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PSY 210: > Unit 2: Industrial-Organization Psychology > Flashcards

Unit 2: Industrial-Organization Psychology Flashcards

1
Q

the application of psychological principles, theory, and research to the work setting. It is a science and psychology.

A

Industial-Organizational Psychology

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2
Q

What piece of the “scientist-practitioner” model focusses on generating knowledge by understanding individual, group and organizational behavior through research?

A

Scientists

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3
Q

What piece of the “scientist-practitioner” model focusses on consumer of and applier of knowledge by applying I/O Psychology to organizations, externally or internally?

A

Practitioner

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4
Q

Comparing Industrial vs. Organizational psychology, which component focuses on
-recruitment
-selection
-training
-performance
-appraisal
-promotion
-transfer
-termination

A

Industrial Psychology

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5
Q

Comparing Industrial vs. Organizational psychology, which component focuses on
-attitudes
-fairness
-motivation
-stress
-leadership
-teams
-broader aspects of organizational and work design

A

Organizational Psychology

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6
Q

Why is I/O Psychology Important?

A

Most adult waking hours are spent at work. Work can provide meaning and identity, in addition to financial support.

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7
Q

A movement based on principles developed by Frederick W. Taylor, who suggested that there was one best and most efficient way to perform various jobs; also known as “Taylorism”

A

Scientific Management

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8
Q

Studies, developed by Frank & Lillian Gilbreth, that broke every action into its constituent parts, timed those movements with a stopwatch, and developed more efficient movements to increase productivity.

A

Time and Motion Studies

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9
Q

1930’s set of studies by Harvard researchers at Western Electric Company that were interested in the relationship between lighting with employee morale and efficiency

A

Hawthorne Studies

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10
Q

the alteration of behavior by subjects due to awareness of being observed

A

Hawthorne Effect

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11
Q

conceptual shift toward increased focus on employee emotion and motivation.

A

Human Relations Movement

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12
Q

What trends will define organizational psychology in decades to come?

A

Employee Selection
Motivation
Occupational Health
Leadership

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13
Q

What is the goal of the employee selection process?

A

Indentify the individual(s) amongst a pool of applicants who would be most likely to succeed in a given role

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14
Q

applicants’ overall evaluation of the appeal of working at that organization in that role.

A

Organizational attraction

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15
Q

Raise awareness of openings to reach applicants via company websits, job boards, social networking, employee referrals.

A

Recruitment

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16
Q

systematic study of a job or role to determine the activities, responsibilities, and attributes needed to perform required tasks successfully.

Informs what qualities and characteristics employers should look for amongst their pool of applicants.

A

Job analysis

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17
Q

What are KSAOs?

A

Knowledge, Skills, Abilities, Other characteristics.

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18
Q

What part of KSAOs is the collection of discrete, related facts and information about a particular domain?

A

Knowledge

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19
Q

What part of KSAOs is the practiced act?

A

Skill

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20
Q

What part of KSAOs is the stable capacity to engage in a specific behavior?

A

ability

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21
Q

What part of KSAOs regards personality, interests, etc?

A

Other characteristics

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22
Q

What type of interview consists of predetermined/ordered questions related to the core competencies of the role and has a standard benchmark to determine a “good” answer that can be compared.

A

Structured interview

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23
Q

What type of interview consists of ad-hoc questions not in a particular order and may not relate to the core compentencies of the role. Answers are evaluated based on the interviewer’s subjective judgement, making comparisons amongst applicants more difficult.

A

Unstructured interview

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24
Q

alignment and compatibility in characteristics between an individual and their organization.

A

Person-organization fit

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25
Q

variable explaining the process through which two variables are related

A

Mediator

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26
Q

variable affecting the strength and direction to the relationship between two variables

A

Moderator

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27
Q

a psychological force that energizes, directs and sustains behavior by utilizing direction, intensity, and persistance.

A

Motivation

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28
Q

Is motivation a trait or a situationally-dependent state?

