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I/O Psychology > Performance, Training, Motivation, Emotion > Flashcards

Performance, Training, Motivation, Emotion Flashcards

1
Q

going back to school for courses that are applicable for the job

A

continuing education

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2
Q

When should an employee be evaluated?

A

every 6 months

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3
Q

this states that they can terminate you without reason legally

A

employment at will doctrine

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4
Q

method of gathering performance appraisals from a worker’s supervisor, subordinates, peers and customers

A

360 degree feedback

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5
Q

you can do this when the employee isn’t doing their job or they’ve violated company policy

A

legally terminate employee

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6
Q

this measures job performance that’s easily quantified

A

objective evaluation

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7
Q

this measures job performance that consists of ratings/judgement of performance

A

subjective evaluation

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8
Q

newest trend of giving performance reviews, when a person pretends to be a customer but is really judging the performance that’s given to them

A

secret shopper

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9
Q

judging the quality ex: KFC and their chicken

A

qualitative evaluation

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10
Q

judging the quanity

A

quantitative evaluation

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11
Q

BARS

A

behaviorally anchored rating scale

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12
Q

BARS is used to

A

decrease bias, rate specific behavior, helps with lawsuits

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13
Q

criterion falls short of measuring job performance or incomplete

A

criterion deficiency

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14
Q

extent to which performance criterion is usable in appraising a particular job

A

criterion usefulness

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15
Q

this is used for appraisers to remember how often a worker has been observed performing specific behaviors

A

BARS

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16
Q

how you give feedback

A
  • specific, descriptive
  • well timed
  • honest
  • understood by both parties
  • proactive/coactive
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17
Q

permanent change in the workplace

A

learning

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18
Q

when you learn to associate a neutral stimulus as predicting another stimulus that we naturally react to

A

classical conditioning

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19
Q

if you’re rewarded for a specific behavior, you’re more likely to do it again in the future, if you’re punished for a specific behavior, you’re more than likely to not do it again

A

operant conditoning

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20
Q

molding someone’s behavior, reward constantly until desired behavior is reached

A

shaping

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21
Q

slow form of learning where you learn from your past mistakes

A

trial/error learning

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22
Q

Kohler’s study with a chimp and a long stick to get bananna, chimp has an “Aha” moment

A

insight learning

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23
Q

4 ways of rewarding/reinforcing

A
  • fixed ratio method
  • variable ratio
  • fixed interval
  • variable interval
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24
Q

Which 2 most effective ways to reinforce behaviors

A
  • variable ratio method

- variable interval method

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25
Q

this is after the employee does a fixed amount of behaviors, they’re rewarded

A

fixed ratio method

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26
Q

employer varies the # of behaviors the employee must do before they get rewarded

A

variable ratio method

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27
Q

when the reward comes after a fixed amount of time

A

fixed interval method

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28
Q

when employer varies amount of time between rewards

A

variable interval method

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29
Q

skill development, learning manuel skills

A

training

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30
Q

interpersonal skills ex: leadership

A

development

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31
Q

when should training occur?

A
  • new employees
  • new equipment
  • changes in policies/procedures
  • increase in accidents in workplace
  • increase in turnover
  • increase # of grievances
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32
Q

who should train?

A

-incumbant/supervisor

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33
Q

most common and popular method for training

A

on the job

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34
Q

advantage of on the job training

A

real environment, real problems

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35
Q

disadvantage of on the job training

A

stressful

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36
Q

this is simulation training, simulated environment where you learn at a slower pace, ideal for job with risk of human life ex:pilots, doctors

A

vesibule

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37
Q

advantage of vesibule training

A

no loss of human life

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38
Q

disadvantage of vesibule training

A

expensive$$$ to create/ operate

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39
Q

where you learn from a computer

A

computer based learning

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40
Q

advantage of computer based learning

A

go at your own pace of learning

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41
Q

disadvantage of computer based learning

A

there’s no one to ask a question, less interaction, on your own

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42
Q

if they identify you as a fast track manager, you’ll be trained through this

A

job rotation

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43
Q

advantage of job rotation

A

grasp every single position

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44
Q

oldest form of training, ideal form of learning for manual labor, blue collar, working with hands, work with a mentor for a lower rate of pay in return for a certain # of hours of training from mentor

A

apprenticeship

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45
Q

advantage of apprentceship

A

possibility of getting the job after training

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46
Q

disadvantage of apprenticeship

A

increased drop out rate b/c of low pay

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47
Q

white collar, office position, sometimes paid/not paid, given a mentor but there’s no guarantee for the job

A

internship

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48
Q

learn another lateral job, this happens if understaffed, doing double duties

A

cross-training

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49
Q

this was an example of socialization and orientation training video, what you can expect on the job after you’ve accepted

