Exam 3 Flashcards
(202 cards)
1
Q
Most training is _____________.
A
informal
2
Q
___________ training constitutes only about 10% of organizational learning.
A
Formal
3
Q
__________ training requires motivated and adaptable individuals.
A
Informal training
4
Q
the process by which change in knowledge or skills is acquired through education or experience
A
Learning
5
Q
the whole body of knowledge acquired as a result of learning
A
knowledge compilation
6
Q
a body of knowledge about how to use info to address issues and solve problems (type of knowledge that involves knowing how to actually do things)
A
procedural
7
Q
What are the 3 major abilities that regulate our acquisition of knowledge?
A
cognitive, perceptual, and psychomotor abilities
8
Q
What are the 3 major differences between experts and Novices?
A
- Automaticity
- Mental Models
- Meta-cognition
9
Q
the process through which the knowledge and skills of employees are enhanced
A
training
10
Q
a body of knowledge about acts and things
A
declarative knowledge
11
Q
a method of training that utilizes computer technology to enhance the acquisition of knowledge and skills
A
computer-based training
12
Q
the most basic computer-based training that provides for self-paced learning
A
programmed instruction
13
Q
a sophisticated type of computer-based training that uses artificial intelligence to customize learning to the individual
A
intelligent tutoring systems
14
Q
a type of computer-based training that combines visual and auditory information to create a realistic but nonthreatening environment
A
interactive multimedia training
15
Q
a type of computer-based training that uses three-dimensional computer-generated imagery
A
virtual reality training
16
Q
a method of training that simulates a business environment with specific objectives to achieve and rules for trainees to follow
A
business games
17
Q
a training method directed primarily at enhancing interpersonal skills in which training participates adopt various roles in a group exercise
A
role playing
18
Q
a method of training that makes use of imitative learning and reinforcement to modify human behavior
A
behavior modeling
19
Q
a system of training in which employees are encouraged to make errors, and then learn from their mistakes
A
error management training
20
Q
the process by which individuals serving in management or leadership positions are trained to better perform the job
A
management development
21
Q
a conception behind facilitating relationships among people of different cultures based on them relinquishing their individual cultural identities to form a new, unified culture as a means of coexisting
A
melting pot conception
22
Q
a concept behind facilitating relationships among people of different cultures based on them retaining their individual cultural identities as a means of coexisting
A
multicultural conception
23
Q
a method of training directed at improving interpersonal sensitivity and awareness of cultural differences among employees
A
cultural diversity training
24
Q
a person native to one country who serves a period of employment in another
A
expatriate
25
unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of sexual nature that creates an intimidating, hostile, or offensive work environment
sexual harassment
26
a legal classification of harassment in which specified organizational rewards are offered in exchange for sexual favors
Quid pro quo sexual harassment
27
a legal classification of sexual harassment in which individuals regard conditions in the workplace (such as unwanted touching or off-color jokes) as offensive
hostile environment sexual harassment
28
typically an older and more experienced person who helps to professionally develop a less experienced person
mentor
29
typically a younger and less experienced person who is helped and developed in job training by a more experienced person
protege
30
an individual developmental process for business leaders provided by a trained professional (the coach)
executive coaching
31
the degree of generalizability of the behaviors learned in training to those behaviors evidenced on the job that enhance performance
transfer of training
32
a standard for judging the effectiveness of training that refers to the reactions or feeling individuals about the training they received
reaction criteria
33
a standard for judging the effectiveness of training that refers to the amount of new knowledge and skills acquired through training
learning criteria
34
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
behavioral criteria
35
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 behavior exhibited on the job
results criteria
36
_______ ________ is the process by which employees as well as the entire organization acquire new skills to better adapt to the rapidly changing work world.
Organizational learning
37
_________ __________ is the process by which individuals acquire declarative and procedural knowledge
Skill acquisition
38
What are the two steps in evaluation a training program?
1. Evaluating the content that was trained
| 2. Evaluating the success of the training
39
What are the four levels of training evaluation?
Reactions, learning, behavior, and results
40
Four Levels of Training Evaluations:
1. Reactions: Do you like the program?
2. Learning: Did you learn what you were supposed to?
3. Behavior: Will this alter your behavior in the future?
4. Results:Will this produce the desired organizational results?
41
What are the four levels of validity of a training program?
