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PSYC 201 > chapter 15 > Flashcards

chapter 15 Flashcards

1
Q

Defining Industrial / Organizational Psychology

A

study of behavior in work settings and the application of psychological principles to change work behavior; study of the ways we can help people be more productive at work.

Goals:
promote effective job performance
improve employee health, safety, and well-being

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2
Q

Attributes Necessary for Successful Job Performance

A

Knowledge
Skill
Ability
Other Personal Characteristics

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3
Q

Job-oriented approach

A

Determine the tasks involved in a job

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4
Q

Person-oriented approach

A

Determine the KSAOs required for the job

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5
Q

Personality-oriented approach

A

Determine the personality characteristics associated with success on a job

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6
Q

Methods of Job Analysis

A

Employees fill out questionnaires about their jobs
Trained job analysts observe people doing their jobs
Position Analysis Questionnaire (PAQ)

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7
Q

O*NET

A

The ONET program is the nation’s primary source of occupational information. The ONET database contains information on hundreds of standardized and occupation-specific descriptors. ONET OnLine is an interactive application for exploring and searching occupations. ONET provides the basis for Career Exploration Tools, a set of valuable assessment instruments for workers and students looking to find or change careers.

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8
Q

Measuring Employee Characteristics: Individual Tests

A

Skill demonstrations
Standardized intelligence tests
Situational judgment tests (SJTs)
Tests of job-relevant knowledge
Personality tests
Integrity tests

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9
Q

Measuring Employee Characteristics: Interviews

A

Structured interviews
Use lists of specific topics or specifically worded questions
Unstructured interviews
Spontaneous, variable conversations
Structured interviews lead to better hiring decisions
Focus on job-related knowledge and skills
Reduce personal bias in hiring

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10
Q

Measuring Employee Characteristics: Assessment Centers

A

Two- to three days of exercises that simulate aspects of a job
In-basket exercises
Interpersonal skills simulations
Successfully predict performance in many jobs
e.g., teachers, police officers, pilots, managers
Problems:
Expensive and time-consuming
May add little information beyond interviews and tests

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11
Q

Measuring Job Performance: Criteria Used for Appraisal

A

Theoretical criteria:
General ideas of good or poor performance
Actual criteria:
What to measure to determine if the theoretical criteria are met

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12
Q

Measuring Job Performance:Objective Measures

A

get an unbiased assessment of job performance (a score or number)
Counting the frequency of particular behaviors or the results of those behaviors
Link theoretical and actual performance criteria
Not useful for all jobs
Some performance criteria cannot be evaluated by counting things

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13
Q

leniency error

A

rating a person’s performance too positively

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14
Q

halo effect

A

overall impression influences individual judgments

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15
Q

prejudice

A

negative assessment of particular people or groups

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16
Q

Validation studies determine…

A

how well these methods predict job performance

17
Q

Uniform Guidelines on Employee Selection Procedures

A

Steps organizations must take to ensure fairness
Personnel decisions must be based only on job-related criteria
Only validated tests and other assessment data may be used in personnel decisions

18
Q

Training-level criteria

A

Employee impressions of the training

19
Q

Trainee learning criteria

A

Tests of knowledge and skill development

20
Q

Performance-level criteria

A

Transfer of training to the workplace

21
Q

Existence, Relatedness,Growth (ERG) Theory Three categories of needs

A

Existence needs involve things needed for survival
Relatedness needs involve social contact
Growth needs involve personal development

22
Q

Expectancy Theory

A

People will work hard when they believe it will be worth the effort
Expected results of their actions
Value they place on these results

23
Q

Goal-Setting Theory

A

Employees will be motivated to choose, engage in, and persist at behaviors that take them closer to their goals

Arranging for employees to spend some time setting specific goals can lead to better job performance

Goals should be:
Chosen, or at least accepted, by the employees
Challenging but not impossible
Specific

24
Q

Components of Job Satisfaction

A

Affective / Emotional
e.g., pride, excitement, boredom, anxiety
Behavioral
e.g., voluntarily working late, absenteeism
Cognitive
e.g., finding it challenging or too difficult

25
Q

Measuring Job Satisfaction

A

Global approach
Overall feelings about the job
Facet approach
Attitudes about specific aspects of the job

26
Q

Occupational Health Psychology:Physical Conditions Affecting Health

A

Design safety training programs
Preventing repetitive strain injuries

27
Q

Work Schedules, Health, and Safety

A

Rotating shift work
Disrupts circadian rhythms
May result in physical and psychological difficulties

Long shifts and long weeks
May cause problems due to fatigue

28
Q

Work Groups

A

Two or more people who interact as they perform the same or different tasks

29
Q

Autonomous Work Groups

A

Self-managing
Group determines how best to achieve goals
Work together toward their goals
Each member rotates among jobs so everyone performs every task
Design and order their own tools
Conduct their own product inspections
Participate in hiring and firing decisions

30
Q

Benefits of Autonomous Work Groups

A

Higher levels of job satisfaction
Productivity is as good or better than traditional arrangements
Less cost with fewer supervisors
Particularly effective in organizations that had previously suffered from an inefficient and unsatisfying work climate

31
Q

Qualities of a Good Leader

A

Universal traits
Intelligence
Trustworthiness
Team-oriented style
Personality traits
Agreeableness
Emotional stability
Extraversion
Conscientiousness
Values of other traits depend on social, cultural, and situational factors

PSYC 201 (5 decks)

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