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Quiz 1 Flashcards

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1
Q

the candle problem

A

an experiment in which a box of tacks, matches and a candle was in a room. participants would have to hang the candle on the wall so the wax wouldn’t drip on the floor

talked about motivation: added incentives vs averages. rewards grow took longer.

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2
Q

contingent motivators

A

when presented with rewards, rewards tend to stymie creative progress…….. not for dummy problems

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3
Q

ROWE

A

results only work environment. They don’t have to have meetings, scheduled work times or anything. yet their productivity is amazing.

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4
Q

results of study at mit

A

good teams had two things

1‘‘equality in distribution of conversational turn-taking.’

  1. ‘‘average social sensitivity’’
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5
Q

What is I/O?

A

An area of scientific study and professional practice that addresses psychological concepts and principals in the work world.

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6
Q

The Industrial aspect of I/O

A

Industrial Psychology focuses on measurement of job requirements and individual’s knowledge, skills, ability, and performance so as to match individuals with suitable jobs

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7
Q

The Organizational aspect of I/O

A

Organizational psychology is more focused on the macro, and looks at theories concerning motivation and work attitudes, group and organizational climate as well as organizational change and development.

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8
Q

THE EARLY YEARS

A

W.L. Bryan (APA President) urges psychologists to apply psychology to “real-life” situations

industrial engineers gain legitimacy in improving efficiency and productivity in workers

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9
Q

Fredrick Taylor

A

One of the founding members, Taylor realized the value of redesigning the work to achieve both higher output for the company and a higher wage for the worker. His principles of Scientific management included:

  1. science over rule of thumb
  2. scientific selection and training
  3. cooperation over individualism
  4. equal division of work best suited to management and employees.

believed people intentionally half assed their jobs

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10
Q

Hawthorne Effect (exam)

A

A positive change in behavior
that occurs at the onset of an intervention
followed by a gradual decline

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11
Q

MCGREGOR’S THEORY X & THEORY Y

A

Theory X
Command & Control = Scientific Management
Redesign jobs or structures/change incentives/roles

People are lazy and must be directed

Theory Y
Want to be involved
• Can think for themselves and make
decisions
• Share ownership of tasks
• Will find work more rewarding if given
responsibilities and a variety of tasks
• Have good ideas
• Can engage in some level of self-
management

People want to be involved and want to work, with opportunities present and the ability to move up in industry.

(Assumption 1)

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12
Q

Assumption 2

A

Organizations work as a system.

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13
Q

ASSUMPTION 3

A

Behavior is a function of the person and the environment B=f(PxE)

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14
Q

THE APPROACHES TO JOB DESIGN

A
  1. Mechanistic Approach
  2. Biological Approach
  3. Perceptual-Motor Approach
  4. Motivational Approach
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15
Q

JOB ANALYSIS METHODS TYPES

A

Task oriented vs. Worker oriented, i.e understanding what’s accomplished vs. what human abilities are needed for the job.

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16
Q

KSAOs and give example

A 
K = Knowledge: Types of information needed to perform
S = Skills: Proficiencies needed to perform (can be learned, developed, enhanced)
A = Abilities: Enduring attributes that are stable over time (innate)
O = Other: Personal factors needed to perform tasks (personality, interest, motivation, capacities, etc. )
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17
Q

How might you collect information about a task or job function?

A 
● Observation ● Work sample ● Work diary
● Interview
● Questionnaire
● Perform the job
● Background records ● Multiple methods
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18
Q

INFORMATION COLLECTED in job analysis

A 
● Tasks or job functions ○ What gets done on the job.
○ Essential functions.
● Scope of responsibility ○ Supervision received.
○ Supervision provided.
● Tools and equipment used on the job
○ Computer software.
○ Hand tools.
○ Job-related equipment.
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19
Q

OUTCOMES OF JOB ANALYSIS

A

● Job description
○ Systematic, detailed summary of job tasks, duties
and responsibilities.
○ Assures that employees and managers are on the same page regarding who does what.

● Job specification
○ Detailed summary of qualifications needed to
perform required job tasks.

● Performance standards
○ Establishes the level of satisfactory performance.

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20
Q

IMPLICATIONS & USE OF THE HOGAN

A

Strengths
Strong Validity

Good personality prediction (HPI)

Hard to fake/distort results.

CONS
Expensive
Time consuming

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21
Q

MVPI

A

Motives, Values, Preferences Inventory: Measures core values, goals, and interests that determine career satisfaction.

