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I/O Psych Flashcards

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1
Q

Absolute Techniques

A

Critical Incident
Forced-Choice
BARS

rate performance in absolute terms, not relative terms

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2
Q

Critical incident technique

A

using a checklist of critical incidents to rate each employee

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3
Q

Forced choice rating scale

A

2-4 alertnatives that are considered to be about equal in terms of desirability. Select which best or least describes ratee

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4
Q

BARS

A

graphic rating scale that requires the rater to chose the one behavior for each dimension of job performance that best describes employee

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5
Q

Adverse Impact/80% rule

A

selection test results in higher rejection rate for members of a legally protected group (80% rule)

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6
Q

ADA

A

companies with 15+ employees to avoid using procedures that discriminate

disabled person must have reasonable accommodations as long as they dont’ result in undue hardship for employer

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7
Q

Big 5 personality traits

A

conscientious is best predictor of job performance

Extraversion is best predictor of effective leadership

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8
Q

Brainstorming

A

Better alone

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9
Q

Centralized and Decentralized Networks

A

Centralized - better for simple tasks

Decentralized - better for complex and with more satisfaction

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10
Q

Comparable Worth

A

pay equity - jobs that require same edu, etc. should pay the same regardless of age, gender, etc.

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11
Q

Contingency Theory

A

Fiedler

leadership effectiveness = leader style x favorableness of situation

Leader style: High LPC (relationship oriented)
Low LPC (task oriented)

Low LPC = best in very unfavorable and very favorable
High LPC= best in situations where they have moderate influence

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12
Q

Criterion contamination

A

criterion measure assesses factors other than those it was designed to measure

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13
Q

Theory of Work Adjustment

A

Dawis and Lofquist

satisfaction, tenure, and other job outcomes as result of correspondence bt worker and his environment on:

satisfaction and satisfactoriness

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14
Q

Demand-Control Model

A

Karasek

high demand and low control = most stress

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15
Q

Differential Validity and Unfairness

A

Diff validity= diff validity coefficient for each predictor

Unfairness = diff scores on predictor; same score on criterion

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16
Q

Equity theory

A

motivation is related to employee’s comparison of his input/outcome ratios of others performing same or similar jobs

underpayment inequity = leads to more adverse outcomes

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17
Q

Expectancy thry

A

job motivation =

high expectancy, high instrumentality, and positive valence

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18
Q

Force Field analysis

A

Lewin

organizational change involves 1)unfreezing, 2) changing 3) refreezing

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19
Q

Four levels of criteria

A

Kirkpatrick

reaction, learning, behavioral, and results

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20
Q

Frame of Reference Training

A

type of rater training that is useful for eliminating rater biases

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21
Q

Gender Diff in Leadership

A

Eagly and Johnson meta analysis

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22
Q

Relative techniques

A 
help alleviate rater biases
force rater to rate at high or low levels
prohibited by law for most fed. jobs
raters and ratees often dislike them
less useful than absolute measures

Paired comparison
Forced Distribution - assigns ratees to limited number of categories based on predefined normal distribution

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23
Q

goal setting thry

A

employees will be more motivated to achieve goals when they have explicitly accepted these goals and are committed to them

specific, moderately diff goals, and providing employees with feedback increases productivity

Indiv tasks= indiv goals
group tasks = group goals; combo of group and indiv is not better than group alone

self-set goals = better for people with high nACH; assigned goals are better for people low nACH

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24
Q

Identical elements

A

ensuring training performance environments are similar maximizes transfer of training

