exam 2

Question 1

Industrial-organizational psychology

Answer 1

application of psychological principles, theory, and research to the work setting
I-O is a science
I-O is psychology
I-) is in a particular context

Question 2

What do I-O psychologist do

Answer 2

Help employers treat employees fairly
Help make jobs more interesting and satisfying
Help workers be more productive
More specifically
Selection, job design, recruitment, training, employee development, job satisfaction, employee engagement, motivation, compensation, etc

Question 3

Scientist practitioner model

Answer 3

Scientist– theory and research
Understand individual, group and organizational behavior through research
Focus on generating knowledge
Practitioner– practice
Apply I/O psychology to organization, externally or internally
Consumer of and applier of knowledge
Consulting firms
Ideally, scientists and practitioners work together. Scientists discover new ideas, and practitioners use those ideas in practice. It’s like a cycle of learning and application, where both sides benefit from each other’s work.

Question 4

Industrial psychology

Answer 4

recruitment, selection, training, performance, appraisal, promotion, transfer, termination
How differences between people can inform business decisions
Who needs more training, who deserves a promotion, who should we prioritize during layoffs

Question 5

Organizational psychology

Answer 5

attitudes, fairness, motivation, stress, leadership, teams, broader aspects of organizational and work design
Understanding communal experiences of work contexts
Are they satisfied and motivated?

Question 6

Key historical players of IO psychology

Answer 6

Walter dill scott and walter van dyke bingham
Applied psychology to organization (military)
Helped with testing and placement for the army during WWI
Adapted the stanford-binet for large group testing– one person working with examiner for hours to evaluate level of IQ

Question 7

Army alpha

Answer 7

normal multiple choice intelligence test
More scalable than the one on one stanford-binet test

Question 8

Army beta

Answer 8

intelligence test that serves people that are not literate
Showed pictures and asked what’s missing

Question 9

Scientific management

Answer 9

a movement based on principles developed by Fredrick Taylor, who suggested that there was one best and most efficient way to perform various job– “Taylorism”
How can we collect data to see the most efficient way to do x
Based on that, that’s how we will train employees to do the tasks in that particular way

Question 10

Time and motion studies

Answer 10

Frank and Lillian Gilbreth
Studies that broke every action into its simplest parts, timed those movement with a stopwatch, and developed more efficient movements to increase productivity
Eventually people started to shift from efficiency to employee consideration

Question 11

Hawthorne studies

Answer 11

1930s set of studies by Harvard researchers at Western electric company
Interested in the relationship between lighting with employee morale and efficiency
Hawthrone effect– the alteration of behavior by subjects due to awareness of being observed

Question 12

Human relations movement

Answer 12

conceptual shift toward increased focus on employee emotion and motivation

Question 13

1980s to present

Answer 13

Continuing demographic changes
Shift from goods to services
Technology
Working from anywhere, working from home
Globalization
Not bounded to be an employee to the companies that around you

Question 14

Recruitment

Answer 14

raise awareness of openings to reach applicants
Company websites, job boards, social networking, targeted ad placement, employee referrals

Question 15

Generate organizational attraction

Answer 15

applicant’s overall evaluations of the appeal of working at that organization in that role
Feeling like it would be a positive experience to work for that organization
Benefits, strong pay, opportunities for advancement

Question 16

Job analysis

Answer 16

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

Question 17

KSAO’s

Answer 17

Knowledge– collection of discrete, related facts and information about a particular domain
Skill– practiced act
More specific, very clearly related to the job
Ability– stable capacity to engage in a specific behavior
More general than skills
Ex– cognitive ability, communication, remaining calm in a crisis
“Other” characteristics– personality, interests, etc
Punctuality, willingness to work long hours

Question 18

Structured interviews

Answer 18

questions are predetermined and are asked in a set order
Less biased because same questions in the same order are asked to everybody
Clear criteria of what a strong or weak response is
Helps compare candidates more clearly

Question 19

unstructured interviews

Answer 19

questions are decided on an ad-hoc bases and are asked in no fixed order
Answers are evaluated based on the interviewers subjectivity

Question 20

Cognitive ability test

Answer 20

Generally, strongest predictor of job performance

Question 21

That’s an interesting question article hypothesis’s

Answer 21

H1– innovation
Want to signal that they are an innovative company
H2– style
Want to signal that they are a more trendy company, trying something new

