Industrial Organizational Psychology Flashcards

Question

Personnel Selection: Personality Tests

Answer 1

* Starting to become more popular * OCEAN a common one * Not good @ predicting task performance

Answer 2

* Career counselling based * E.g.: Strong-Campbell Interest Inventory, Kuder Occupational Interest Survey

Answer 3

Screens for problematic behaviour

Answer 4

* Results in one group being selected more than others * 80% rule: when selection rate for a minority group is less than 80% of majority group * May be allowed if certain criteria are defs required for the job (e.g. physical strength)

Answer 5

* Validity coefficients from 2 subgroups differ greatly * Rare, but affects both groups negatively

Answer 6

One group consistently scores lower on a test, but both perform just as well on the job

Answer 7

1. Separate cutoffs 2. Within group norming: percentil ranks, standard scores 3. Banding: range for scores, equate to different bands

Answer 8

* Illegal to discriminate against qualified disabled people and illegal to deny reasonable accommodations * *What are reasonable accommodations?* accessible facilities, job restructuring, adjusting work schedules, modify exams, provide qualified readers/interpreters * *Exception*: those using illegal drugs

Answer 9

* Positive hit rate - base rate * Taylor-Russel table for Inc. Validity gives estimate of positive hit rate * Maximized when validity coefficient is high * Moderate base rate is good (50%)...means that current procedures are working. Low base rate means selection is not the problem

Answer 10

* Assesses the cost-effectiveness of a selection procedure

Answer 11

1. **Multiple Regression**: estimate score based on scores of predictors. Compensatory technique 2. **Multiple Cutoff:** Must score above min cut off on each predictor to be hired. Non-compensatory 3. **Multiple Hurdle:** Meet min level on multiple predictors to be selected. Administered one at a time, and must pass each one to progress

Answer 12

1. Needs analysis 2. Program design 3. Program evaluation

Answer 13

1. **Organizational Analysis:** will training help solve problem? 2. **Task Analysis:** what is needed to do this well? Forms objectives that inform instructional goals 3. **Person Analysis:** What do different groups need? 4. **Demographic Analysis:** deficits?

Answer 14

Cost, the material covered, trainees

Answer 15

* Trained by another worker * Rotating shifts in different departments * **Pros:** cheap, easy * **Cons:** unstructured, high risk of error, workers may not be good trainers

Answer 16

* Simulated * **Pros:** reduces risk w/ error, repetition and coaching * **Cons:** only simulated

Answer 17

* Simulated work environment set up elsewhere with trainers * **Pros:** personalized, errors not costly

Answer 18

Info broken into chunks **Pros:** * Good for content knowledge **Cons:** * not good for complex skills

Answer 19

**Purpose:** ID anything that can be changed **Looks at:** trainees feedback, satisfaction, did they learn?

Answer 20

**Purpose:** assess effectiveness of program

Answer 21

**Level One** (Reaction Criteria): * Participant response: did they like content? the trainer? was it helpful? **Level Two** (Learning Criteria): * Quantify the learning w/ pre/post tests **Level Three** (Behaviour Criteria): * Look at impact of intervention on performance **Level Four** (Results Criteria): * Impact of training on larger organizational goals **Level Five** (Phillip's ROI) * ROI should be done at each level

Answer 22

Assesses the 'potential for learning' **Special Aptitude Test:** assesses specific ability. E.g. psychomotor (Purdue Peg Board, O'Connor Finger Dexterity, Minnesota Rate of Manipulation) **Multiple Aptitude Battery:** Differential Aptitude Test (grades 8-12; job related and cognitive abilities)

Answer 23

**Purpose:** measure skill and how much someone has learned AKA 'ability tests' --> ability = capacity to perform task

Answer 24

1. Personality Based 2. Sequence of Stages in Career Development

Answer 25

**Premise:** all behaviour a result of personality and environment 1. *Realistic:* machinery & tools 2. *Investigative:* analytical, curious, methodical 3. *Artistic:* expressive, introspective, non-conforming 4. *Social:* avoids systematic activities 5. *Enterprising:* manipulating others for organizational goals/gain 6. *Conventional:* systematic data, filing Represented w/ hexagon-> adjacent = similar **RIASEC**

