IO Theorists and Theories Flashcards
(18 cards)
Career Development Theory: Holland’s Personality Job Fit Theory
Holland classified both personality types as well as work environments into six types,
which he labeled realistic. investigative. artistic, social, enterprising and conventional
(RIASEC), On Holland’s Self-Directed Search, each person receives a code with the letters
that represent his or her personality (e.g.. Rl standing for realistic and inve’
gative). A
person can receive up to three letter codes, with the first letter representing the dominant
personality type.
Holland Key Concept: Congruence
> CONGRUENCE Consgruence refers to the degree of match between the personality type
and the work environment. The closer the work environment and the personality type are
on the hexagon, the higher the degree of congruence, For example, someone with an artistic
personality working as an artist would have a high degree of congruence. Someone with
an artishe personality working as a drill press operator would have low congruence. A high
level of congruence correlates with longevity at the job.
Holland Key Concept: Consistency
=CONSISTENCY Consistency refers to how closely related an individual’s first two code
letters are on the hexagon. For example, the code AS (artistic. social) would have a high
degree of consistency because the code letters are next to each other on the hexagon. In
contrast, the code TE (investigative. enterprising) would have low consistency because the
two code letters are opposite each other on the hexagon. The higher the consistency of an
individual’s code, the more likely the person will exhibit stability in work history,
Holland Key Concept: Differentiation
=DIFFERENTIATION Differentiation refers to the distinctness of a profile. The more
an individual is represented by one personality type. the more distinct the profile is. An
individual who resembles all six types would have an undifferentiated profile. It is easiest
to predict the behavior of mdividuals with highly differentiated profiles,
Holland Key Concept: Environmental Identity
ENVIRONMENTAL IDENTITY Environmental identity refers to an individual’s view
that the work environment has a clear and stable system of goals and rewards.
Holland Key Concept: Vocational Identity
VOCATIONAL IDENTITY Vocational identity refers to the clarity and stability of an
individual’s own goals and interests. Individuals with high vocational identity make
decisions more easi
yand with greater confidence.
SUPER’S LIFE/CAREER RAINBOW
Donald Super’s theory posits that career decision-making involves a range of changes and
decisions from career entry to retirement. He outlines five major stages. of career
development: growth (to age 13), exploration (14 - 24), establishment
44),
maintenance (45 - 64), and d e or disengagement (65+). Incorporate
1 into the idea of
developmental tasks is the concept of career maturity, the individual’s ability to
effectively master the tasks of a given stage im preparation for moving to the next stage.
Critical to Super’s theory ts. that career patterns are determined by socioeconomic factors,
individual abilities, personal characteristics, and opportunities to which persons are
exposed. Career is viewed as a combination of eight life roles: son/daughter, learmer,
worker, spouse/friend, homemaker, parent/grandparent. leisurite, and citizen. Super also
proposed that individuals express their self-concepts through choice of vocation.
KRUMBOLTZ’S SOCIAL LEARNING THEORY
A developmental theory of career decision-making, Krumboltz proposed that career
development is based on social learning. environmental conditions and events, genetic
influences and learning experiences. People choose careers based on what they have
learned through modeling and reinforcement.
TIEDEMAN AND O°HARA’S THEORY OF CAREER
DEVELOPMENT
Tiedeman and O”Hara’s theory of career development focuses on the processes of
differentiation and integration. Differentiation refers to making distinctions about the
different. aspects of oneself (¢.g:. characteristics one possesses) and the environment {2.g.,
seeing various aspects of a particular job instead of just one factor). Integration refers to
unifying these different aspects and results in making better decisions, setting more refined
goals, and developing more useful plans. Self-awareness 1s a key variable in this theory.
This theory also focuses on the critical role that decision-making plays in career
development, in that decisions form and structure career development. According to the
theory. there are two stages to. every decision: 1) anticipation. and 2) implementation and
adjustment.
SCHEIN’S CAREER ANCHOR THEORY
Shein developed a theory of career anchors according to which a person’s self-concept
acts as. an anchor, or stabilizing force, determining what future occupational decisions will
be made. His research showed that people’s self-concepts or “career anchors” revolved
around one of eight categories: autonomy/independence, security/stability,
technical/functional competence, general managerial competence, entrepreneurial
creativity, service/dedication to a cause, pure challenge, and lifestyle.