A

Glidewell Lab

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50
Q

assessment of training includes

A
  • organizational level (needs/goals)
  • task level (requirements of task)
  • person level (skill/knowledge required for job)
  • demographic level (training needs for demographic groups)
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51
Q

this is used to determine if the training was successful

A

assessment of training

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52
Q

the maze example of McDonald’s was of

A

trial and error

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53
Q

the force that energizes, directs, and sustains behavior

A

motivation

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54
Q

what motivates us is having our needs met

A

Maslow’s Hierarchy of Needs

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55
Q

getting paid for food/water

A

biological needs

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56
Q

roof over our heads, lock on our door

A

safety needs

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57
Q

come into work for friendships

A

social needs

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58
Q

to feel good about ourselves, praise/recognition

A

esteem needs

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59
Q

the need to be all you can be, always reaching for a goal, self growth, some never get this far

A

self-actualization

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60
Q

internal, go into work for good feelings

A

intrinsic

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61
Q

tangible, $, health insurance, something that’s given to you

A

extrinsic

62
Q

these needs are $, 401k, extrinsic

A

hygiene factor

63
Q

intrinsic, job challenges you, given more responsibility, like job

A

motivator factor

64
Q

what motivates you is how fairly you believe you’re being treated, perception

A

Adam’s Equity Theory

65
Q

time, family, school

A

inputs

66
Q

$, experience, skills

A

outputs

67
Q

if inputs are greater than outputs, then we ____ be motivated

A

won’t be

68
Q

if inputs and outputs are equal, then you ____ motivated

A

will be

69
Q

genetics motivate you, predetermined one’s motivational level

A

biological theories of motivation

70
Q

most widely accepted, behaviors of org/ employers do that help motivate you

A

behavioral theories of motivation

71
Q

subjectively determined pay increase, usually can cause fights

A

merit pay

72
Q

objectively based pay, hard facts/#’s, based on tenure and commision

A

pay for performance

73
Q

anything positive, pay, food,

A

reinforcement

74
Q

when you work 8 hours but you choose when that will be

A

flex time

75
Q

you can work 4 days a week, 10 hours a day or work 3 days a week, 12 hours a day

A

compressed work week

76
Q

only working nights

A

night shift

77
Q

working 2 or more jobs

A

moonlighting

78
Q

the more control you have in your work environment, the __ motivated you are and less stressed

A

more

79
Q

committees w/in an org makes polices about their job and they can give input about changes, ppl doing the job have a say

A

quality circles

80
Q

org shares profit with employees( a certain amt)

ex: stocks

A

profit sharing

81
Q

give rewards./bonus if group improvements are made w/in the org

A

gainsharing

82
Q

employer sits down with you and asks what goals you want to achieve

A

goal setting

83
Q

given more responsibilities/duties at job, they think you’re doing good so they add to job description, makes you have more skills, more marketable

A

job enrichment

84
Q

MBWA stands for

A

management by walking around

85
Q

most successful manager walks around and better caters to employees motivations/needs

A

MBWA

86
Q

get you to agree to a deal, they change the terms of the deal you still feel obligated to agree, illegal ex:car salesman

A

lowballing

87
Q

where employers/marketers will try to convince you to say yes b/c they make themselves similar to you, with age, background

A

similarity

88
Q

if we perceive something is beautiful, we assume they’re good and more likely to say yes to attractive ppl

A

physical attractiveness

89
Q

the more trustworthy we perceive someone to be, the more likely we are to say and be motivated by them ex: friendly serves get more tips

A

trustworthyness

90
Q

taking the lead video included these 2 businesses

A

4 seasons hotel & Northwest airlines

91
Q

this business focused on empowerment

A

4 seasons hotel

92
Q

this business focused on expectancy

A

vroom

93
Q

this business focused on recognition, stock options and profit sharing

A

Cisco systems

94
Q

this business was encouraging to helping others, better pay, internal promotions, merit pay increase, continuing education

A

4 seasons

95
Q

this business’s mission statement was motivating employees, meaningful tasks, recognition programs, employee decision making, self actualization

A

northwest airlines

96
Q

examples of Herzberg’s motivating factors

A

responsibility, achievement, recognition, advancement, growth on job

97
Q

examples of Herzberg’s hygiene factors

A

supervision, interpersonal relation,working conditions, salary

98
Q

positive/negative feelings towards your job

A

job satisfaction

99
Q

a worker’s feelings and attitudes about the entire work organization

A

org commitment

100
Q

JDI stands for

A

job descriptive index

101
Q

a self report job satisfaction rating scale measuring 5 job facets

A

JDI

102
Q

this has become the most widely used standardized measure of job satisfaction

A

JDI

103
Q

commitment related behaviors

A

org citizenship behavior

104
Q

3 components of attitudes are

A
  • affect
  • behavior
  • cognitions
105
Q

what makes up emotions/feelings

A

affect

106
Q

happy faces and each one corresponds to your attitude towards the company, employer or job