Answer 26

The fit between personality and occupational environment Congruence is highest predictor of job performance **Measured By:** * Vocational Preference Inventory * Self Directed Search * Strong-Campbell Interest Inventory

Answer 27

**Premise:** career choice is linked to parenting **Parenting Types:** * Over-protective * Avoidant * Acceptant 8 Occupational Fields: business, science, art, etc 6 Occupational Levels: managerial, skilled, unskilled

Answer 28

Career development follows stages 1. **Self Concept:** abilities, interests, values, personality, physicality 2. **Lifespan:** 3. **Career Maturity:** mastered tasks related to stage 4. **Life Space:** social roles adopted throughout life 5. **Life Career Rainbow:** 9 roles throughout life **Job Satisfaction:** can express self and develop self-concept through work roles

Answer 29

1. **Growth** (birth-15yo) * develop interests, attitudes, think about vocational self-concept through play 2. **Exploration** (15-24yo) * choices narrowed through school, work, leisure 3. **Establishment** (25-44yo) * make place for self * change may occur in job position, but not career 4. **Maintenance** (45-64yo) * cont'd pattern, maintain status 5. **Decline** (65+) * Lower work output * Must find other sources of satisfaction

Answer 30

1. Child 2. Student 3. Worker 4. Partner 5. Parent 6. Citizen 7. Homemaker 8. Leisurite 9. Pensioner

Answer 31

Personal and environmental factors that determine a persons career path

Answer 32

* Hated Super as well * Should consider making a LIFE not just a LIVING * Based on Erikson's ego identity theory * **Differentiation**: job not fitting, so make change * **Implementation**: doing the change

Answer 33

**2 Kinds of Reality:** * *Personal:* what you sense is right for you * *Common:* what society says you should do Must be aware of both to thrive

Answer 34

*Addresses how gender and prestige influence career limitations* **Circumscription:** elimination of least preferred options & become aware of job differences in gender/sex roles & prestige **Compromise:** expansion of job preferrences based on the perceived limitations

Answer 35

Career decisions are made through learning via interacting with the world **4 Types of Influence:** 1. Genetic/special abilities 2. Environmental conditions and events 3. Learning experience (instrumental + associative) 4. Task Approach Skills (personal standards, work habits, emotional responses) These all influence peoples world and self views

Answer 36

* Looks @ individual and group processes w/i organizations * Looks @ job satisfaction, motivation, work effectiveness, quality of work life * *Topics*: leadership style, decision-making, organizational development

Answer 37

**Improve Work Productivity By:** * use scientific method to find most efficient way * Divide jobs into chunks * Piece-rate incentive (pay depends on output) **Assumptions About Workers**: * Motivation affects performance * Motivated only by economic incentives * Workers need constant supervision

Answer 38

Note: none of this is supported by current research Organizations should: 1. have formal rules and regulations 2. have impersonal treatmetn 3. division of labour 4. hierarchical 5. rational, efficient

Answer 39

**Assumptions:** workers most impacted by social factors **Hawthorne Study (20's-30's)**: * Results showed that special attention is what impacted workers the most * *Hawthorne Effect:* improved performance due to attention :)

Answer 40

Organizations are open systems that are influenced within and without, and changes to one part affect the whole **Assumptions:** 1. Workers have diverse needs 2. Organizations vary w/ structure, culture, etc 3. One approach can't fit all

Answer 41

**Unique**: blend of *Japanese* and *American* work ideals **Ideals:** 1. Consensual decision making 2. Slow promotion 3. Holistic knowledge of organization 4. Long-term employment 5. Individual responsibility 6. Moderately specialized career *Last two are American ideals*

Answer 42

Japanese influence of *product quality* What changes: 1. Reduced hierarchy 2. Higher team work 3. Lower ratio of managers-workers 4. Increase in fairness and cooperation