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22
Q

HDS

A

Hogan Development Survey: Measures how people behave when they’re under stress and pressure (hindering)

Second focus of the Hogan

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23
Q

Seven scales of HPI

A 
Adjustment 
Ambition 
Sociability
Interpersonal Sensitivity 
Prudence 
Inquisitive 
Learning Approach
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24
Q

HPI

A

Human personality Index (bright side)

One of the three focuses of the Hogan.

Used seven scales to measure how people behave when they’re at their best.

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25
The Hogan
The most reliable professional personality assessments based off the 5 factor Model Focuses not only on personality, but derailing traits and values (MVPI, HPI, HDS)
26
IMPLICATIONS & USE OF THE MBTI
Strengths • Self-awareness • Team building ``` Weaknesses • Reliability • Test-retest • Context matters! • Validity ``` What are you actually trying to measure with the MBTI? • Discrete categories • Can pigeon-hole team members
27
MYERS BRIGGS TYPE INVENTORY (MBTI)
``` Based of psychological types of carl Jung EXTRAVERSION - INTROVERSION SENSING - INTUITION THINKING OR FEELING JUDGING OR PERCEIVING ```
28
Strength and weakness of big five
Provided key foundations for assessing and describing personality. validated assessments are very long
29
Big 5 factors of personality
``` Openness Conscientiousness Extraversion Agreeableness Neuroticism ``` basis of most personality tests
30
Dark Triads
(Machiavellianism) ■ Dark cynical interpretation of nature ■ Goals are based on manipulating people ■ No actions are below you—so long as you get ahead ``` Narcissism ■ Overly concerned with self-importance ■ Desire to be in control of people and admired by them ■ Arrogant ■ Unaffected by criticism ``` Psychopathy ■ Lacking any concern for others ■ Emotionally shallow ■ Sometimes, charismatic
31
ASSUMPTION 3 (Exam)
Behavior is a function of the person and the environment B=f(PxE)
32
ORGANIZATION AS A | SYSTEM
Treating organizations as a system (human body) (cells, organs,) (Assumption 2)
33
MCGREGOR’S THEORY X & THEORY Y
Theory X Command & Control = Scientific Management Redesign jobs or structures/change incentives/roles People are lazy and must be directed ``` Theory Y Want to be involved • Can think for themselves and make decisions • Share ownership of tasks • Will find work more rewarding if given responsibilities and a variety of tasks • Have good ideas • Can engage in some level of self- ```
34
KEY CHALLENGES FOR THE PROFESSION
* I-O Psychology needs to be relevant - we need to have skills that keeps us in demand * I-O Psychology needs to be useful - need to be applicable to the production of industry * I-O Psychology needs to think bigger - how can our theories affect industrialization and globalization * I-O Psychology needs to be grounded in the scientific method - still looking a research methods
35
Hawthorne Effect (exam)
A positive change in behavior that occurs at the onset of an intervention followed by a gradual decline
36
Goal of I/O
Blending evidence based practice
37
Mechanistic Approach & strengths and weaknesses
Has roots in industrial engineering Goal is to maximize efficiency Allows org to be less dependent on individuals Often found in developing countries It's a very interchangeable position, that's fast to train and pretty much anyone can do. Low job satisfaction, high turnover, health risks and high absenteeism.
38
Biological Approach & strengths and weaknesses
Based off the knowledge of ergonomics. Focuses on limiting movement, and improving safety. Low physical impact, with low absenteeism and high job satisfaction. Costly to implement and employees might be caught napping (lethargic).
39
Perceptual-Motor Approach & strengths and weaknesses
Geared towards limiting mental strain, working with the other 3 approaches. maximizing but not burning out mental capabilities. Decreased errors, less overload and stress, reduces training time. Low satisfaction and low mental stimulation
40
Motivational Approach & strengths and weaknesses
Typically used for executive, managerial, and professional jobs. Focused on enriching the job. Low absenteeism, high performance, involved, satisfied employees. Longer training time, more difficult to staff, prone to mental stress and overload, and errors likely.
41
Job Characteristics Model
Skill variety Task identity Task significance Task feedback Autonomy
42
IMPORTANT FACTORS IN RECRUITMENT PLANNING:
Succession plan • Who does the organization expect to turnover? Skills inventory • What skills do our current employees have? Supply of labor • Shortage Implications • Surplus Implications Labor Market Conditions • Strength of economy Strategic Plan • Where is this organization going?
43
INTERNAL VS. EXTERNAL RECRUITING EMPHASIS
Internal • Signals investment in employees, security, and advancement • Nepotism External • Signals employee-employer relationships that can be terminated by either party at either time; temporary relationships • Advertising (internet)
