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IO > Chapter 4- Criterion > Flashcards

Chapter 4- Criterion Flashcards

1
Q

Evaluative standards that can be used as yardsticks for measuring employees success or failure

A

Criteria

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2
Q

Actual on-the-Job behaviors that are relevant to the organizations goals
Also called: criterion, performance, & performance criterion

A

Performance

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3
Q

Best real- world representation of the ultimate criterion

  • want as much overlap with the ultimate criterion as possible
  • includes only those elements of the ultimate criterion that we intend to measure
A

Actual Criterion

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4
Q
  • encompasses all aspects of performance that define job success
  • IDEAL measure of job performance (something to aim for)
A

Ultimate criterion

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5
Q

What are 5 crucial requirements of a good criterion?

A
  • Relevance
  • Reliability
  • Sensitivity
  • Practicality
  • Fairness
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6
Q

Degree of correlation or overlap between actual criterion & ultimate criterion

A

Validity/Relevance

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7
Q

What are the 2 barriers of Relevance in criteria? Define them. Give examples

A
  • Criterion Deficiency - stuff in the ultimate measure not included in actual measure
    Ex: oral communication, creativity, coming efficiency, written communication
  • Criterion Contamination - stuff measured by actual criterion that is not part of the ultimate criterion
    Causes: measurement bias & measurement error
    Ex: liking, attractiveness, age, status
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8
Q

Reliability in criteria?

A

Stability or consistency of a measure

- when a measure is unreliable, we cannot use it to make decisions

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9
Q

What is sensitivity in criteria?

A

Extent to which criteria distinguish between effective & ineffective performers

  • everyone’s performance isn’t rated the same/ identities differ
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10
Q

What is practicality in criteria?

A

Extent to which a criterion can &a will be used by decision makers
- criteria must be relatively available, easy to obtain, useful & practical to organization & employees

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11
Q

What is fairness in criteria?

A

Extent to which evaluated employees perceive criteria to be just & fair
- criteria has to be reasonable, fair, appropriate

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12
Q

Weighted combination of the multiple criteria, resulting in one index of performance

A

Composite criterion

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13
Q

What is the criterion problem?

A

Defining & measuring performance criteria is difficult bc of its multidimensional nature

  • behavior is complex. So is performance.
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14
Q

What are the 8 dimensions of Campbell’s Taxonomy? Define them

A

1) Job -Specific Task Proficiency: Cote Job tasks
2) nonjob-specific Tasks Proficiency: general tasks
3) written & oral communication Tasks
4) demonstrating effort: consistency & persistence
5) maintaining personal discipline: no substance abuse
6) facilitating peer & Team Performance: helping/supporting peers
7) supervision- managing other EEs
8) Mgt/administration: mgt that isn’t supervision

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15
Q

What are the 2 major components of the criterion problem?

A

Multiple criteria

Composite criterion

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16
Q

Most IO psychologists view performance as _______

A

Multi-faceted or multi-dimensional

17
Q

Which 3 of Campbell’s Taxonomy are required for all jobs?

A

1) Job -specific Task proficiency
2) maintaining personal discipline
3) demonstrating effort

18
Q

Measures that reflect performance levels which change over time
- problem for IO psychologists bc validity of predictors may deteriorate over time

A

Dynamic Criteria

19
Q

What are the 2 types of composite criteria?

A
  • Equal weight
  • criteria is added up to computer one # that represents the performance of individual in comparison to other job holders #
  • unequal weight
  • some procedure is independent by HR decisions that is used to weight the criteria differently
20
Q

Contextual performance

A

Activities performed by employees that help maintain the broader organizational, social, & psychological environment

21
Q

What is Task performance?

A

Work-related activities performed by employees that contribute to the technical core of the organization

22
Q

What are 2 types of performance criteria? Give examples

A

Objective of subjective

Ex: accidents, absenteeism, productivity, work-related ratings

23
Q

What is objective criteria? Give examples

A

Hard or nonjudgmental
“Cleanest” bc they generally do not require judgment
Ex: rates of absenteeism, turnover, lateness, turnover intention, productivity

  • suitable for non-managerial jobs only
24
Q

What is subjective criteria? Give examples

A

Soft or judgmental
Based on judgments or evaluations of others
Ex: ratings or rankings (supervisors, coworkers, subordinates)
* more likely to be affected by biases, attitudes, & beliefs of raters

25
Q

What is Maximum Performance? What it is predicted by?

A

What a person “can do” when they are…

  • aware they’re being evaluated
  • instructed to maximize their effort
  • required to perform for a short Pd. of time
  • predicted by ability
26
Q

What is Typical Performance? What is it predicted by?

A

What a person “will do” when they are…

  • unaware of being evaluated
  • not under instruction to maximize effort
  • required to perform for longer periods of time
  • predicted by personality (motivation)
27
Q

Employees who are temporarily working & residing in a foreign country

A

Expatriates

28
Q

What are the 3 types of criteria domain?

A

Objective task performance
Subjective task performance
Contextual performance

29
Q

What are Counterproductive Work Behaviors? Give examples

A

Behaviors that somehow harm or detract from the organization

Ex: theft, sabotage, abuse of others, withdrawal behaviors

30
Q

What are some causes of counterproductive behaviors?

A

Dissatisfaction & perceives unfairness
Personality(ex:narcissism, low C&A, negative affectivity)
Situational constraints( opportunity to engage in CWB)

31
Q

What are some treatments of counterproductive work behaviors?

A

Change workplace conditions - make employees feel valued & satisfied
- select happy, unaggressive, conscientious people

32
Q

What is also known as contextual performance?

A

Organizational citizenship behaviors (OCBs) & Priscilla organizational behaviors (POBs)

33
Q

Task Performance Vs. Contextual Performance

A
  • Task performance
    • requirements vary from job-Job
    •individual differences tied to abilities & knowledge
    • activities part of Job description
  • contextual Performance
    • common to most jobs
    • individual differences tied to personality
    • activities not part of job description
    • supports organizational environment

IO (12 decks)

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