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I/O Psychology > General review > Flashcards

General review Flashcards

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1
Q

Safety and education programs effective when

A

Practice, feedback, reinforcement

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2
Q

Night shift work

A

Increased error decreased output

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3
Q

Rest breaks

A

Ups morale and productivity
4th and 8th hr
Reduces fatigue boredom

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4
Q

Flex time

A

Mixed findings
No diff on productivity, satisfaction
Better morale, productivity
May decrease lateness, absence, turnover

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5
Q

Compressed work week

A

Positive, effects wear off after time
Increase satisfaction
Decrease turnover, anxiety

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6
Q

Longer the work day or week

A

Lower productivity even for motivated

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7
Q

Music

A

Better production for simple repetitive tasks

For demanding work, no difference

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8
Q

Color

A

Blues greens soothing
Yellow alert
Red excitement

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9
Q

Noise

A

Constant continuous easier to adapt
Intermittent is a problem
Perception of control important

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10
Q

Illumination

A

More light sources better, rather than one main overhead

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11
Q

Temperature and humidity

A

Increases in both lowers performance

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12
Q

Groupthink

A

Members seek concurrence, consensus, unanimity more than best alternative

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13
Q

Response polarization

A

More extreme in views

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14
Q

Risky shift

A

Riskier decisions made in groups

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15
Q

Brainstorming

A

Brainstorming alone better than in a group

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16
Q

Heterogenous groups

A

Better decisions than homogenous

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17
Q

Ideal group size for decision making

A

5-7

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18
Q

Groups work best when

A

Common goals more important to members than individual

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19
Q

Disjunctive tasks

A

One group member responsible for group outcome

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20
Q

Conjunctive tasks

A

Group accomplishment limited by one person, weakest link

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21
Q

Additive tasks

A

Group members various diversity positively impacts group as whole

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22
Q

Social loafing aka ringelmann effect

A

People don’t t work as hard in groups as alone

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23
Q

Decentralized networks

A

More satisfaction
Best for problem solving
Slower

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24
Q

Greater the cohesiveness

A

Greater the power to conform

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25
Stages of group development
``` Forming Storming - conflict Norming Performing Adjourning ```
26
Centralized networks
Best for simple tasks, fast communication
27
What is key for successful organization culture
High involvement high participation
28
Organizational development
Systems approach
29
Quality control circles
Level of production, improving finished product Workers have higher responsibility Participate in decisions Lowers turnover Increases production
30
Quality of work life programs
Greater effect on satisfaction than performance
31
Participative organizational style assumptions
participation in decisions High involvement People have valuable knowledge
32
Traditional organizational structure
Top down bureaucracy
33
Project organizational structure
Divided into production areas
34
Team organizational structure
Work teams report to upper level
35
Multidimensional organizational structure
Involves multiple structures
36
Job enlargement
Less responsibility Increasing more tasks Satisfaction but less performance
37
Job enrichment | Cue: r
R = responsibility Increases responsibilities Better satisfaction and performance Decrease turnover, absence
38
Psychological approach
Emphasizes satisfaction | Efficiency, effectiveness - more satisfaction
39
Human factors approach
Physical aspects | Machine interaction
40
Absenteeism
More in females Less in small companies Less in older workers
41
More turnover rates
Routine work
42
Less turnover
Tenure Pay Opportunity for promotion
43
Job satisfaction and productivity
Weak but positive correlation
44
Pay and satisfaction
Positive correlation
45
Job satisfaction and turnover
Moderate negative correlation
46
Age and satisfaction
Better as age increases
47
Genetic factors and job satisfaction
30-40%
48
The reinforcement model
Set of principles | Performance contingent awards are strongly correlated with performance and satisfaction
49
Cognitive theories of motivation
General expectancy theory Adams equity Locke’s goal setting
50
Locke’s theory
Goals 5 points: ``` Specific Moderate to challenging difficulty Receiving feedback Sense of self efficacy Person must accept the goals ```
51
Adams equity theory
Social comparison | Performance based on what we view as fair
52
General expectancy theory Aka Vrooms VIE theory
Behaviour based on expectancy of rewards Instrumentality - expecting reward Valence - value of the reward to individual Expectancy - expecting success on a task
53
Theories of motivation
Maslow Herzberg Alderfer
54
Maslow
``` 5 needs Low validity in workplace Lowest to high: Physiological Safety Belonging Esteem Self actualization ```
55
herzberg
What creates or avoids Dissatisfaction: Lower level needs ( dissatisfied) - if not met, dissatisfaction results - meeting them may not produce satisfaction - pay, working condition, supervision Higher level needs - if not met, dissatisfaction does not result - if met, can increase satisfaction, motivation - achievement, opportunity, responsibility
56
Alderfer
Existence,relatedness, growth All needs influence at same time Satisfying a need can make the need stronger!
57
Principle of frustration- regression
If frustrated, person moves to previous met need
58
Administrative approach
Herbert Simon Satisficing style Ambiguous , partial knowledge First satisfying alternative chosen
59
Rational economic model
Careful analysis, picking best optimal option
60
Types of power
``` Reward Coercive Legitimate Referent Expert ```
61
Referent power
Liking the leader
62
Most effective power
Referent and expert
63
Transformational leader
Broadens and elevates goals of oeopke
64
Transactional leader
Cold, less invested in workers, more concerned with performance, production
65
Situational contingency theories of leadership
``` Fiedler Cognitive resource theory Vroom and yettons normative model Houses path goal theory Hersey and Blanchard situational leadership ```
66
Fiedler
High LPC is relationship Low LPC is task Low Lpc effective in highly favourable or unfavourable High LPc effective in moderate favourable condition
67
Cognitive resource theory
Directive vs non directive based on cognitive resources of employees
68
Vroom and Yetton normative model
Allowing employees in on Decision making
69
Houses path goal theory
Leaders help reduce roadblocks and increase path to more incentives and rewards for each employee
70
Hersey and Blanchard situational theory
Readiness of employees More ready less direction Less ready more direction
71
Theory x
Assumes workers are lazy
72
Theory y
Believes people seek challenge, responsibility, are creative | Participative leadership
73
Theory z
Japanese | Loyalty, tenure with same company
74
Hawthorne effect
Observation influences behaviors
75
Holland’s theory
Personality types matches to work environments 2-3 letter codes from below options ``` Realistic- physical Investigative - thinking Artistic - ambiguous, unsystematic Enterprising - power Social Conventional - orderly, rule based ```
76
Holland | Congruence vs consistency
Congruence - matches personality to work environment Consistency - how related a persons letter codes are
77
Holland | Differentiation
Distinct profile - a dominant personality type
78
Super theory
Lifespan Stages ``` Growth up to 13 Exploration Establishment 25-45 Maintenance Decline - 65+ ```
79
Krumboltz
Modelling Reinforcement Social influence
80
Tiedeman and ohara
Differentiation Integration Self awareness
81
Schein career anchor theory
anchors tied to self concept ``` Autonomy, independence Security, stability Technical, functional competence General managerial competence Entrepreneurial creativity Service, dedication to cause Pure challenge Life style ```
82
Differential validity
A test predicts better success in one group more than others
83
Unfairness
Minorities and non minorities score different on predictor tests, but same performance on the criterion
84
Griggs vs duke power
Unfair to use tests measuring broad abilities that produce difference in scores between minority and non minority groups
85
Civil rights act 1964
Can not discriminate
86
Scientific management
Views workers as machines
87
Human relations approach
Looks at and values people’s worth, contributions, seeks to encourage better work by understanding these

I/O Psychology (1 decks)

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