1. Training Validity: Did the training cover what it was supposed to? (Learning/behavior)
2. Transfer Validity: Do the knowledge and skills transfer to the job setting? (Behavior)
3. Intra-organizational validity:Do we see the results we are looking for? (Results)
4. Inter-Organizational Validity: Will it work for other organizations with the same challenge?
42
self-paced learning through a series of activities on a computer
programmed instruction
43
programmed instruction that identifies areas of concern and emphasizes help in those areas
intelligent tutoring systems
44
synthetic learning environments (similar to a game) you can make decisions and explore options with videos, pictures, and sound clips
interactive multimedia training
45
simulates an environment in a 3-D context; provides sensory effects (visual, auditory) to enhance learning
virtual reality training
46
training through a simulated business environment; common for MBA students; simulated problem and a solution must be generated
business games
47
enhancing interpersonal skills through adopting a new role; customer service, negotiations, and other instances where understanding the opposite view in important
role playing
48
imitative learning to reinforce and modify behaviors; a very natural way for us to learn
behavior modeling
49
a system of training in which employees are encouraged to make errors, and then learn from their mistakes
error management training
50
the process by which individuals serving in management or leadership positions are training to better perform the job
management development
51
Increased _______ should reduce discrimination lawsuits, increase creativity and problem solving capabilities
diversity
52
type of training that aims to improve interpersonal sensitivity and awareness of cultural differences among employees
cultural diversity training
53
focuses on awareness of similarities and differences in cultural diversity training
attitude change
54
change policies that limit productivity and focus on helping a diverse workforce to succeed in cultural diversity training
behavior change
55
3 conditions in which an action is sexual harassment:
1. if it affects an individual's employment
2. If it interferes with an individual's work performance
3. If it creates an intimidating, hostile, or offensive work environment
56
What 3 behaviors are considered sexual harassment if they result in one of the 3 conditions?
1. unwelcome sexual advances
2. requests for sexual favors
3. other verbal or physical conduct of a sexual nature
57
"You do this for me, I do that for you" sexual harassment
quid pro quo
58
a legal classification of harassment in which specified organizational rewards are offered in exchange for sexual favors
quid pro quo sexual harassment
59
when the conditions of a workplace are offensive sexual harassment
hostile-environment harassment
60
a legal classification of sexual harassment in which individuals regard conditions in the workplace (such as unwanted touching or off-color jokes) as offensive
hostile environment sexual harassment
61
a person who serves on an assignment in another country (generally for an extended period of time)
expatriate
62
older more successful individuals who help to advise proteges
mentors
63
a younger person who is paired with a mentor
protege
64
As a result of mentoring, _______ have higher rates of promotion, higher motivation, and more positive interpersonal relations
proteges
65
What are the 4 stages of mentoring?
1. Initiation Phase: When the pairing is first made. The mentor must see the younger individual as a protege.
2. Protege phase: When the apprentice's work is recognized as a byproduct of the mentoring
3. Breakup stage: the protege goes off on his or her own
4. Lasting-friendship stage: If the mentoring was successful, after the breakup a peer relationship can develop
66
What are the two primary types of mentoring?
1. psychosocial: support, role modeling, acceptance, and friendship
2. task-related: career related help such as exposure, coaching, and sponsorship
67
What are the three important aspects of mentoring?
1. Frequency: how much time is spent together
2. Scope: breadth of experience that are shared
3. Strength of influence: How strongly the protege is influenced
68
_____ attempt to enhance skills such as:
- interpersonal
- communication
- leadership
- cognitive
- self management
coaches
69
What are the three stages of executive coaching?
1. Contract: determine what the relationship will consist of and for how long
2. Coaching: similar to counseling, one on one sessions working on specific goals of the executive
3. Action plan: decide how to implement the new skills and evaluate their effectiveness on the job
70
Executive coaching often begins with what type of assessment?
360 degree assessment
71
no obvious culture (makes one neutral culture)
melting pot
72
celebrates all different cultures
multicultural
73
T/F: In sexual harassment it doesn't matter what the intentions of the action were, just the outcomes of that action
true
74
Mentor are _______; coaches are _______.