Answer 43

**Skill Variety:** high range of skills, cont'd learning **Task Variety:** see how work fits into big picture **Autonomy, Participation, Empowerment:** workers have more decision making **Task Significance:** communication with external customers the norm **Feedback:** given from work process, not from management

Answer 44

1. **Autocratic:** makes decisions alone, instructs others 2. **Democratic:** involve others in decision making 3. **Laissez-Faire:** allow others to make own decisions *Autocratic* wields highest productivity *Democratic* wields worker satisfaction, creativity and motivation to work

Answer 45

**Theory X:** work sucks, workers lack ambition and need direction **Theory Y:** under the right conditions, people want to work. They require freedom and autonomy to foster motivation. PLOT TWIST!!! Theory Y is most effective

Answer 46

*Leader effectiveness* is a combo of *style* and *situation* LPC = least preferred coworker scale * High LPC = relationship oriented * Low LPC = task, achievement oriented

Answer 47

The degree to which a situation allows leaders to control and influence workers

Answer 48

1. Relationship between leader and workers 2. Structure of the task 3. Leaders ability to enforce compliance

Answer 49

**Low LPC's** do best in HIGH or LOW favorable situations **High LPC's** do best in MODERATELY favorable situations

Answer 50

Workers motivation is higher when perceive that leaders help them achieve goals **4 Leadership Styles** 1. *Instrumental:* clear guidelines, procedures 2. *Supportive:* establish relationship w/ workers 3. *Participative:* includes workers in decision making 4. *Achievement-Oriented:* set goals, encourage higher performance BEST STYLE? depends on situation

Answer 51

1. Task orientation 2. Relationship orientation What is best? depends on the job maturity of the worker

Answer 52

The workers ability and willingness to accept responsibility

Answer 53

1. **Telling** (high TO, low RO): workers ability & willingness to accept responsibility both low 2. **Selling** (high TO, high RO): low ability, high willingness for accountability 3. **Participating** (low TO, high RO): high ability, low willingness for accountability 4. **Delegating** (low TO, low RO): ability and willingness for accoutability both high

Answer 54

* Idealized, charismatic, inspirational * Provide* intellectual stimulation* and personalized consideration * **Change focused**: recognize the need and can create a vision * *Motivate workers* by appealing to higher order needs & *values* * *Encourage self-sacrifice* for the sake of the organization

Answer 55

* *Stability* over change * Lead w/ contingent *reinforcement* * Workers motivated by use of *rewards* or *punishments*

Answer 56

Contingency model w/ 11 situational factors and 5 leadership styles

Answer 57

The extent to which the leadership includes workers in decision making

Answer 58

1. **AI (Autocratic)**: don't consult, make decisions on own 2. **AII (Autocratic)**: consult workers, decide on own 3. **CI (Consultative)**: discuss problems w/ workers individually, make decision on own 4. **CII (Consultative)**: discuss problems with group, make decision on own 5. **GII (Group Decision)**: discuss problems with group, reach group decision through talk and consensus

Answer 59

1. Quality of the decision-total group impact? 2. Importance of acceptance by workers-do you need their cooperation to implement? 3. Timeline on decision "Decision Tree" used to decide

Answer 60

The relationship between leaders and workers

Answer 61

**In-Group Workers**: high quality rltn, more decision-making influence and access to opportunity **Out-group Workers**: low quality rltn, both just perform formal obligation Leaders must be aware of their own feelings and create opportunities for everyone to become in-group

Answer 62

1. Stranger 2. Acquaintance 3. Partner Related to higher job satisfaction, stronger organizational commitment, better worker performance

Answer 63

1. **Entry:** ID need for change, determine problem 2. **Contracting:** OD consultant specifies terms of their participation 3. **Diagnosis:** Assess problem, collect data (questionnaires, interview) 4. **Feedback:** organization helped to understand info & how to address it 5. **Planning:** develop corrective action plan 6. **Intervention:** implemented 7. **Evaluation:** did it work?