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25
incremental validity
best when base rate is moderate and selection ratio is low (more applicants better)
26
Internal v external change agents
external better - more objective, better received
27
job analysis v job evaluation
job analysis - determining how a job differs from other jobs in terms of responsibilities and skills - used for id training needs job evaluation - setting wages
28
job burnout
sudden increase in work without an increase in productivity
29
job enrichment v job enlargement
job enrichment - redesign based on Herzberg's 2 factor theory-- making a job more challenging and rewarding in order to increase job motivation and satisfaction job enlargement - increasing number and variety of tasks without increasing autonomy, respons, etc.
30
Job satisfaction
``` older employees higher level employees use of skills genetic component perception of pay satisfaction and turnover r = -.4 ```
31
Social learning theory
krumboltz career decision making - decisions are influenced by 4 factors: 1) genetics and abilities 2)environmental conditions 3) learning experiences 4) task approach skills
32
Levels of organizational culture
Schein artifacts values beliefs
33
Mediation and Arbitration
Mediation - can not dictate an agreement - just helps clarify issues and facilitates communication, makes recommendations arbitration - can control process and outcome
34
Methods of training
``` job rotation (on job) behavioral modeling (off) vestibule training (off) - when on job training is dangerous ```
35
Models of Individual Decision making
Simon rational-economic - max benefits by systematically searching for best decision bounded rationality - rational decision making is limited
36
multiple regression and multiple cutoff
methods for multiple predictor scores MR = compensatory
37
national culture
Hofstede PUMIL 1) power distance 2) uncertainty avoidance 3) individualism 4) masculinity 5) long term orientation
38
Need for Achievement
McClelland based on TAT: nAff, nPow, nACH high nACH - choose tasks of moderate diff and risk - success depends more on effort. Prefer frequent, concrete feedback. $ is form of feedback
39
Need Hierarchy
Maslow 1) physiology 2) safety 3) social 4) esteem 5) self-actualization
40
Normative (decision-making) model
Vroom-Yetton-Jago distinguishes bt 5 decision making strategies that vary in terms of employee participation; offers decision tree
41
Organizational Commitment
minimal effect on productivity high degree of affective commitemnt= high motivation and satisfaction and low absenteeism and turnover and greater willingness to sacrifice for comp
42
Overlearning
studying beyond point of mastery; enhanced recall
43
Path-Goal thry
help employees fill personal goals through achievement of organizational goals best leadership style depends on characteristics of work and worker
44
Person-Machine Fit
performance is result of people x machines
45
Person-Organization Fit
person's values and beliefs match those of the organization's culture good fit = satisfaction, motivation, org commitment, lower levels of stress and lower voluntary turnover
46
Predictors of job performance
General Mental Abilities TEst - best predictor Biodata - good Interviews - most frequent; not good Work samples Assessment Center - evaluate and train applicants and current employees - utilize interviews, objective tests, situational tests
47
Process Consultation
helps members of org. perceive, understand, ID ways of improving the processes that are undermining interactions and effectiveness
48
Quality Circles
small voluntary group - work together on particular task and present solutions to mgmt
49
Rater Biases
contaminating factors; can reduce with adequate training Central tendency bias leniency bias halo bias
50
Realistic Job Preview
providing accurate and complete info about the job goal: reduce turnover by reducing disillusionment caused by unrealistic expectations
51
Scientific Mgmt
taylor a) analyzing jobs into parts and standardizing parts b) selecting, training, placing workers c) fostering cooperation bt supervisors and workers d) having mgrs and workers assume responsibility
52
Self-managed work teams
autonomous work groups with trained members to effectively perform task make hiring, budget decisions
53
situational leadership
Hersey and Blanchard best leadershp style depends on job maturity of the workers 4 leadership styles: 1) telling 2) selling 3) participating 4) delegating
54
Social Cognitive theory
Bandura self reguation of behavior 1) goal setting 2) self-observation 3) self-evaluation 4) self-reaction
55
Social Inhibition
decrease in learning and performance that occurs in presence of others; most likely to occur when job is new or complex
56
Stages of group development
Tuckerman and Jensen ``` Forming - get to know eo Storming - conflict Norming - accept group, establish norms Performing - "get job done" Adjourning - disbands bc job is done ```
57
Super
Life-space, life-span theory selection of a job involves finding a job that matches one's self-concept (values, personality, interests) importance of career maturity - ability to cope with developmental tasks of one's life stage Life-Career Rainbow- relates individual's major life roles to 5 life stages and is useful to see impact of current/future roles and stages on career planning
58
Taylor-Russell Tables
incremental validity when criterion related validity coefficient, selection ratio, and base rate are unknown
59
Theory X and Theory Y
McGregor thry X managers - employees dislike work and must be controlled and directed Thry Y mgers - work = play; employees should have self-control and self-direction
60
Tiedeman and O'Hara's Career Decision making model
vocational identity development as an ongoing process tied to ego identity development; 2 phases: anticipation and implementation/adjustment
61
Total Quality Management (TQM)
customer service employee involvement continuous improvement in goods and services
62
Transformational and Transactional Leaders
Transformational - recognize need for change Transactional - maintain status quo; rely on rewards and punishment
63
Two factory theory
Herzberg Motivating factors (ARC) contribute to satisfaction when present Hygiene factors (pay, work conditions) contribute to dissatisfaction when absent
64
types of group tasks
Additive - contributions are added together Compensatory - input is averaged Disjunctive - select input from 1 member Conjunctive - limited by worst performing member Discretionary -grp members decide how to combine grp perf is better to indiv perf for additive and compensatory tasks
65
Utility analysis
evaluate effectiveness of training programs and other programs and procedures - using math to obtain estimate of program's financial return on investment
66
Work-family conflict
reduced job, marital, life satisfaction, job burnout, turnover, decreased productivity and mental and physical health problems
67
Work shifts
``` graveyard = bad unless voluntary swing = worst ```

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