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Industrial and Organizational Psychology > I/O Psych Exam 1 :) > Flashcards

I/O Psych Exam 1 :) Flashcards

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1
Q

What is I/O Psychology

A

A branch of psychology that applies the principles of psychology to the workplace

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2
Q

What do I/O psychologists do?

A

They apply psychological theories to explain and enhance the effectiveness of human behavior in the workplace

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3
Q

What is the goal of I/O psychologists?

A

To enhance the dignity and performance of human being, and the organizations they work in, bu advancing the science and knowledge of human behavior

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4
Q

Feilds of I/O Psych

A

Personnel, organization, human factors/ergonomics, occupation health and safety

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5
Q

Personnel psychology

A

Hiring of individuals

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6
Q

Organizational psychology

A

Motivation and rewards in the workplace… teambuilding!

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7
Q

Human Factors/Ergonomics

A

Safety and practicality

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8
Q

Occupational health and safety

A

Safety, physical and mental health

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9
Q

Be able to highlight the history of I/O psych

A

Look at notes! too freaking much for brainscape

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10
Q

Why is conducting research important?

A

It saves the company money!
We are always researching (Walmart apples vs target apples)
Common sense is commonly wrong…we’re kind of dumb

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11
Q

Explain the process of research

A

First you need an Idea
Then you need a hypothesis (educated guess)
You make a theory!

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12
Q

Locations for research

A

Lab research… controlled environment

Feild research… natural environment

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13
Q

Common issues for research

A

Informed consent forms & institution review boards

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14
Q

Experiments

A

IV is manipulated
Subjects are randomly assigned to conditions
Dependent variable changes and is measured

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15
Q

Quasi-experiments

A

IV is not manipulated

Subjects are not randomly assigned to conditions

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16
Q

Archival Research

A

Research that involves the use of previously collected data

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17
Q

Surveys

A

Questionnaires and whatnot, we know what surveys are

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18
Q

Meta-Analysis

A

Statistical methods of reaching conclusions based on previous research.

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19
Q

Why do we do quasi-experiments

A

In case experiments are not practical or are unethical

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20
Q

Sampling methods

A

Random selection
Convenience
and random assignment

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21
Q

Types of samples

A

Random
Representative
Non-random/representative

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22
Q

How to analyze data

A 
Numbers will always be different
Are they by chance?
Probability levels (p
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23
Q

Descriptive stats

A 
Mean
Median
Mode
Frequencies
Standard deviation
t-tests
ANOVA
Chi-squared
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24
Q

Correlation coefficient

A

positive: variables move in the same direction
negative: variables move in the opposite direction

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25
Job analysis
Gathering and analyzing information about the work an employee performs, the conditions under which the work is performed, and the worker characteristics need to perform the work under the identified conditions
26
List the uses/tasks of job analysis
``` Writing job descriptions Employee selection Training Personpower planning Performance appraisal Job Classification Job Evaluation Job Design Compliance with Legal Guidelines Organization Analysis ```
27
Job description
Describes the job! :D
28
Job Title
Describes the nature fo the job Assists in employee selection and recruitment Affects perceptions of job worth and status Affects clarity of resumes
29
Brief summary of the job
Useful for recruitment advertising Should be written in an easy to understand style Jargon and abbreviations should not be used
30
Work Activities
Organized by dimensions...similar categories, similar KSAOs and temporal order
31
Task statements
Should be stand-alone, what you're doing on a job
32
Job Context
Stress levels, work schedule, physical demands, climate, responsibility, coworkers, dangers and other relevant information
33
Work Performance
The standards of performance, and how they will be evaluated
34
Compensation Information
Job evaluation dimensions, pay grade and job group
35
Job Competencies
The skills, abilities, and other characteristics need to perform a job.
36
Who does the job analysis?
``` Human resources Internal task forces Supervisors Employees Consultants Interns! ```
37
Which employees should help with the analysis?
You should get some employees from each department... but not all of them.
38
Steps to Job analysis
Step 1: Identify tasks performed Step 2: Write task statements Step 3: Rate Task Statements Step 4: Determine Essential KSAOs
39
Step 1: Identify Tasks Performed
Gathering existing information Interviewing subject matter experts (SMEs) Observing Participating
40
Step 2: Write Task Statements
``` You need action and an object "Types letters to be sent to applicants" Should be easy to read Should make sense Should be written in the same tense Tools and equipment, etc. ```
41
Step 3: Rate Task Statements
Rate by importance, part of the job, frequency, time spent, relative time spent, complexity, criticality Only frequency and importance are really necessary
42
Step 4: Determine Essential KSAOs
Knowledge Skill Ability Other Skills
43
Critical Incident Technique
An analysis method that uses written reports of good and bad employee behavior
44
Job Evaluation
The process of determining the monetary worth of a job
45
Steps for determining Internal Pay Equity
1. Determining Compsenable job factors 2. Determining the levels for each compensable factor 3. Determining the factor weights 3. Assign the factor weights
46
1. Determining Compensable job factors
Point out factors like responsibility, complexity, difficulty, a skill needed Physical demands & work environment
47
2. Determine levels for each compensable factor
Education level, decision making, supervision, physical demands
48
3. Determine the factor weights
basically a scoring system similar to how CofO does mission trips. "You did the call? Cool 3 points!" but with factors like education, decision making, and physical demands
49
4. Assign the factor weights
Add the points up and convert it to salary (i think)
50
Determining External Pay Equity
Base on External market and salary surveys
51
Equal Employment Opportunity Commission
A branch of the department of labor charged with investigating and prosecuting complains of employment discrimination
52
Judicial Pecking order
``` 5th Amdendment (Fed) 14th Amendment (state & local) Federal lwas Executive orders Federal case law -SCOTUS -Circuit Court of appeal - US district court Federal Administration ```
53
Potential legal problems
Disparate treatment (intentional discrimination) Disparate impact (adverse impact) Invasion of privacy Illegal search
54
Grievance system
A process in which an employee files a complaint with the organization and a person or committee within the organization makes a decision regarding the complaint
55
Mediation
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct
56
Arbitration
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct Binding: cannot appeal Nonbinding: can appeal
57
Legal Process of involving employment law
If you can't resolve it internally... 1. Filing a discrimination charge must be filled out within 180 days of the act 2. Either charge has merit or does not 3. If the charge does have merit, then it's time to pay up Shoney's
58
Who is covered by the civil rights act?
Private employers with at least 15 employees Federal, state, and local government Employee agencies Union and Americans working abroad for American complains
59
Who is exempt from civil rights act?
Bona fide private clubs Indian Tribes Individuals denied employment for national security concerns Publicly elected officials and their personal staff
60
Classes of people protected by federal law
- Sex - Nationality - Race - Color - Age - Religion - Disability - Pregnancy - Military Veteran Status
61
What is a Bona fide occupation qualification?
BFOQ is a selection for a requirement that is necessary for the performance of job-related duties and for which there is no substitute
62
Adverse impact
An employment practice that results in members of a protected class being negatively affected at a higher rate than members of the majority class.
63
Potential victims of harassment
``` Gender Race Religion Age National Origin Disability Sexual Preference ```
64
Quid pro quo
Granting of sexual favors tied to employment decision a BIG no no
65
Hostile environment
Pattern of misconduct Related to gender unwanted Clearly negative to the reasonable person
66
Affirmative action
Purposefully favoring diversity when employing

Industrial and Organizational Psychology (1 decks)

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