internal; external
75
the degree of generalizability of the behaviors learned in training to those behaviors evidenced on the job that enhance performance
transfer of training
76
Transfer problems
1. Lack of opportunity to apply what you learned
2. Lack of organizational support:
- new skills are developed, but then not adopted across organization
- lack of management support
- lack of necessary info
- untrained employees promote "the old way"
77
Ways to aid transfer:
1. Positive organizational culture: foster a culture of learning where new ideas are accepted and encouraged; high organizational (and personal) consequences for success or failure of training
2. High levels of managerial support
3. Resources/opportunities given to enhance training success
78
Commonly Used Training Criteria (Kirkpatrick's Taxonomy):
1. Reaction criteria: the reactions or feelings of individuals about the training they received
2. Learning criteria: the amount of new knowledge and skills acquired through training
3. Behavior criteria: changes in performance that are exhibited on the job as a result of training
4. Results criteria: the economic value that accrues to the organization as a function of the new behaviors exhibited on the job
79
What is the easiest measure to collect of the training criteria?
reaction
80
the reactions or feelings of individuals about the training they received (training criteria)
reaction criteria
81
the amount of new knowledge and skills acquired through training (training criteria)
learning criteria
82
3 ways to assess learning criteria:
1. Immediate knowledge: knowledge at conclusion of training
2. Knowledge retention: knowledge assessed at a later time
3. Behavior/skills demonstration: demonstrating a behavior manifestation of the knowledge gained
83
actual change in performance that ar exhibited on the job as a result of training criteria
behavior criteria
84
the level of training transfer we are most concerned with
behavioral criteria
85
the economic value that accrues to the organization as a function of the new behaviors exhibited on the job criteria
results criteria
86
What is the hardest and most time consuming level of training transfer to collect?
results criteria
87
the use of game mechanics in non-game situations
gamification
88
the way that a set of tasks, or an entire job is organized in order to promote positive organizational and employee related outcomes
job design
89
Who is one of the creators of Job Design that wrote The Wealth of Nations which discussed the division of labor?
Adam Smith
90
Who is one of the creators of Job Design that wrote On the Economy of Machinery and Manufactures (built first computer-"Difference Engine")
Charles Babbage
91
Who wrote The Priniciples of Scientific Management?
Frederick Taylor and Lillian Gilbreth
92
___________ __________ reduced work to basic functions to increase efficiency; it also made work boring, repetitive, and tedious
scientific management
93
________ came up with a theory called the Motivator-Hygiene Theory
Herzberg
94
this theory said some aspects of work are satifying and motivating and are called motivators, other aspects of work are necessary but not satisfying and if absent are dissatisfying and they are called Hygiene Factors
Herzberg's Motivator-Hygiene Theory
95
In Motivator-Hygiene theory, ________ factors are necessary, but only _____ factors increase satisfaction and performance
hygiene, motivator
96
Job Characteristics Theory was created by
Hackman and Oldham
97
What are the five characteristics that produce positive work outcomes in Job Characteristics Theory?
1. Skill variety
2. Task identity
3. Task Signigicance
4. Autonomy
5. Feedback
98
What does "task identity" mean in Job Characteristics Theory?
responsibililty for one part of the job
99
What does "task significance" mean in Job Characteristics Theory?
understanding how your work impacts the organization
100
What does autonomy mean in Job Characteristics Theory?
freedom and independence in how to carry out one's job
101
What does "feedback" mean in JC Theory?
receiving knowledge about the results of our actions (from the job)
102
The 5 Job Characteristics in JC Theory lead to what 3 critical psychological states?
1. Skill variety, task identity, and task significance lead to meaningfulness of work
2. Autonomy lead to an experience of responsibility
3. Feedback leads to knowledge of results
103
In JC Theory, experience of the 3 psychological states (meaningfulness, responsibility, and feedback) result in increased:
motivation, performance, satisfaction, and attendance
104
variable that affects relationship between two other variables
moderator
105
In JC Theory, the need for personal accomplishment
Growth Need Strength (GNS)
106
People with high _____ are more satisfied with high scope (job characteristics) jobs
GNS (Growth Need Strength)
107
People low on _____ are not more satisfied with high scope jobs
GNS (Growth Need Strength)
108
theory that views organizations as the interplay of people and technology
sociotechnical systems theory
109
individuals may use the social environment to take cues about how they should weigh various dimensions of work; our attitudes may shift depending upon the social context in which we find ourselves
Social Information Processing Perspective
110
While _________ _______ affects attitudes, ______ __________ affect attitudes and behaviors
social characteristics; task characteristics
111
______ is when a variable is the route by which one cariable influences another
mediation
112
Are subjective or objective perceptions of the characteristics greater predictors of job attitudes and outcomes?
subjective perceptions
113
Which theory of job design said there was "one best way to do job"?
scientific method
114
What theory in job design was also called Two-Factor Theory?
