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I/O Psychology > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Nepotism

A

An approach to personnel staffing whereby family members receive preferential treatment because of birth or marriage.

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2
Q

Protected Group

A

A designation for members of society who are granted legal status by virtue of a demographic characteristic, such as race, sex, national origin, color, religion, age, and disability.

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3
Q

Adverse Impact

A

A type of unfair discrimination in which the result of using a particular personnel selection method has a negative effect on protected group members compared with majority group members. Oftn contrasted with disparate treatment.

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4
Q

Disparate Treatment

A

A type of unfair discrimination in which protected group members are afforded differential employment procedures compared to members of other groups. Often contrasted with adverse impact.

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5
Q

Diversity

A

A goal of staffing whereby demographic differences in society are reflected in the workforce.

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6
Q

Diversity-validity Dilemma

A

The paradox of organizations being unable to simultaneously hire the most qualified applicants and members of the full range of demographic groups that populate society.

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7
Q

Affirmative Action

A

A social policy that advocates members of protected groups will be actively recruited and considered for selection in employment.

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8
Q

Reruitment

A

The process by which individuals are solicited to apply for jobs.

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9
Q

Regression Analysis

A

A statistical procedure used to predict one variable on the basis of another variable.

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10
Q

Multiple Correlation

A

The degree of predictability (ranging from 0 to 1.00) in forecasting one variable on the basis of two or more other variables. Often expressed in conjunction with multiple regression analysis.

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11
Q

Multiple Regression Analysis

A

A statistical procedure used to predict on variable on the basis of two or more other variables.

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12
Q

Validity Generalization

A

A concept that reflects the degree to which a predictive relationshi empirically established in one context spreads to other populations or contexts.

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13
Q

Personnel Selection

A

The process of determining those applicants who are selected for hire versus those who are rejected.

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14
Q

Predictor Cutoff

A

A score on a test that differentiates those who passed the test from those who failed; often equated with the passing score on a test.

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15
Q

Selection Ratio

A

A numeric index ranging between 0 and 1 that reflects the selectivity of the hiring organization in filling jobs; the number of job openings divided by the number of job applicants.

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16
Q

Base Rate

A

The percentage of current employees in a job who are judged to be performing their jobs satisfactorily.

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17
Q

Criterion Cutoff

A

A standard that separates successful from unsuccessful job performance.

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18
Q

True Positives

A

A term to describe individuals who were correctly selected for hire because they became successful employees.

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19
Q

True Negatives

A

A term to describe individuals who were correctly rejected for employment because they would have been unsuccessful employees.

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20
Q

False Negatives

A

A term to describe individuals who were incorrectly rejected for employment because they would have been successful employees.

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21
Q

False Positives

A

A term to describe individuals who were incorrectly accepted for employment because they were unsuccessful employees.

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22
Q

Banding

A

A method of interpreting test scores such that scores of different magnitude in a numeric range or band are regarded as being equivalent.

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23
Q

Utility

A

A concept reflecting the economic value (expressed in monetary terms) of making personnel decisions.

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24
Q

Benchmarking

A

The process of comparing a company’s products or procedures with those of the leading companies in an industry.

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25
Q

Placement

A

The process of assigning individuals to jobs based on one test score.

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26
Q

Classification

A

The process of assigning individuals to jobs based on two or more test scores.

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27
Q

Training

A

The process through which the knowledge and skills of employees are enhanced.

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28
Q

Learning

A

The process by which change in knowledge or skills is acquired through education or experience.

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29
Q

Declarative Knowledge

A

A body of knowledge about facts and things. Often compared with procedural knowledge.

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30
Q

Knowledge Compilation

A

The body of knowledge acquired as a result of learning.

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31
Q

Procedural Knowledge

A

A body of knowledge about how to use information to address issues and solve problems. Often compared with declarative knowledge.

32
Q

Procedural Knowledge

A

A body of knowledge about how to use information to address issues and solve problems. Often compared with declarative knowledge.

33
Q

Computer-based Training

A

A method of training that utilizes computer technology (such as CD-ROM) to enhance the acquisition of knowledge and skills.

34
Q

Programmed Instruction

A

The most basic computer-based training that provides for self-paced learning.

35
Q

Intelligent Tutoring Systems

A

A sophisticated type of computer-based training that uses artificial intelligence to customize learning to the individual.

36
Q

Interactive Multimedia Training

A

A type of computer-based training that combines visual and auditory information to creat a realistic but nonthreatening environment.

37
Q

Virtual Reality Training

A

A type of computer-based training that uses three-dimensional computer-generated imagery.

38
Q

Business Games

A

A method of training that stimulates business environment with specific objective to achieve and rules for trainees to follow.

39
Q

Role Playing

A

A training method directed primarily at enhancing interpersonal skills in which training participants adopt various roles in a group exercise.

40
Q

Behavior Modeling

A

A method of training that makes use of imitative learning and reinforcement to modify human behavior.