Question 22

Organizational attraction

Answer 22

Being attracted to the organization but new elements make you more or less attracted to the organization

Question 23

Person organization fit

Answer 23

alignment and compatibility in characteristics between an individual and their work setting

Fit with organization associated with greater job satisfaction, greater organizational commitment, and lowers turnover intentions

Question 24

That’s an interesting question article moderating variable

Answer 24

applicant personality

Question 25

Moderator

Answer 25

variable affecting the strength and direction to the relations between two variables It depends variable Ex– ice cream making you happy depends on if the person is lactose intolerance Lactose intolerance is the moderator

Question 26

That's an interesting question article method

Answer 26

Time one– big five personality survey Time two– experiment exposing participants to one of four questions, perceptions of organizational personality and organizational attraction assessed after

Question 27

That's an interesting question article results

Answer 27

Hypothesis were supported Odd interviewer questions lined up with people thinking their company was innovative and stylistic No differences found based on applicant personality Went deeper and found that there was some negative effects– people didn't like the questions and would be upset if their fate was decided on a weird question

Question 28

Ai selection and examples

Answer 28

Resume screening Video interview scoring Layoff recommendations

Question 29

Perception of fairness in Ai selection

Answer 29

People tended to prefer humans making hiring decisions compared to Ai or Ai–assisted human Perception of bias in Ai Easier to point to Ai to be bias, but humans also often are too in making these decisions

Question 30

Social media and selection article

Answer 30

The authors argue that using social media to source and screen candidates can be associated with both value and risk Publicly available information Big 5 personality traits can be assessed through social media However, social media profiles are not always job-relevant

Question 31

Social media and selection article questions

Answer 31

Article asked two questions Are the screening criteria job-relevant Are the screening criteria consistently applied

Question 32

Disparate treatment

Answer 32

intentional discrimination based on protected group membership Not disclosing identity or disability on application, but company finding out through social media and not hiring because of that identity

Question 33

Disparate impact

Answer 33

inequality in group outcomes regardless of intention

Question 34

Motivation

Answer 34

a psychological force that energizes, directs, and sustains behavior Three components Not a trait– stable characteristic of an individual Instead, a situationally dependent state– not that one person is inherently more motivated than another, people are more/less motivated depending on their situation Not stable across all situations

Question 35

Direction

Answer 35

Where is effort being directed Task choice On-task vs. off task

Question 36

Intensity

Answer 36

How much effort is being devoted to the task

Question 37

Persistence

Answer 37

Is effort sustained over time Facing rejection or failure Tolerating stressors, obstacles

Question 38

Maslow's needs hierarchy

Answer 38

Five fundamental needs every human has that guides their behavior choices Needs are represented in hierarchical order Physiological needs– food, water air (lower order) Safety needs Social needs Esteem needs–self confidence, respect Self-actualization– achieving everything you can in your human experience (higher order) Not many people reach this

Question 39

Maslows needs hierarchy arrangement

Answer 39

Arranged in pyramid set up because lower order needs need to be accomplished before meeting higher order needs

Question 40

Maslow criticism

Answer 40

Lack of empirical support Sequential, stage-based model particular, limiting Very stage based, people are usually concerned about multiple things at all times

Question 41

Intrinsic motivation

Answer 41

engaging in behavior due to genuine interest and satisfaction

Question 42

Extrinsic motivation

Answer 42

engaging in behavior due to external rewards or punishments Playing sports just for the trophy, showing up for work for money

Question 43

Self-determination theory

Answer 43

Modern needs based theory focused on fostering intrinsic motivation Suggest three fundamental human needs

Question 44

Competence (SDT theory)

Answer 44

we like to feel like we are good at things and can accomplish things Validation and rewards Training opportunities when they are struggling so they can become more competent

Question 45

Autonomy (SDT theory)

Answer 45

we like to feel like we have free will and can make our choices Ability to work in office or from home Control over the hours you work

Question 46

Relatedness (SDT)

Answer 46

human desire for interaction and connection Team bonding, workshops to promote inclusive environments Positive and quality connection with management

Question 47

Goal setting theory

Answer 47

“Most dominant theory in the field” Types of goals that lead to optimal performance– Specific Vs general (“try your best” goals, less ambiguous challenging/difficult Yet attainable Vs. very easy or very difficult goals