44
RJP
Realistic job preview. Allows an applicant to see both positive and negative side to job. Job-related (personal skills) vs. Organization-related (pay)
45
content recruiters want to see
memberships in professional organizations, volunteering.
46
Things recruiters don't want to see
references to drugs sexual content spelling and grammar alcohol consumption
47
SELECTION
The process of collecting and evaluating information about an individual in order to extend an offer of employment.
48
Five factors in selection
1. Conducting a thorough job analysis 2. Identifying relevant job performance dimensions 3. Identifying KSAOs necessary for the job 4. Developing assessment devices to measure those KSAOs 5. Validating those assessment devices 6. Using those validated assessment devices to process applications and make hiring decisions
49
Selection tools for recruitment
Biographical information (education, employment) Interviews (structured vs. unstructured). Test, inventories and samples. (role play, work samples, ie papers)
50
STRUCTURED VS. UNSTRUCTURED INTERVIEW
Specific questions vs. hypothetical questions, uniform questions vs. varying questions. Structured can assess job skills, but unstructured can measure personality more effectively
51
ASSESSMENT CENTERS
* Collection of procedures for evaluation that is administered to groups of individuals * Assessments are performed by multiple assessors * Not necessarily a physical place * Research indicates that they are valuable for selection, but the actual reasons behind this are not so clear * Most often used for internal growth and development
52
Examples of Assessment
* Paper and pencil tests * Group exercises * Leaderless group discussion * Interviews * Clinical Testing * IQ Tests * Personality Tests * In-basket activities * Phone call * Email * Document to file * Writing a memo
53
RELIABILITY
● Refers to the stability and consistency of observations or measures over time
54
Inter-rater reliability:
The extent to which two or more individuals (coders or raters) agree (e.g. multiple interviewers).
55
CONTENT VALIDITY
1) Degree to which items in a test are representative of the domain of knowledge the test is purported to measure
56
WHERE IS MOTIVATION IN THE INDUSTRIAL PSYCHOLOGY
* Job design * Job analysis * Recruitment * Selection * Performance management • Training & Development
57
WHERE IS MOTIVATION IN THE ORGANIZATIONAL PSYCHOLOGY
``` Organizational-Psychology • Job satisfaction • Organizational commitment • Group dynamics • Team effectiveness • Organizational culture • Organization change • Leadership ```
58
WHAT IS MOTIVATION?
Motivation is a set of energetic forces that originate both within and beyond an individual’s capability of initiating work-related behavior, and to determine its form, direction, intensity, and duration
59
Direction
what activities do we direct our energy toward?
60
intensity
how much energy do we expend in the pursuit of that activity?
61
Duration
persistence, how long can we sustain that energy?
62
WHAT MOTIVATION IS NOT
* Behavior—this is the action from which we infer motivation * Performance—the evaluation of behavior on the job * Ability—one of the 3 determinants of behavior * Situational constraints—environmental factors related to behavior
63
MASLOW’S HIERARCHY OF NEEDS
1. Unfulfilled needs dominate behavior 2. Basic needs always take precedence over higher needs 3. The need for self-actualization can never really be fulfilled
64
HERZBERG’S MOTIVATOR-HYGIENE THEORY
Discusses two factors of motivation, with the premise that you can have two types of satisfaction. Hygiene: Salary, benefits, working conditions (industrial) Motivation: Promotion, Autonomy, recognition. (organizational)
65
VROOM’S EXPECTANCY THEORY
Motivation to do a certain behavior depends on the strength of an expectation that the act will be followed by a given outcome and the attractiveness of the outcome to a given individual
66
Vrooms Vie Model.
Expectancy + Instrumentality + Valence = motivation
67
Expectancy
Measures the person’s confidence in being able to get the results expected. It is a purely subjective measure of an individual’s belief in themselves
68
Instrumentality
Measures the extent to which an individual believes that the manager /organization will deliver the rewards that were promised.
69
Valence
Measures the value a person attaches to a given reward. These can be extrinsic (such as money, promotion, or time off) or intrinsic (such as a sense of achievement)
70
EQUITY THEORY
Process by which people determine whether they have received fair treatment Our perceptions of what's fair are based on the treatment of others in our position.
71
Goal-Setting Theory
○ Directing one’s effort toward the attainment of specific goals. ○ Direction, Intensity, & Persistence are all affected by goals
72
Locke & Lathams goal setting acronym
``` (Smart) Specific Measurable Attainable Relevant Timeframe ```

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