THEORY X, THEORY Y AND THEORY Z
McGregor (1960) named the scientific managemént approach and the human relations
approach Theory X and Theory Y, respectively.
>THEORY X Theory X assumes workers are lazy and must be coerced and directed
since they have rio ambition and no sense of responsibility. Theory X underlies typical
bureaucracies,
=THEORY Y Theory Y assumes that people find satisfaction in their work and that
control and punishment are not necessary to bring about good performance. Rather, Theory
Y proposes that people are industrious and creative, seeking challenge and responsibility.
They function best under a leadership style that ts participative.
>THEORY Z Theory Z. described in Quchi’s 1981 book, How American Business Can
Meer the Japanese Challenge, highlights three critical Japanese management strategies:
lifelong employment with an emphasis on loyalty, slow promotion with an emphasis on
non-specialized career paths, and high levels of group decision-making.
FIEDLER’S CONTINGENCY (LPC) THEORY
LPC Theory (1967) involves three
steps. First, it looks at whether the leader (supervisor) 1s a task-oriented or relationshup-
oriented leader, The least preferred colleague (LPC) is the subordinate whom the leader
likes the least.
* HIGH LPC If the leader rates his or her least preferred coworker with a high
rating, the leader is termed a high LPC leader and is considered to be relationship
oriented,
+ LOW LPC If the leader rates the least preferred coworker with a poor rating, the
leader is considered to be a low LPC leader and ts thought to be task oriented.
Second, the situational control, ar favorableness, 15 assessed. Situational control has to da
with how likely it is that the task will be accamplis! ed. The likelihood is affe
dd by how
easy or difficult the task is, how powerful the leader is, and the relationship between the
leader and the subordinates.
Finally, LPC Theory predicts that low LPCs are most effective as leaders in situations that
are-either highly favorable or unfavorable, while high LPCs are most effective as leaders
in moderately favorable situations.
COGNITIVE RESOURCE THEORY
Cognitive Resource Theory (Fiedler and
Garcia, 19
was developed by Fiedler in response to criticism of his original LPC
Theory. Cognitive Resource Theory looks at whether a directive versus non-directive
leadership style will be more effective depending on the cognitive resources (ability) of the
employees as well as stress levels, experience of the leader, and group support for the
leader.
VROOM AND YETTON’’S NORMATIVE MODEL
room and Yetton’s Normative
Model (1973) focuses on a single aspect of leadership—decision-making. The theory is
concerned with the extent to which leaders allow their subordinates to participate in making
decisions.
It looks at five styles of leaders!
ip: autocratic, consultative, group decision-making with
the leader, group decision-makr
without the leader, and autocratic with information.
According to this model. the most effective style depends on the importance of the
decision, the degree to which subordinates accept it, and the time required to make the
decision.
HOUSE’S PATH-GOAL THEORY
Path-Goal Theory (1971) recommends that the
leader increase personal payoffs for subordinates and make the paths to the payoffs easier
by clarifying and reducing roadblocks. The focus 1s on finding out what each employee
finds rewarding, assessing the employee’s strengths and weaknesses. and helping the
emplovee to achieve his or her goals. The four types of leadership styles include directive,
supportive, achievement oriented, and participative.
HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP
This theory looks
at the employees” readiness to perform, If they are not ready. the leader should tell them
what to do: if they are more ready. they need less task orientation from the leader; The four
styles. corresponding to degrees of readiness, are telling. selling, participating. and
delegating.
Bernard Bass Transactional and Transformational Leaders
TRANSACTIONAL LEADERS A transactional leader is the more traditional leader
who influences subordinates through daily. fairly emotionless exchanges. The transactional
leader aims to secure the agreed upon level of performance from the subordinates and may
make use of rewards, management by objectives, and other conventional means.
TRANSFORMATIONAL LEADERS In contrast, the transformational leader aims to broaden and elevate the goals of the subordinates.
Transformational leaders utilize
charisma, inspiration, intellectual stimulation, and individualized consideration.