41
Q

Error Management Training

A

A system of training in which employees are encouraged to make errors, and then learn rom their mistakes.

42
Q

Management Development

A

The process by which individuals serving in management or leadership positions are trained to better perform the job.

43
Q

Melting Pot Conception

A

A concept behind facilitating relationships among people of different cultures based on them relinquishing their individual cultural indents to form a new, unified culture as a means of coexisting. Often contrasted with multicultural conception.

44
Q

Multicultural Conception

A

A concept behind facilitating relationships among people of different cultures based on them retaining their individual cultural identities as a means of coexisting. Often contrasted with melting pot conception.

45
Q

Cultural Diversity Training

A

A method of training directed at improving interpersonal sensitivity and awareness of cultural differences among employees.

46
Q

Expatriate

A

A person native to one country who serves a period of employment in anther country.

47
Q

Sexual Harassment

A

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that creates an intimidating hostile, or offensive work environment.

48
Q

Quid Pro Quo Sexual Harassment

A

A legal classification of harassment in which specified organizational reward are offered in exchange for sexual favors. Often compared with hostile environment sexual harassment.

49
Q

Hostile Environment Sexual Harassment

A

A legal classification of sexual harassment in which individuals regard conditions in the workplace (such as unwanted touching or off-color jokes) as offensive. Often compared with quid pro quo sexual harassment.

50
Q

Mentor

A

Typically an older and more experienced person who helps to professionally develop a less experienced person.

51
Q

Protégé

A

Typically a younger and less experienced person who is helped and developed in job training by a more experienced person.

52
Q

Executive Coaching

A

An individualized developmental process for business leaders provided by a rained professional (the coach).

53
Q

Transfer of Training

A

The degree of generalizability f the behaviors learned in training to those behaviors evidenced on the job that enhance performance.

54
Q

Reaction Criteria

A

A standard for judging the effectiveness of training that refers to the reactions or feelings of individuals about the training-they received.

55
Q

Learning Criteria

A

A standard for judging the effectiveness of training that refers to the amount of new knowledge and skills acquired through training.

56
Q

Behavioral Criteria

A

A standard for judging the effectiveness of training that refers to changes in performance that are exhibited on the job as a result of training.

57
Q

Results Criteria

A

A standard for judging the effectiveness of training that refers to the economic value that accrues to the organization as a function of the new behaviors exhibited on the job.

58
Q

Performance Management

A

The process of how an organization manages and aligns all of its resources to achieve high performance.

59
Q

Person Perception

A

A theory that asserts how we evaluate other people n various contexts is related to how we acquire, process, and categorize information.

60
Q

Schema

A

A Cognitive approach to processing information that results in making sense of events and actions that in turn influence how decisions are made on the basis of that information.

61
Q

Halo Error

A

A tpe of rating error in which the rater assesses he ratee as performing well on a variety of performance dimensions, despite having credible knowledge of only a limited number of performance dimensions.

62
Q

Leniency Error

A

A type of rating error n which the rater assesses a disproportionately large number of ratees as performing well (positive leniency) or poorly (negative leniency) in contrast to their true level of performance.

63
Q

Central-tendency Error

A

A type of rating error in which the rater assesses a disproportionately large number of ratees as performing in the middle or central part of a distribution of rated performance in contrast to their true level of performance.

64
Q

Top-grading

A

A method of performance management whereby employees are graded on their overall contribution to the organization, and each year the bottom 10% of the employees are dismissed.

65
Q

Critical Incidents

A

Specific behaviors indicative of good or bad job performance.

66
Q

Behaviorally Anchored Rating Scales (BARS)

A

A type of performance appraisal rating scale in which the scale points are descriptions of behavior.

67
Q

Rater Training

A

The process of educating raters to make more accurate assessments of performance, typically achieved by reducing the frequency of halo, leniency, and central tendency errors.

68
Q

Rater Motivation

A

A concept that refers to organizationally induced pressures that compel raters to evaluate ratees positively.

69
Q

Contextual Performance

A

Behavior exhibited by an employee that contributes to the welfare of the organization but is not a formal component of an employee’s job duties. Also called prosocial behavior and extra-role behavior.

70
Q

Peer Assessment

A

A technique of performance appraisal in which individuals assess the behavior of their peers or coworkers. Peer assessments include nominations, ratings, and rankings.

71
Q

Peer Nomination

A

A technique of appraising the performance of coworkers by nominating them for membership in a group.

72
Q

Peer Rating

A

A technique of appraising the performance of coworkers by rating them on a dimension of their job behavior.

73
Q

Peer Ranking

A

A technique of appraising the performance of coworkers by ranking them on a dimension of their job behavior.

74
Q

Self-assessment

A

A technique of performance appraisal in which individual assess their own behavior.

75
Q

360-degree Feedback

A

A process of evaluating employees from multiple rating sources, usually including supervisor, peer, subordinate, and self. Also called multisource feedback.

I/O Psychology (3 decks)

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