Answer 64

1. Systems approach 2. Everyone in company involved 3. Support of top management 4. View of change as LT & planned 5. Use of internal/external change agent who initiates the change

Answer 65

* Worker satisfaction, motivation, and commitment all impact organizational effectiveness * May re-design jobs to make them more motivating/appealing * **Quality Circles:** group of workers who meet to discuss how to make job better QC's have ST impact, and should be supported positively by management

Answer 66

* Anonymous survey's to provide feedback on aspects of work * Positive impact, especialyl if implemented properly (ie. feedback actually leads to change)

Answer 67

Process consultants *observe workers* and provide suggestions for improvement *Common targets*: * communication * decision making * conflict resolution * individual roles

Answer 68

1. **Empirical-Rational:** assume ppl are rational, and if properly informed will act in their self-interest 2. **Normative-Reeducative:** assume social norms underlie patterns of behaviour. Shift attitudes, values, rltns to bring change 3. **Power-Coercive:** rewards, punishment, use authority to get compliance

Answer 69

**Purpose:** analyze current practice and reflect on if concurrent with goals of organization **Two Types:** 1. Self-Assessments: ID areas for development. Most helpful in board members involved. 2. Personnel Assessments: review individuals data

Answer 70

1. **Goals:** purpose, budget, time frame, metods, dissemination 2. **Clarification:** what's important to the organization? how are they performing? is it sustainable? is there motivation? what is the environment? 3. **Data Collection:** review & direct observation 4. **Results:** & dissemination of them

Answer 71

1. **Goals Based:** how well is program meeting objectives? 2. **Process Based:** analyzes effectiveness of current processes 3. **Outcomes Based:** focus on results, benefits of those who completed program

Answer 72

**Centralized:** * All communication passes through 1 individual (e.g. wheel, chain) * Can be more efficient for simple things **Decentralized** * Info flows freely between individuals (e.g. the circle) * Best for complex tasks requiring cooperation * Result in more individual satisfaction

Answer 73

* **Goal:** find optimal solution by weighing all possible information and seeing what has the most beneft Not practical due to timeliness and likelihood of bias interfering AKA Maximizing

Answer 74

**Goal:** evaluate available solutions and pick the first one that is minimally acceptable AKA Satisficing People can't be perfectly rational in decision making

Answer 75

1. The amount of information considered 2. The focus or number of alternatives identified

Answer 76

1. Analysis of the situation 2. Formulation of a solution

Answer 77

1. **Decisive:** satisficing, uni-focus. Pros: Present focused, efficient. Cons: inflexible, short-sighted 2. **Flexible:** satisficing, multi-focus. Pros: efficient, well with little structure 3. **Hierarchic:** maximizing, uni-focus. A LOT of info and plan of action. Pros: thorough, effective. Cons: rigid, controlling. 4. **Integrative:** maximizing, multi-focus. LOT of info, multiple solutions that may be pursued at once. Pros: Creative, cooperative 5. **Systemic:** maximizing, uni/multi-focused. May have multiple solutions w/ LT goals, but details of plan only apply to ST The best type is situation dependent

Answer 78

**Loss Aversion:** ppl more influenced by potential losses than potential gains when making decisions *People not averse to risk, they're averse to loss* The study: 1. 80% chance of winning $4000, 20% chance of winning nothing, 100% chance of receiving $3000 2. 80% chance of losing $4000, 20% chance losing nothing, 100% chance of losing $3000

Answer 79

1. **Distributive Justice:** perceived fairness of hiring, performance appraisals, raises, layoffs 2. **Procedural Justice:** perceived fairness of the process that outcomes are allocated by 3. **Interactional Justice:** perception of relationship between individual and supervisor/third party

Answer 80

1. **Informational Justice:** info & appropriateness of explanations given about why things are or how things distributed 2. **Interpersonal Justice:** how individual is treated by supervisor/third party that is involved

Answer 81

The shared assumptions, values, norms that get taught to new members of the work place