Motivator-Hygiene Theory
115
Which theory in job design emphasizes joint optimization?
sociotechnical systems theory
116
Who wrote Mental Health of the Industrial Worker?
Arthur Kornhauser
117
What are the four major areas of OHP?
accidents, psychological wellbeing, work family conflict, and stress and health
118
Estimated cost of work accidents in the U.S. is how much annually?
$140 billion
119
What type of accident is the most common?
motor vehicle accidents (43%)
120
What two areas of work are the most dangerous in the U.S.?
agriculture and mining
121
What are four accident causes in the workplace?
employee stress, employee personality, inadequate safety training, and poor safety climate
122
What are four ways to prevent accidents in the workplace?
goal setting, incentive systems for safe behavior, management support for safe behavior, and training in safety procedures
123
the study of the factors and conditions in life that lead to pleasurable and satisfying outcomes for individuals
positive psychology
124
the dilemma of trying to balance the conflicting demands of work and family responsibilities
work/family conflict
125
What are the 3 approaches to WFC?
1. the effect of work on family
2. the effect of family on work
3. the family-work interaction
126
What are the 3 models for coping with WFC?
1. Spillover: attitudes at work caryy over to affect home life or vice versa
2. Compensation: inverse relationships between work and family; satisfaction in one makes up for problems in the other
3. Segmentation: family is for intimacy and empathy while work is impersonal; they are separate and provide separate needs
127
Example of way of coping with WFC when you have a really bad day and come home and take it out on your family
Spillover
128
Example of coping with WFC if you're not happy at job but you think "at least I have my family"
compensation
129
Example of coping with WFC when you think "family time is for family; work time is for work"
Segmentation
130
Who experiences more negative effects from WFC: women or men?
women
131
Who experiences more negative effects from WFC?
1. women more than men
2. individual with children more than individuals without
3. individuals who have to interact with others to perform their job more than individuals who don't
132
condition at work requiring an adaptive response (can be objective or perceived)
job stressor
133
negative response to stressor
job strain
134
3 types of job strain:
1. psychological: anger, anxiety, and frustration
2. physical: increased blood pressure
3. behavioral: absence, accidents, smoking
135
when a machine determines how fast one works (can lead to stress)
machine pacing
136
Low ____ with high ____ lead to strain
control; demand
137
distressed psychological state in response to occupational stressors
burnout
138
3 components of burnout
1. emotional exhaustion
2. depersonalization
3. reduced personal accomplishment
139
Effects of burnout:
intention to quit
increased risk for cardiovascular disease
health symptoms
poor performance
140
the science of understanding interactions between humans and other elements of a system in order to influence design in a way that optimizes human well-being and system performance
human factors/ergonomics
141
Human factors draws its past from both psychology and ______
engineering
142
While I/O takes a ____ focus looking at organizational characteristics and industrial systems; human factors takes a _____ perspective focusing on technology design and human application
macro; micro
143
While I/O largely took off after WWII, Human Factors took off:
during WWII
144
Human Factors influences the workplace through 4 major routes:
1. system design
2. consulting
3. public policy
4. research
145
in human factors when design, testing, and evaluation of a new product all occur at the same time
concurrent engineering
146
Major areas of research in human factors are:
attention processes, cognitive engineering
147
Area of research of attention processes in human factors that says attention requires sensation and cognition and focuses on ways to enhance both elements
Theory of Signal Detection (TSD)
148
the process of how an organization manages and aligns all of its resources to achieve high performance
performance management
149
a theory that asserts how we evaluate other people in various contexts is related to how we acquire, process, and categorize information
person perception
150
a type of rating error in 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
leniency error
151
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
central-tendency error
152
a standard by which you can judge the performance of someone
criterion
153
criteria that can be measured using simple counts
objective criteria
154
criteria measures that employ various rating scales to determine the sufficiency of ratings as a matter of perceptions
subjective criteria
155
the most common forms of performance appraisals are
subjective performance ratings
156
when individuals assess the behavior of their peers or coworkers
peer assessments
157
peer assessment where peers nominate the single best peer for a given criteria
peer nominations
158
peer assessment where peers rate peers on given dimensions of behavior
peer ratings
159
peer assessment where peers rank coworkers along a given criteria
peer rankings
160
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
top-grading
161
Model of the rating process
1. Observe performance
2. store info about performance
3. retrieve info about performance from memory
4. Translate retrieved info into ratings
162
employee comparison method where employees are ordered from best to worst
rank order method
163
employee comparison method where you compare every person against every other person to force a rank ordering
paired comparison method
164
employee comparison method that forces a normal distribution of employees on a given dimension
forced-distribution method
165
rater error where rater sees one good or bad trait and assumes all other traits are the same
halo error
166
type of rater error where "everyone is pretty good" so everyone gets the same high rating or vice versa
leniency error
167
rater error where the rater doesn't use the top of the scale because "there's always room for improvement"
severity error
168
how past ratings of performance influence current ratings of performance
context effects
169
2 types of context effects:
1. assimilation: "You did well before, so you'll probably do well again"
2. contrast: when you compare a really good performance with a really bad performance or vice versa
170
What is another name for top-grading?
