Applied social/personality Flashcards

1
Q

what is industrial organisational psychology

A

psychology of the workplace

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2
Q

what is I/O used for

A

Skills, expertise and wellbeing of a workforce
How to balance this between cost and efficiency

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3
Q

what are the Hawthorne studies

A

Studies effects of lighting - had no overall effect
Productivity increased when light increased, decreased or constant

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4
Q

what were the Hawthorne studies

A

confounding variables - individuals were aware that they were being observed

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5
Q

define job satisfaction

A

The degree of pleasure an employee derives from their job

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6
Q

what is job satisfaction a good predictor of

A

job performance, turnover and overall health

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7
Q

what are the three types of commitment

A

affective
calculative
normative

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8
Q

what is affective commitment

A

internalisation of organisational values

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9
Q

what is calculative commitment

A

personal time and resources already devoted to company

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10
Q

what is normative commitment

A

internalised pressures to meet organisational goals

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11
Q

what is selection

A

Process of learning about an individual to make an inference

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12
Q

what are common measures used in selection

A

cognitive ability, job knowledge, personality and emotional intelligence

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13
Q

what are the advantages of working in teams

A
  • Can make better decisions
  • Better information sharing
    Increases employee motivation
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14
Q

what are the disadvantages of working in teams

A

-Extra resources required for team maintenance
-social loafing
-groupthink
-group polarisation

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15
Q

what is social loafing

A

members may exert less effort in teams than alone

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16
Q

why may social loafing occur

A

○ Low accountability
○ High expected effort from others
Tasks that lack personal meaning

17
Q

define groupthink

A

the tendency for group discussion to shift group members towards an extreme position

18
Q

define group polarisation

A

the tendency towards flawed group decision making when group members are so intent on preserving group harmony they fail to analyse a problem completely

19
Q

what are the 5Cs of effective team members

A

Cooperating, coordinating, communicating, comforting and conflict resolving

20
Q

how can teamwork be improved

A

Using a set of behaviours that people are expected to perform, either formally or informally assigned (team roles)

21
Q

what is informal role assignment

A

occurs during the development of a team and is based on personal characteristics

22
Q

why are smaller teams better

A

less time to coordinate roles, more engagement between team members, members tend to feel more responsible for success and failure

23
Q

why is diversity important in the workplace

A

View problems and alternatives from different perspectives
Broader knowledge base

24
Q

explain openness in the workplace

A

may adjust better to organisational change, linked to higher creativity and adaptability

25
explain conscientiousness in the workplace
strong predictor of job performance, too much can be a bad thing
26
explain extraversion in the workplace
linked to higher performance in sales and management, related to social interactions
27
explain agreeableness in the workplace
effective in jobs requiring cooperation and helpfulness
28
explain neuroticism in the workplace
emotional stability relates to stress coping, and a strong predictor of job performance
29
what is leadership
Recognition and monitoring of the situation Adapting behaviours to meet current demands
30
what do trait theories believe about leaders
specific traits can be identified that make someone a good leader e.g. intelligence, personality, charisma
31
what do behavioural theories believe about leadership
leaders can be made, applying behaviours which can be learned e.g. organisation, setting goals
32
what are the 4 types of leadership
- Coercive - Reward - Legitimate expert
33
what does the contingency approach believe about
Leadership approaches assumed fixed styles were the most effective
34
what is transformative leadership
- Inspiring a group to pursue goals and attain results Builds and communicates a clear vision
35
what is transactional leadership
- Through allocation of rewards, consequences in exchange for behaviours More effective with clear goals and expectations, and constant monitoring of performance
36
what is laissez-faire leadership
- Non-leadership, responsibility is deflected and followers are on their own
37
what is leader member exchange theory
Focus on the dyadic relationship between leaders and followers
38
what is servant leadership
Put the need of others above their own Leads to more loyalty to a leader over an organisation