Question 48

SMART goal setting

Answer 48

Specific Measurable– quantitative way that you are able to track your progress Achievable Relevant– should align with your values and long-term objectives Time–based– could have multiple goals at once so you have to prioritize what's important to increase motivation

Question 49

The motivational benefits of goal-setting article

Answer 49

Causal mechanisms of goal-setting Diverts attention to goal-relevant activities Facilitating direction of motivation and effort Energized people, encourages application of greater effort Intensity of effort being devoted Prolongs effort over time Persistence of continuing to put in effort Hits on all of the elements of motivation

Question 50

Five different circumstances -- motivational benefits of goal-setting article

Answer 50

Helpful circumstances Relevant knowledge/ability is present Goal commitment Opportunities for feedback Hindering circumstances Tasks still involve learning Situational constraints (resources, obstacles)

Question 51

takeaways-- motivational bandits of goal setting article

Answer 51

Goal setting is effective, regardless of job complexity Participate vs. assigned goals Some evidence that participative goals may be more challenging that assigned goals, leading to higher performance Participate goals may lead to greater goal commitment Don't want to undercut the benefits of assigned goals as well Oversall, goal difficulty and commitment are primary drivers of goal-setting effectiveness

Question 52

Goal conflict

Answer 52

circumstance in which working toward one goals interferes with the likely accomplishment of another goal Importance of leaders in providing guidance and authority

Question 53

outcome goals

Answer 53

may lead to anxiety when unsure how to proceed Consider learning-oriented subgoals Not knowing how to get there yet, but creating a goal where you learn the necessary steps to be able to eventually get there Ex– achieving x number of units, something achievable

Question 54

Occupational health psychology

Answer 54

interdisciplinary study with emphasis on understanding the physical and mental health of workers within organizations Psychology, public health, engineering, medicine, business, etc

Question 55

Stress

Answer 55

process that connects stressor and strain

Question 56

Stressor

Answer 56

source Physical or psychological demand to which an individual responds Acute vs chronic Acute– infrequent Workplace violence, accidents Chronic– experiencing stress daily Abusive customers, unclear expectations Physical vs. psychosocial Physical– air quality, temperature/illumination, noise Psychosocial– job security, difficult coworkers, emotional labor

Question 57

Strain

Answer 57

outcome, consequence of experiencing stressor Affective– emotional, exhaustion, irritability Cognitive– memory impairments, distractions Physical– fatigue, immunosuppression (bodies becoming less able to fight off sickness)

Question 58

Role ambiguity

Answer 58

occurs when employees lack clear knowledge of what behavior is expected in their job

Question 59

Role conflict

Answer 59

stressors that occurs when demand from different sources are incompatible Caregiving responsibilities outside workplace context

Question 60

Role overload

Answer 60

occurs when an individual is expected to fill too many roles at once When turnover happens and you have your own work plus the job of the individual that left

Question 61

Demand control model– stress theory

Answer 61

Demands– workload or intellectual requirements of a job Control– combination of autonomy in the job and room for using different skills High demand and low control leads to job stress

Question 62

Primary prevention strategies | for stress

Answer 62

Assumption– most effective approach to stress management is to remove stressors Scope– preventative Target– work environment, technologies, or organization structures Examples– job redesign, cognitive reconstructing Ex– trader joe's workers taking turns doing cashier role and stocking role to limit amount of negative customer interactions

Question 63

Secondary prevention strategies

Answer 63

Assumption– when unable to remove stressors, best to focus on individuals reaction to stressors Scope– preventative/reactive Target– individual Examples– relaxation training, stress management training, physical fitness, nutrition

Question 64

Tertiary prevention strategies

Answer 64

Assumption– addressing the strain once it has occurred Scope– treatment Target– individual Examples– employee assistance programs, medical care

Question 65

Absenteeism

Answer 65

employee unplanned workplace absences sick days, childcare issues, car trouble

Question 66

Presenteeism

Answer 66

they are physically there, but not as present because of external factors like illness or injury results in loss of producivity

Question 67

How to foster employee well being

Answer 67

Work hours and job design Restricted hours, minimal work require during off-hours Organizational culture– minimize negative norms like “no one leaves until 7pm” Incentives that encourage balancing work and nonwork domains Take vacation or the cash pay-out is less

Question 68

Organizational wellness programs

Answer 68

Services provided by organizations to promote good health or address health issues, either on-site or off-site. Examples--Weight loss, fitness improvement, quitting smoking. use tools like health assessments, on-site gyms, and incentives to encourage participation. Linked to less absenteeism and higher job satisfaction.