rank and yank
171
measure behaviors that are indicative of performance rather than performance directly; involves identifying critical incidents; can be used to keep a tally of specific good or bad behaviors
behavioral checklists and scales
172
a cognitive approach to processing info that results in making sense of events and actions that in turn influence how decisions are made on the basis of that info
schema
173
a type of rating error in which the rater assesses the ratee as performing well on a variety of performance dimensions, despite having credible knowledge of only a limited number of performance dimensions
halo error
174
specific behaviors indicative of good or bad job performance
critical incidents
175
a type of performance appraisal rating scale in which the scale points are descriptions of behavior
behaviorally anchored rating scales (BARS)
176
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
rater training
177
how realistic and detailed is the training; how accurately did you train the proper behaviors
fidelity
178
a concept that refers to organizationally induced pressures that compel raters to evaluate ratees positively
rater motivation
179
Four major reasons for rater motivation error:
1. no rewards for accurate ratings, and few sanctions
2. high ratings are needed for subordinates to achieve goals such as pay raises or promotions
3. It is a reflection on the supervisor's job performance
4. Avoidance of negative reactions and confrontations
180
What is the "prisoner's dilemma in appraisal politics"?
If all supervisors agree to rate fairly. If one person chooses not to do so, they hurt their own employees chances of succeeding.
181
Accurate ratings are most likely to occur in an environment where the following conditions exist:
-Good and poor performance are clearly defined
-distinguishing among workers in terms of their levels of performance is widely accepted
-there is a high degree of trust in the system
=low ratings do not automatically result in the loss of valued rewards
-valued rewards are clearly linked to accuracy in performance appraisal
182
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
contextual performance
183
a process of evaluating employees from multiple rating sources, usually including supervisor, peer, subordinate, and self
360-degree feedback
184
type of context effect that occurs when info from previous performance is assimilated into ratings of current performance
assimilation effects
185
type of context effect that occurs when info from previous performance is used as a reference point for measuring current performance
contrast effects
186
If two ratees were performing equally well at the time of the second rating, the one which had performed better on previous ratings would again receive higher ratings
assimilation effects
187
If two ratees are currently perfoming equally at an average level, the ratee which had previously performed better would appear to have declined and would subsequently receive lower current ratings, while the ratee which previously performed poorly would appear to have increased and would currently receive higher ratings
contrast effects
188
What are 3 major performance appraisal problems?
1. Negligence: you have to have reasons
2. Defamation: when a rater rates someone lower because of something untrue
3. Misrepresentation: intentionally falsify information
189
Do objective and subjective measures of the performance appraisal correlate? For example sales correlates with customer satisfaction
validation
190
Compared to novices, mental models of experts are:
more complex
191
Virtual reality training would be most likely used for:
- teacher
- professor
- banker
- airplane pilot
airplane pilot
192
What metaphor describes the melting pot concept?
a homogenous single color like a milkshake
193
Primary result (award) received for being a good mentor in an organization is:
intrinsic satisfaction
194
What is alignment in performance management?
the relationship between the goals of the organization and the goals of the individual
195
Not recommended for the content of performance appraisal?
appraisals based on global assessments
196
Top-grading (rank and yank) is based on what method of performance appraisal?
ranking
197
Research on how fair employees think their performance evaluations were and accept them do not include:
when ratings are used to make salary/promotion decisions
198
Scientific management principles were developed by::
Lillian Gilbreth and Frederick Taylor
199
Theory that suggests aspects of the job create a positive psychological state that leads to increased satisfaction, performance, and commitment
Job Characteristic Theory
200
Which theory suggests texting and driving is bad?
Resource Theories of Divided Attention
201
Belief that there is no relationship between work and non work spheres of our lives
segmentation
202
Positive psych is directed towards what outcome?
studying what leads to pleasurable outcomes