A

situationally-dependent state

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29
Q

engaging in behavior due to genuine interest and satisfaction

A

Intrinsic motivation

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30
Q

engaging in behavior due to external rewards

A

extrinsic motivation

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31
Q

modern “needs-based” theory focused on forstering intrinsic motivation. Suggests 3 fundamental human needs:
1. competence
2. autonomy
3. relatedness

A

self-determination theory

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32
Q

Needs Based theory that categorizes lower order of needs to higher order.
Lowest: physiological needs
Safety needs
Social needs
Esteem needs
Highest: self actualization of needs

A

Maslow’s Need Hierarchy

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33
Q

Theory that states Goals will be most hopeful when they are specific (vs. general: “try your best”) and challenging, yet attainable (vs. very easy or very difficult).

A

Goal-Setting Theory

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34
Q

What types of goals lead to optimal performance?

A

Specific and challenging

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35
Q

What component of SMART goals refers to making your goal specific and narrow for more effective planning?

A

Specificity

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36
Q

What component of SMART goals refers to making sure your goals and progress are measurable?

A

Measurable

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37
Q

What component of SMART goals refers to making your goal can be reasonable accomplished within a certain time frame?

A

Achievable

38
Q

What component of SMART goals refers to making your goal align with your values and long-term objectives?

A

Relevant

39
Q

What component of SMART goals refers to making your goal realistic but ambitious end date to clarify task prioritization and increase motivation?

A

Time-based

40
Q

Why do Goals work?

A

Direction- diverts attention to goal-relevant activities

Intensity- energizes people and encourages application of greater effort

Persistance- Prolongs effort over time

41
Q

Is this circumstance hindering or helpful for achieving goals?

Relevant knowledge/ability is present.

A

Helpful

42
Q

Is this circumstance hindering or helpful for achieving goals?

Goal commitment

A

Helpful

43
Q

Is this circumstance hindering or helpful for achieving goals?

Opportunities for feedback

A

Helpful

44
Q

Is this circumstance hindering or helpful for achieving goals?

tasks still involve learning

A

hindering

45
Q

Is this circumstance hindering or helpful for achieving goals?

situational constraints (resources, obstacles).

A

hindering

46
Q

circumstance in which working toward one goal interferes with the likely accomplishment of another goal. Important for leaders in providing guidance and clarity.

A

Goal conflict

47
Q

What are the primary drivers of goal-setting effectiveness?

A

goal difficulty and commitment

48
Q

Goals are most effective for improving performance when:
a. They encourage employees to do their best.
b. They are specific and challenging.
c. They are the same for everyone in a work group.
d. they require little cognitive effort from employees

A

b. They are specific and challenging.

49
Q

Some evidence that _______ goals may be more challenging than _____ goals, leading to higher performance.

A

participative

assigned

50
Q

______ goals may lead to greater goal commitment.

A

Participative

51
Q

Connie has set a goal of receiving a promotion at work within the next 6 months. However, Connie soon realizes that she doesn’t know how much about what it will take to get a promotion, or how to even apply. What might Gary Latham (motivational benefits of goal setting) recommend do in this situation?
a. ask her supervisor to set a different goal for her.
b. change her goal to a “do your best” goal.
c. Change her goal to a learning goal.
d. Abandon her goal as she lacks appropriate knowledge.

A

c. Change her goal to a learning goal.

52
Q

According to the “SMART” goal framework, why would setting a goal to quit smoking this month be more effective than simply aiming to quit smoking in general?
a. the former goal is more measureable.
b. the former goal is more achievable
c. the former goal is more relevant
d. the former goal is more time-based.

A

d. the former goal is more time-based.

53
Q

Interdisciplinary study with emphasis on understanding the physical and mental health of workers within organization.

A

Occupational Health Psychology

54
Q

physical or psychological demands to which an individual responds

Acute vs. chronic
Physical vs. psychosocial

A

Stressors

55
Q

What type of stress:

“For years I have been arguing with my coworkers about how our work group should be more structured.”

A

Chronic Psychosocial

56
Q

What type of stress:

“I tripped over my computer cord at work and sprained my ankle.”

A

Acute Physical

57
Q

In the demand-control model, which component consists of workload or intellectual requirements of a job?

A

Demands

58
Q

In the demand-control model, which component consists of combination of autonomy in the job and discretion for using different skills?

