Industrial/ Organizational Psych

Question 1

Job analysis

Answer 1

Describes job requirement

Job specific - PAO - position analysis questionnaire

Worker specific - KSAOs - knowledge, skills, abilities, other skills

Question 2

Job evaluation

Answer 2

Determines job worth

Comparable with used to judge salary

Mostly uses subjective measures bc objective ones are limited in their ability to capture criterion

Self not impacted by halo effect
Supervisor most reliable
Peer- training and successful promotion

Question 3

Actual v ultimate criterion and relevance

Answer 3

Actual - specific criterion

Ultimate - conceptual criterion

Relevance- how well the ultimate criterion captures the actual criterion (construct validity)

Question 4

Criterion contamination

Answer 4

When an actual criterion assessed something other than the criterion

Threat to relevance

Happens with evaluator knows an employee’s predictor performance

Question 5

Industrial Organizational laws

Title VII - Discrimination Law

Uniform Guidelines

Griggs vs Duke

Answer 5

Title VII - discrimination law

Uniform Guidelines - test that effects hiring practices in adverse way are illegal

Griggs vs Duke - tests that use general broad ability are unfair for promotion; must use tests that assess skills used in job

Question 6

Adverse impact

Unfairness

Differential validity

Answer 6

Adverse impact - 80% rule

Unfairness - different scores on predictor but same on criterion —> can use test if change cut off score

Shown with 2 parallel regression lines

Differential validity - test valid for one group by not other - different validity coefficients

Question 7

Biographical Information Blank (BIB)

Answer 7

Questions correlated with job success

Good predictor of how well you do on job

Question 8

Interviews

Answer 8

Poor validity

Structure interviewed with multiple people who are trained in social and interpersonal skills

Question 9

Assessment Center

Answer 9

Simulated experience used for upper level management that is valid but costly

Inbasket technique

Leaderless group decision

Question 10

Work samples

Answer 10

More valid among minorities

Train ability tests - when work samples they include a structure period of Lear I hand evaluation they are called tra inability tests

Question 11

Tests

Answer 11

Personality tests are poor predictors

Interests tests predict satisfaction but POF predictor of success

Test battery good predictor of job success

Question 12

Realistic job preview

Answer 12

Gives people a realistic job preview with goal of reducing turnover and reduce inaccurate job expectations

Question 13

Compensatory vs non compensatory tests

Answer 13

Multiple regression is compensatory

Multiple cut offs - must meet cut off for various components

Multiple hurdle - must pass one point at a time —> saves money bc not all predictors used

Performance = abilities, motivation, environment/ opportunity

Question 14

Forced choice assessment

Answer 14

Helps to reduce halo bias bc the choices are all positive

Question 15

Behaviorally anchored ratings (BARs)

Answer 15

Ranking on critical incidents related to successful performance

Problems are it’s cumbersome and people are eating you on hypothetical situations and not real life situations

Question 16

Management by objectives

Answer 16

Employee and supervisor collaborate to develop goals

This increases employee productivity and motivation

Question 17

Task based errors

Answer 17

Strictness
Leniency
Central tendency 
Recency bias
Attribution error 

Women’s ratings of women lower on male dominated fields

To improve ratings- train raters, multiple raters, multiple ratings, clear standards

Question 18

Frame of Reference (FOR) trainings

Answer 18

Given examples of different possible likert/descriptive ratings to help people anchor the ratings

Question 19

Selection ratio

Base rate

Taylor Russel Tables

Answer 19

Selection ratio - ratio of job openings to applicants (1:100)

Lower selection ratio means employer can be more selection and increase cutoff score to reduce false positives (LOW)

Base rate - how many people successful on job without use of a predictor (MODERATE —> highest incremental validity)

Predictor with low Validity (LOW —> highest incremental validity)

Question 20

Needs Assessmet

Answer 20

4 parts

1. Goals & training need to reach goals
2. Job analysis (requirements)
3. Person analysis - training for individual
4. Demographic analysis - training for specific groups (I.e, older workers

Question 21

Transfer of training

Answer 21

When following conditions are met

1. Learning and performance environments have identical elements
2. General skills and rules taught
3. Training involves examples
4. Skills are reinforced in job

Question 22

Vestibule training

Answer 22

Simulated trainings used when training on the job is too expensive

Question 23

Behavioral modeling

Answer 23

Most effective when using

1. Modeling
2. Role playing
3. Self-directed application

Question 24

Utility analysis

Answer 24

Use of equitation to estimate how much the training returns on investment

Question 25

Holland -matching personality to job

Answer 25

RIASEC ``` Realistic (labor) Investigative Artistic Social (therapist) Enterprising (entrepreneur) Conventional (accountant) ``` Consistency determined by how close your codes are Personality-environment match —> Differentiation (high traits in an area) predicts