Answer 82

1. **Behaviour/Observable Artifacts:** space layout, dress code, reports, tools used 2. **Values:** express behavioural/cognitive preferences, including ideology, norms and goals 3. **Underlying Assumptions:** e.g. thoughts, beliefs, perceptions, emotions. Originate in values but become unconscious

Answer 83

1. **Physical Appearance:** less attractive Fe more likely to be promoted, more attractive males more likely 2. **Leadership Style**: women may be more relationship oriented and more participatory in decisions, men more autocratic or directive 3. **Gendered Evals:** women may be viewed less favorable (e.g. a bitch rather than assertive) 4. **Gender Wage Inequality**: job evaluations should be done to prevent devaluing female work

Answer 84

The sum of the forces that produce, direct, and maintain effort expended in particular behaviours

Answer 85

It's a combo of **motivation** and **ability** *P = A x M* P = performance A = ability M = motivation

Answer 86

1. Need Theories 2. Cognitive Theories 3. Reinforcement Theories

Answer 87

People willing to exert effort when it will lead to fulfillment of needs

Answer 88

**Maslow's 5 Needs** 1. Physiological needs 2. Safety/security 3. Social needs (company & acceptance) 4. Esteem needs (recognition) 5. Self-actualization (personal fulfillment) The lowest unmet need motivates behaviour, so the most motivating work factors depend on a persons current life situation (e.g. financial stress? early or late career?) *Not supported by research, except for the financial part.*

Answer 89

1. Existence 2. Relatedness 3. Growth Not hierarchical

Answer 90

* Primary motivator is achievement * People with this need desire autonomy, responsibility, challenge and recognition * They stay @ places LT * This need can be developed

Answer 91

1. **Need for power**: motivated by control, prestige 2. **Need for affiliation**: motivated by relationship

Answer 92

Two factors: motivation & satisfaction **Hygiene Factors:** pay, benefits, rltns. Absence = dissatisfaction, but presence doesn't impact satisfaction **Motivator Factors:** opportunities, decision-making, growth. Presence = motivated and satisfied, but absence does not equal dissatisfaction Not entirely supported by research, esp: distinction between factors that impact satisfaction

Answer 93

* Redesigning a job to have more challenge, responsibility, decision-making authority, opportunities for growth * Seeks to meet motivator needs * Does it work? It varies from worker to worker. Works more on younger, well-educated and achievement oriented workers

Answer 94

5 job factors that impact internal motivation, job satisfaction, work quality, absenteeism & turn-over **5 Factors:** 1. *Skill variety*: more skills = more meaningful 2. *Task identity*: jobs that make up a whole piece of work are more meaningful than one that consists of just a portion 3. *Task Significance*: importance to others = more meaning 4. *Autonomy*: more meaning if worker has independence and decision making authority 5. *Feedback*: more feedback = more meaning

Answer 95

* Assess a job based on the 5 characteristcs * Jobs redesigned with this = more motivation, satisfaction, lower absenteeism and turn over * Works best for workers with a high need for growth

Answer 96

Motivation is related to complex-decision making that involves weighing alternatives, costs and benefits, and the likelihood of achieving outcomes

Answer 97

**Purpose of goals**: 1. Basis for motivation 2. Direct behaviour Biggest impact on worker willingness to work towards goals is the conscious *acceptance* and *commitment* to goals **Goal attainment maximized by**: * Goal is optimally challenging * Goal is specific * Frequent feedback on progress is given * Worker participation in goal setting **Management by Objective:** worker-supervisor collaborate on goals and review

Answer 98

People assess their inputs (contributions) and outputs (rewards) and compare these to other workers Comparable ratios = equity = no change in performance Different ratios = no equity = change to create equity How people make sense of the inequities depend on world/self-view

Answer 99

**3 Variables of Motivation:** 1. *Expectancy belief*: effort = good performance 2. *Instrumentality belief*: good performance = good outcome 3. *Valence*: the desirability of the outcome

Answer 100

OPERANT CONDITIONING 1. People keep doing things with rewarding outcomes 2. People avoid things with negative outcomes 3. People will stop doing things that don't have rewarding outcomes (behaviour extinguishes) Most focus on extrinsic rewards

Answer 101

Intrinsic reinforcement is more important *Study*: puzzles, first done for intrinsic enjoyment but then rewards for puzzling were introduced. People spent less time puzzling. LIKE KNITTING AND CRAFT SHOWS.