A

Control

59
Q

Stress, stressor, or strain?

Process

A

stress

60
Q

Stress, stressor, or Strain?

source

A

stressor

61
Q

Stress, stressor, or Strain?

outcome

A

strain

62
Q

outcomes of stressors.
Could be Affective, Cognitive or Physical?

A

Strain

63
Q

Role stressor that occurs when employees lack clear knowledge of what behavior is expected in their job.

A

Role ambiguity

64
Q

Role stressor that occurs when demands from different sources are incompatible

A

Role conflict

65
Q

Role stressor that occurs when an individual is expected to fill too many roles at once.

A

Role overload

66
Q

What prevention strategy?

Assumption: (most effective) approach to stress management is to remove stressors.

Scope: Preventative

Target: work environment, technologies, or organizational structures

Examples: job redesign, cognitive restructuring

A

Primary Prevention strategy

67
Q

What prevention strategy?

Assumption: when unable to remove stressors, best to focus on individuals’ reactions to stressors.

Scope: Preventative/reactive

Target: individual

Examples: relaxation training, stress management training, physical fitness, nutrition

A

Secondary Prevention strategies

68
Q

What prevention strategy?

Assumption: must treat consequences of stress once it has occurred.

Scope: treatment

Target: individual

Examples: employee assistance programs, medical care.

A

Tertiary prevention strategies

69
Q

High demands + low control =

A

job stress

70
Q

the state of individuals’ mental, physical and general health, as well as their experiences of satisfaction in and outside of work

A

Employee wellbeing

71
Q

employee unplanned workplaces absences

A

absenteeism

72
Q

lost productivitiy due to suboptimum employee functioning given an illness, injury, or other condition

A

presenteeism

73
Q

Why should organizations seek to foster wellbeing?

A

lower medical costs
increased employee morale
Decreased absenteeism and presenteeism

74
Q

What are the three traditional theories of leadership?

A
  1. Trait approach
  2. Behavioral Approach
  3. Situational approach.
75
Q

What are the traditional theories of leadership?

A
  1. Trait approach
  2. Behavioral Approach
  3. Situational approach
76
Q

which traditional theory of leadership considers the traits and characterisitcs that make up a good leader?

A

Trait approach

77
Q

Which traditional theory of leadership regards a certain pattern of behavior that motivates others toward a common goal?

A

Behavioral approach

78
Q

behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.

A

Consideration

79
Q

behavior in which the supervisor organizes and defines group activities and his/her relation to the group.

A

Initiating structure

80
Q

Which traditional theory of leadership emphasizes finding the right leader for the right situation, or changing leader behavior to fit given situtation?

A

Situational approach

81
Q
A
82
Q

What traditional theory of leadership considers the traits and characteristics that make a up a good leader?

A

Trait approach

83
Q

What traditional theory of leadership considers the behaviors leaders enact (usually people- or task-focused)?

A

Behavioral approach

84
Q

What traditional theory of leadership considers both the leader and the situation should be considered for effectiveness?

A

Situational approach

85
Q

process of influence through which members are persuaded to exert effort on behalf of communal interests, often at the expense of more selfish pursuits

A

Leadership

86
Q

process by which individuals expand their capacity to perform effectively as leaders

A

Leadership development

87
Q

theory that proposes that perceived incongruity between the feminine gender role and leadership roles leads to:
1. Perceiving women less favorable than men as potential occupations of leadership roles.
2. evaluating behavior that fulfills the prescriptions of a leader role less favorable when enacted by a woman.

A

Role congruity theory

88
Q

an invisible systemic barrier that prevents certain people from rising to senior-level positions within an organization.

A

Glass ceiling

89
Q

a phenomenon where women are promoted to leadership roles in difficult times, when the risk of failure is high.

A

Glass cliff

90
Q

When individual stereotypes and role stereotypes don’t align, na underrepresented leader can choose to:

Behave in alignment with their stereotyped identities
or
behave in alignment with role expectations.

either choice may be associated with negative reactions, causing a ______ phenomenon.

A

Double Bind phenomenon.

PSY 210: (4 decks)

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