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Psychology > I/O > Flashcards

I/O Flashcards

1
Q

Developing criterion measures to evaluate
Want it not affected by

Most important validity is

For subjective criterion measures there are known issues
Biases: halo leniency central tendency and strictness

A

criterion contamination (when reater knows performance on predicter effects how rate on the criterion) – this then can inflate the predicters criterion related validity coefficient

Construct validity

Halo: judge all based in one attribute

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2
Q

Frame of reference

A

How to overcome reater biases

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3
Q

Personnel Psychology

Personnel specification

A

Evaluation selection of employees
Who can best do a job given the job description given the job analysis

Best way to test criterion and predictor

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4
Q

Critical incidents

A

Specific behaviors to rate employees on that reflect job performance

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5
Q

Personnel comparison systems
Rank ordered
Paired comparison system
Forced distribution

Advantages

A

Best to worst
Each compares to every other worker in pairs (somewhat impractical)
Ech worker in a limited number of categories based on normal distribution (10, 20, 40, 20, 10)

Reduce central tendency biases, strict, leniency

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6
Q

Name one Absolute rating measures

And one subjective measure

A

Critical incident technique

Subjective measure: behaviorally anchored rating scale or BARS

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7
Q

BARS behaviorally anchored rating scale

How does it compare to Lickart scale?
Disadvantage?

A

Develop several independent measures of job behavior ( knowledge, relationships with coworkers)
ID anchors or critical incedents
Rank behaviors from most to least important

Not choosing a number but rather a specific behavior - less subject to raters biases - disadvantage is takes time to develop and is very specific only to job developed for

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8
Q

Incremental validity or functional utility

Important coefficient is —?

Selection ratio

Base rate

A

Selection of workers
Increase in decision making ability by using predicter (if previous success rate is 50% and new predicter goes up to 70%, count as .20)

Validity coefficient
Selection ratio - openings to applicants - want LOW (many applicants per opening)
Base rate - % performing well without predicter (best incremental when close to 50% otherwise already selecting very well or very poorly)

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9
Q

Predictors
Validity for predicting success
Bio data - among best predictors However, depends on what?

A

Depends on the items included on application so need to use an empirical approach or other approach to select bio data of interest

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10
Q

Trainability test

Situational tests

A

Work sample when applicant does not have experience per se bit want to see if would benefit from tarainimg - great validity for some jobs if sample can be well defined

Situational = role play

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11
Q

In basket test

Realistic job preview

A

Documents similar to real - rates on productivity and skill

To prevent unrealistic views of the job to guard against turnover

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12
Q

Assessment centers are different how?

A

Incorporate many different predictors including everything talked about previously

Research shows very good predictor BUT some question criterion contamination

Also expensive to run

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13
Q

Job nterviews

A

Most used but generally poor predicter of success

  • superficial
  • impressions occur very early and are hard to change
  • contrast effect

Training helps as do panel interviews esp when Rach individually evaluate and discuss after
Also structured interview better esp when based on job analysis

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14
Q

Wonderlich and Otis

A

Employment intelligence tests

Cognitive tests are the most valid across job settings
Validity increases as complexity of job increases

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15
Q

Mmpi -2 TAT 16PF epps coo

Contextual performance

A

Personality tests OK when measure specific traits that have been linked to job demands
Consciousness is highly important

Effort, enthusiasm

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16
Q

Strong Campbell inventory

Cooter survey

A

Idea is that if interests match those of successful job holders than good fit
NOT TRUE - lowest validity coefficient

Does predict job choice and satisfaction and persistent

17
Q

Multiple regression

Multiple cutoff method

Multiple hurdles

A

Scores weighted and added to create a criterion score

Non compensatory

One at a time hurdles

18
Q

Uniform guidelines and adverse impact

Bfoq

A

Employment no discriminatory for all process for selecting promoting or placing

Use of a selection technique and subgroup
80% or 4/5 role - can still use IF can show there is good reason - bonified occupational qualification

19
Q

Differential validity

A

Criterion is valid for one group but not valid or less valid for other group
Validity coefficient differs
This is quite rare and affects the majority about as often as the minority

20
Q

Unfairness

A

Members of one group consistently score less well but job reforms de is equal
Different cutoff scores can fix

