and emotional energy.
Three. Position Style - Uses formal authority and role-based power.
Four. Affiliation Style - Provides emotional support and strengthens relationships.
Five. Coercive Style - Gives direct commands and expects immediate compliance.
Six. Tactical Style - Strategic planning, coordination, and systematic problem-solving.
Key Principle of IMPACT Theory
This idea is rooted in Expectancy Theory, which explains that people are motivated when they believe:
There are four main leadership styles:
Two. Supportive Leadership
Three. Participative Leadership
Four. Achievement-Oriented Leadership
How Path-Goal Theory Increases Motivation Path-Goal leaders improve motivation by:
Comparison: Path-Goal Theory versus Impact Theory
SITUATIONAL LEADERSHIP THEORY
Two. Leadership Styles (Behavioral Responses) - Leadership style in this theory is defined by:
Situational Leadership emphasizes:
LEADER-MEMBER EXCHANGE (LMX) THEORY
Key Assumptions of LMX Theory
High-Quality LMX Leads To:
Low-Quality LMX Leads To:
Example: Imagine a department supervisor.
SELF-DETERMINATION THEORY (SDT) (Developed by Edward Deci and Richard Ryan)
The Three Core Psychological Needs
When Autonomy is Supported:
When Autonomy is Thwarted:
Competence is Damaged By:
When people feel competent:
Relatedness is Thwarted By:
What Happens When All Three Are Fulfilled? When autonomy, competence, and relatedness are satisfied:
The Dark Side: Controlling Environments Environments that are:
Example: An employee demonstrates high engagement when:
Why SDT Matters in Modern Organizations In today's workforce:
Organizations that support autonomy, competence, and relatedness:
I/O PSYCHOLOGY: MODULE FIVE
Example: Jollibee Foods Corporation separates major functions such as:
FUNDAMENTAL PROCESSES IN ORGANIZATIONAL STRUCTURE Two core processes shape all organizational structures:
Example: In a fast-food restaurant
One. Informal Communication
Example: In a small family-owned business
ORGANIZATIONAL SIZE AND INFORMAL COMMUNICATION
SUPPORTIVE MECHANISMS IN LARGE ORGANIZATIONS
TYPES OF HIERARCHICAL STRUCTURES
Example: The Land Transportation Office during license renewal.
BALANCING DIVISION AND COORDINATION For an organization to work well, it must maintain balance.
When There Is Too Little Division of Labor Other problems appear:
When There Is Too Much Hierarchy
When There Is Too Little Hierarchy
What Effective Organizations Do
COORDINATION THROUGH STANDARDIZATION
THREE FORMS OF STANDARDIZATION
When It Does NOT Work Well
Key Advantage: Encourages innovation while maintaining control through measurable goals.
Comparison with Other Forms
One. SPAN OF CONTROL - refers to the number of employees who directly report to one manager.
b. Narrow Span of Control
Factors Influencing Optimal Span of Control
Three. Degree of Interdependence - This refers to how much employees depend on each other.
Four. T A LL versus F L AT STRUCTURES
Relationship with Span of Control
Imagine one hundred employees:
Two. CENTRALIZATION versus DECENTRALIZATION
Example: A small business where the owner decides:
DECENTRALIZATION means decision-making authority is distributed to lower levels or departments.
Decentralization implies decisions spread out.
High formalization means strict rules and detailed procedures.
In highly formalized organizations:
Example: Fast-food chains such as Jollibee and Mang Inasal operate with high formalization.
PROBLEMS IN FORMALIZATION
Four. Job Dissatisfaction and Work Stress - Excessive monitoring and rigid procedures may:
MECHANISTIC versus ORGANIC STRUCTURES
Best Environment: Stable Environments - Industries where change is slow and predictable.
Mechanistic equals Stability and Control. Organic equals Flexibility and Adaptability.
Four. DEPARTMENTALIZATION refers to how employees and organizational activities are grouped together.
TYPES OF DEPARTMENTALIZATION
Example: A local bakery or sari-sari store where the owner manages:
B. FUNCTIONAL STRUCTURE groups employees based on specialized functions.
Example: ABS-CBN organizes departments into:
Example: Robinsons Retail has divisions for:
Example: Philippine hospitals use multidisciplinary teams:
E. MATRIX STRUCTURE - requires employees to report to two managers:
Example: Construction firms such as DMCI:
F. NETWORK STRUCTURE - a structure where a core organization partners with external firms to perform certain functions.
Example: Filipino clothing brands:
SIKOLOHIYANG PILIPINO MODULE ONE
One. Oral Traditions - Knowledge was transmitted through storytelling and spoken teachings.
Two. Cultural Expressions - Traditional literary forms communicated wisdom about life and human behavior.
Three. Rituals and Communal Practices - Community rituals and shared activities reinforced psychological values such as:
Several principles define this worldview:
This perspective produces several psychological consequences:
One. Role of Ancestors - Ancestors were believed to remain connected to living family members.
Three. Psychological Disturbance as Disharmony - Mental distress was not primarily interpreted as an internal disorder.
Four key principles defined this worldview:
HISTORICAL COLONIZATION AND THE DEVELOPMENT OF FILIPINO PSYCHOLOGICAL CONSCIOUSNESS
Psychological consequences of colonization often include:
Key psychological characteristics included:
One. Religious conversion
Three. Educational control
Key characteristics included:
A. Education and Cultural Reorientation - Cultural reorientation through
The American colonial government established a public educational system. Major characteristics included:
B. Psychology as a Universal Science - Psychology as a universal science
American education introduced modern psychology based on:
C. Comparative Psychological Frameworks
Common psychological experiences included:
SIKOLOHIYANG PILIPINO MODULE TWO
Emic Approach Etic Approach