Answer 102

Focuses on the extrinsic incentives that motivate workers to be productive Organizations w/ extrinsic material rewards (salary, benefits) are considered the most flexible. Cornwell & Dorsey (2000) Study: use of defined-benefit pension plan raised productivity by 6%

Answer 103

* **Age** is often positively correlated with job satisfaction * **Level in hierarchy** correlated (higher the managerial level, higher the satisfaction) * **BIPOC** express less satisfaction * Satisfaction/dissatisfaction stable over time and situation, which may point to **personality** factors (or **systemic issues**)

Answer 104

* Effects of pay unclear; may be due more to perception of salary fairness * Satisfaction with high paid jobs may be more related to challenge, autonomy, control associated with those jobs * **Perceptions of fairness:** 1. Pay related to performance? 2. Comparable worth-is it fair compared to what others with similar jobs are making? Skill utilization = higher satisfaction

Answer 105

Not really. Relationship between satisfaction and performance is moderated by pay

Answer 106

Yes. Job satisfaction is a strong predictor of longevity Dissatisfaction may come with a lot of somatic and mental problems

Answer 107

Opportunities for personal growth and commitment

Answer 108

Seeks to understand the capabilities and limitations of humans and develop/adjust systems to maximize these abilities and reduce errors AKA Ergonomics and Human Factors Psychology

Answer 109

When people and machines must work together to accomplish a job. The degree of participation of each varies. **Pros of People:** * Pattern recognition * detecting unusual things * Draw on past experiences * Inductive reasoning: generalize based on observations * Prioritize, problem solve **Pros of Machines:** * sense things outside of human perception * Not distracted * do repetitive tasks * store info quickly * Efficient, consistent * Sustained performance * Deductive reasoning: recognize stimuli as belonging to a class

Answer 110

Increase hours worked per day and decreased days worked per week Baltes et al. Meta-analysis: * positive supervisor ratings of employee performance * More job satisfaction * Did not show benefit on quantitative measures of performance

Answer 111

Employees determine daily schedule, so long as they work the required hours and fulfill other obligations Increased job satisfaction, productivity, decreased absenteeism Effect on performance not clear

Answer 112

Workers less productive on night shift, and more errors Rotating shifts associated with less productivity, higher errors, physical and mental health problems Younger workers handle it better than older workers

Answer 113

Fatigue leads to poorer performance Breaks needed to remain productive throughout the day They should be timed for BEFORE you get fatigued

Answer 114

1. No control over schedule or environment 2. Pressure and deadlines 3. Violence at work 4. Too much work 5. Work that is too difficult or not challenging

Answer 115

Type A personalities vulnerable to stress at work and life (anger and hostility the biggest problem)

Answer 116

* Women * Single people * Limited growth opportunities * Peopley jobs Healthy Workaholics lolololol

Answer 117

* Job dissatisfaction * Burn out * Lowered productivity * Depression * Marital dissatisfaction * Life dissatisfaction * May impact women more because of unfair division of household/parenting labour

Answer 118

1. Programs focused on a positive theme more helpful than scare tactics 2. Safety posters only helpful if they are specific (e.g. illustration of how to prevent specific accident) 3. Management is committed to safety programs 4. Incentives for accident reduction

Answer 119

* LT exposure to noise reduces productivity * Detrimental to complex tasks, but not to easier tasks * Perceived control of the noise has huge impact on performance Music: inconsistent results. Slight positive effect if the work is repetitive and simple, but no consistent data for complex tasks.

Industrial Organizational Psychology Flashcards

(143 cards)