21
Q 
Needs analysis or assessment
Designing program
-identical elements
Evaluating
-formitive (internal opinion real time)
-summative (after for effectiveness)
-cost effectiveness
A

Training programs development

Needs - organizational analysis -do we need raining? Operations analysis what needs to be done to perform the job
Person analysis - what knowledge skills need to acquire

22
Q

Holland and Super

A

Creed coubseling

Holland - personality (realistic, investigative, artistic, social, enterprising, conventional)
RIASEC

Super - stages in vocational development
Self concept; stages( growth, exploration, establishment, maintainable, disengagement)
Life cycle rainbow

23
Q

Scientific mqnagement Frederick Taylor

A

turn of the century
Workers value money most
Best to use a piecemeal system

24
Q

Human relations model

A

20s and 30s
Informal work group norms override organizational goals in productivity
Need for supervisors and relationships

25
Q

Hawthorne

A

Research on human relations model
Environmental changes - any change increases productivity due to attention and novelty
Social reinforcers and work environment not just pay important

26
Q

McGregor 1960s

Theory x and theory Y

A

Managers
X similar to scientific management (workers hate work and will avoid it, control and coerce)
Y human relations (conditions that encourage self direction and personal goals, workers do seek responsibility, ego needs are mat important) - higher productivity
Self fulfilling prophesy

27
Q

Ochoa and Jagger

Theory a and theory j and theory z

A

American versus Japanese and then best of both

Z: (a) individual responsibility
(J) consensual decision making, slow promotion, and holistic knowledge of the company
(Middle ground) long term w/company and moderately specialized path

28
Q

Total quality management TQM

A

Changes is culture and job character - Japanese
Advocating teamwork and reduced ratio of managers to non managers
Cooperation
Cross train workers, work on whole product for big picture

29
Q

Feeders contingency lpc

Situational theory

A

Structure and routine = directive leadership
Less structure with flex - flexible leadership
Best depend on the situational
lPC relationship important when task permits leader input
Situational-Maturity of workers

30
Q

Transformational leaders

Transactional leaders

A

Change and motivation - higher ideals

Maintaining stability with reward and punishment

31
Q

Autocratic
Democratic
Liaise fair

A

As expected
Democratic subordinate we most motivated and creative and work more when leader is absent
Autocratic aubordinares have higher productivity when routine and leader is present

32
Q

Organizational development OD

A 
Whole organization 
Systems approach
Humanistic philosophy
Supper of management 
Relationships
Change catalyst
Long term process
33
Q

Quality of work life (qwl)
Quality circles (form of qwl)
Process consultation

A

Humanize the job
Worker satisfaction and motivation esp lower level
Qc small group discussions
Observe and change dynamics - observer shares observations to improve worker behaviors like communication conflict and roles

34
Q

Job motivation
Maslow
Hirsbergs 2 factor theory - job enrichment

A

5 basic needs
After a need is satisfied, no longer motivates behavior - no research support in this context

Motivators and hygiene factors - research supports
Recognition (self esteem and self realization)
Vrs extrinsic (salary and coworkers)
Poor hygiene = job dissatisfaction but presence does not lead to satisfaction
Vice versa

35
Q

Job enlargement

Loches goal setting theory - management by objectives MBO

A

Meaningfulness depends on number of tasks
But does not have a meaningful effect on job satisfaction and motivation

If sets and accepts goal = motivator
Specificity, moderately challenging, accept, feedback

Good research but works best with low education and low need for achievement

36
Q 
Job satisfaction
Age
Occupational level
Skill use
Pay (fairness) equity
A

Age - satisfaction increases
Level - s goes up
Skill use s up
Pay and s is complex other factors blur and sence of fairness - related to performance and what we think others are making

37
Q

Correlates of job satisfaction

A

Moderate and negatively with absenteeism and turn over

Positive but weak correlation with performance

Physical and mental health

38
Q

Engineering psych and work schedules
Compressed work week
Shift work
Flextime

A

Compressed 40 hrs in 4 days, etc
- low absentism up satisfaction but productivity the same or lower if fatigue

Shifts - night is less productive and up accidents - but rotating is the worst

Psychology (5 decks)

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