A

faces inventory

107
Q

faces is a __ survey

A

subjective

108
Q

faces measures ___ towards job

A

affect

109
Q

biggest indicator of job satisfaction is

A

absenteeism

110
Q

if this rate is high, ppl aren’t happy with their job

A

absenteeism

111
Q

when you hire employees and they leave soon after

A

turnover

112
Q

indicates org doesn’t have clear tardy policies

A

tardiness

113
Q

upset with various aspects of organization. if this is high, no job satisfaction

A

grievances

114
Q

when you persuade yourself to change your attitude, attitude/behavior are in conflict with each other and this makes you feel uneasy

A

cognitive dissonance

115
Q

uneasiness

A

dissonance

116
Q

to get rid of dissonance you need to change

A

your attitude to match your behavior or change behavior to match your attitude

117
Q

changing your attitude b/c someone told you to

A

compliance

118
Q

What fuels foot in the door?

A

the need to be consistent and feeling obligated

119
Q

who developed cog dissonance?

A

leon festinger

120
Q

need to be consistent

A

lowballing

121
Q

the more familiar you are with someone, the more likely you’ll say yes to their request, breeds liking

A

familiarity

122
Q

changing attitudes/behaviors b/c of imagined pressures, another way of influence

A

conformity

123
Q

Solomon Asch did his studies on

A

conformity

124
Q

this study had 4 confederates and 1 participant. confeds answered in a specific way and this was to measure conformity of participant. who conducted this study?

A

asch

125
Q

Females are more likely to conform

A

true

126
Q

others have info that we don’t

A

informational influence

127
Q

we don’t want to go against the grain/norm of the group b/c you’d feel ostricized

A

normative influence

128
Q

someone who won’t conform

A

dissenter

129
Q

if someone is going against the group, the ___ you’ll conform

A

less likely

130
Q

if you’re an expert in the field, you’re ___ to conform

A

less likely

131
Q

changing behavior/attitudes b/c someone commands that you do

A

obediance

132
Q

3 forms of social influence

A
  • compliance
  • conformity
  • obediance
133
Q

Stanley Milgram studied

A

obediance

134
Q

at Yale university, there was a shock machine and the person gets shocked if they didn’t answer correctly

A

Milgram study

135
Q

what % of participants went all the way of high voltage shock?

A

65%

136
Q

ppl were less likely to be obedient if the conductor of experiment was wearing jeans and a t shirt b/c that wasn’t what an authority figure looked like

A

Milgram’s variation study

137
Q

the closer you are to the victim, the ____ likely you’ll be obedient and not shock person

A

less

138
Q

the farther away the authority figure is, the less likely you’ll follow orders

A

proximity of authority figure

139
Q

approached by the enemy, physical punishment, control of info, deindividuation

A

brainwashing

140
Q

approached by similar other, no physical punishment, rigorous schedules, no info, loss of identity

A

mind control

141
Q

when you identify yourself with your captor

A

stalkholmes syndrome

142
Q

professor who figured out technique to get ppl to say yes, went undercover

A

Cialdini

143
Q

getting employees to get a “yes” to your request

A

compliance

144
Q

where you create 2 extreme contrasts to force someone to see your POV and agree with you

A

contrast effect

145
Q

make outrageous request first and then ask for something much smaller, reasonable request. b/c of contrast effect, ppl will be more likely to say yes

A

Door in the face

146
Q

ask small request 1st and then you ask for similar larger request. b/c someone said yes to the 1st request, they’re more likely to say yes to the 2nd to be consistent. b/c of obligation and pressure

A

Foot in the door

147
Q

when we think our freedom is being taken away we want them even more and we’re more motivated
ex: romeo and juliette, limited time offer

A

scarcity technique

148
Q

add several bonuses to make you feel like you’re getting more for your $, used for persuasion
ex:infomercials

A

That’s not all folks

149
Q

predictors of turnover

A
  • firing workers who aren’t preforming well
  • layoffs occur
  • involuntary/voluntary
  • job satisfaction
  • org commitment
150
Q

ways to increase job satisfaction

A
  • job rotation
  • job enlargment
  • skill based pay
151
Q

movement of workers from one type of task to another to alleviate boredom

A

job rotation

152
Q

system of compensation in which workers are paid based on their knowledge /skills rather than on their positions in the organization

A

skill based pay

I/O Psychology (3 decks)

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