Question 26

Super

Answer 26

Life Career Development Matching career to personality Career impacted by social-economic status 1. Self concept 2. Life span - career maturity manifests as you graduate from one stage to another 3. Life space (various social roles) Career maturity is when you meet the developmental task of the period —> assessed with Career Development Inventory

Question 27

Krumboltz

Answer 27

Social Learning theory Focus on continual learning and self-development (not matching to skills or personality) Career decisions based on 4 factors 1. Genetics & special abilities 2. Environmental conditions 3. Learning experiences (classical and operant) 4. Task approach skills that result from an interaction between all 3 aboveo

Question 28

Triedmont & O’Hara

Answer 28

Decision Making Model Vocational identity development Believe that career counseling helps people become aware of their career decisions Career development tied to ego (in Eriksons stages) and process of integration and differentiation 2 phases (dynamic) 1. Anticipation phase- exploration, crystallization, choice and specification 2. Implementation & adjustment phase - induction, reformation and integration

Question 29

Brousseau & Driver

Answer 29

Decision Dynamics career model Career concept is a person’s vision of their ideal career path 1. Linear 2. Expert 3. Spiral (period moves) 4. Transitory (move around a lot)

Question 30

Dawson & Lofquist

Answer 30

Theory of Work Adjustment (TWA) Satisfaction - characteristics of job correspond to needs and values Satisfactoriness - skills correspond to skill demands

Question 31

Roe career and parent-child relationships

Answer 31

People choose careers based on basic needs and personality Proposed jobs toward people or not toward people due to parent-child relationship

Question 32

Scientific management approach to organization (Theory X) Vs Human Relations approach (Theory Y)

Answer 32

Theory X - Autocratic leadership People are an extension of a machine, inherently lazy Vs Theory Y Human approach - participatory leadership

Question 33

Hawthorne studies

Answer 33

How environmental factors effect productivity Psychological factors mor important for productivity Productivity increases by being observed Workgroups get people stuck in group norms

Question 34

Leadership and productivity and satisfaction

Answer 34

Autocratic/authoritarian —> just as productive as democratic Democratic —> most satisfied, productive Lassier Faire —> least productive Performance contingent rewards —> satisfaction and productive Non-contingent rewards or punishment not helpful

Question 35

Feedler’s Least Preferred Coworker (LPC)

Answer 35

High LPC (people person)- still gets high rating to least preferred person Low LPC (task oriented) - low rating of least orders person Favorableness/situational - how likely task will be completed Low LPC (task oriented) do best at the extremes, when situations are favorable or unfavorable High LPCs do best in moderately favorable situations

Question 36

House’s Path goal theory

Answer 36

Leaders Increasing personal pay offs to employee and making paths easier ``` Locus of control and ability are factors contributing to what employees want in a leader 4 leadership styles Directive Supportive Achievement-Oriented Participatory ```

Question 37

Hershey & Blanchard Situational Leadership

Answer 37

To determine what leadership works best depend on how ready employees are to perform ``` In ascending order based on readiness: Telling Selling Participating Delegating ```

Question 38

Transactional vs | transformational

Answer 38

Transactional leaders use rewards and objectives Transformational uses

Question 39

Power

Answer 39

``` Reward Coercive Legitimate - power based on position Referent - power comes from identifying or looking up to someone Expert - specific expert skill ``` Referent and expert —> why people comply with managers

Question 40

Decision making

Answer 40

Rational economic model/ classical approach - we have to clearly define problem, and only rational about if we know all the possible cons/pros and choose the best choice Administrative approach/ satisficing style/Simon’s approach / Behavioral approach - choose first satisfactory alternative when we make a decision

Question 41

Negotiation

Answer 41

Arbitration - bring in third party to listen what’s going on and make a bi ding decision

Question 42

Hertzberg 2-Factor / Motivation and Hygiene

Answer 42

Dissatisfiers- contextual - lower level dissatifiers (money, relationships) Satisfiers - content - upper level satisfiers

Question 43

Maslow Hierarchy of Needs (5)

Answer 43

SELSP ``` Self-actualization Esteem Love and belonging Safety Physiological ``` Not related to work performance

Question 44

Job enrichment and enlargement | Target upper level needs, content

Answer 44

Job enrichment- expand job to build satisfiers (freedom, challenging tasks) —> increased satisfaction, performance, decrease turnover and absenteeism; reduced boredom Job enlargement- expands variety of task but not more responsibility or autonomy —> increase satisfaction but not performance

Question 45

ERG theory (existence, relatedness and growth)

Answer 45

Not hierarchical, all at same level Just bc you meet a need doesn’t mean you move on to the next; the need could become stronger Better empirical support than Maslow’s theory

Question 46

McLelland’s acquired needs (not innate)

Answer 46

Achievement - people high on this typically set moderate goals and like feedback and recognition Affiliation Power These are not inborn needs. They can be grown by training.

Question 47

Shane

Answer 47

Anchored In jobs Technical functional Managerial Entreupenrial