Question 69

Employee health and wellbeing article Purpose–

Answer 69

enhance understanding of the potential benefits of flexibility for employee health and well-being Determine fi the association between flexibility and employee wellbeing is mediated by work-family balance

Question 70

Employee health and wellbeing article-- hypothesis's

Answer 70

H1– improvements in perceived flexibility over time are associated with positive changes in work-related outcomes Rescues sickness absences, reduced work-related impairment, increased job commitments H2– work-family balance mediates associations between changes in flexibility and work related outcomes

Question 71

Employee health and wellbeing article-- methods

Answer 71

surveyed employees across two years Calculated change score in variables of interest (perceived flexibility, perceived flexibility change, sickness absence, work-related impairment, job commitments, work-family balance)

Question 72

Employee health and wellbeing article-- results

Answer 72

Organizations providing increased flexibility may see benefits to employees commitment and reduction to sickness and work impairment highlights importance of the work-life interface, as supporting employees balancing work and family may be a useful strategy for managing workplace health and wellbeing

Question 73

Flexibility

Answer 73

Schedule flexibility– focus on the temporal components (employees can adjust timing of work hours) Flextime– ability to determine when work will start and stop around organizationally established “core hours” Compressed workweeks– schedule arrangements whereby workers complete work hours across fewer days-- Instead of working five 8-hour days, employees work four 10-hour days Part time work– employed working traditionally less than 30 hours/ week Location flexibility– focus on physical location components or work arrangements telework/remote work– allows employees to work from a location other than a primary worksite

Question 74

Trait approach-- traditional theories of leadership

Answer 74

Relatively stable over time and across situations Innate and relatively immutable Big 5 personality traits Other personality traits as well like intelligence, integrity, self-esteem Demographic characteristics like gender and race Could be limiting to the extent that we are focusing on these unchanging things about ourselves that make us a leader or not

Question 75

Behavioral approach

Answer 75

Effective leaderships is a certain pattern of behavior that motivates others toward a common goal The actions that you take and the behaviors you engage in that make you an effective leader Identified two primary groups of behaviors in which leaders engage (Ohio state studies) Consideration– behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group Weekly check ins, creating supportive atmosphere Initiating structure– behavior in which the supervisor organizes and defines group activities and his/her relation to the group More task focused

Question 76

two primary groups of behaviors in which leaders engage

Answer 76

Consideration– behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group Weekly check ins, creating supportive atmosphere Initiating structure– behavior in which the supervisor organizes and defines group activities and his/her relation to the group More task focused

Question 77

Situational approach

Answer 77

Acknowledging that there are both traits and behaviors associated with leadership effectiveness Traits and behaviors matter, but effectiveness depends on the situation Emphasized finding the right leader for the situation, or changing leader behavior to fit the given situation

Question 78

Leadership development

Answer 78

Definition: The process of enhancing individuals' ability to perform effectively as leaders. Best Time to Start: Early in one's career. Everyone Can Lead: Being a leader doesn't always require holding a formal leadership role. Effective Methods: Active Learning: Role-playing is highly effective for leadership development, surpassing traditional classroom training. Mentorship Impact: Training through mentorship significantly influences leadership growth.

Question 79

What we know about leadership article argument 1

Answer 79

Leadership matters and is important for organizational outcomes “People don’t leave jobs they leave bosses”

Question 80

What we know about leadership article argument 2

Answer 80

Leadership is about effectively guiding people and teams to achieve common goals together. Relevant to understanding distinctions between Identity vs. reputation Identity– what does leader understand of themselves Reputation– how they are seen externally by others Ideally there is alignment between identity and reputation Indicator of authentic leadership Getting along vs. getting ahead Getting along– consideration type behaviors Getting ahead– extent you are initiating structure Leader emergence vs. leader effectiveness Leader emergence– how we are externally seen to be more or less likely to be identified as leaders People who are taller are more likely to be seen as leaders Leader effectiveness- how effective somebody actually is as a leader

Question 81

What we know about leadership article argument 3

Answer 81

Personality is related to leadership effectiveness Trait approach to leadership 4 out of the 5 big 5 personality traits are related to leadership effectiveness and leadership emergence Agreeableness is not related

Question 82

Diversity and leadership article

Answer 82

Trait approach Group A– ambitious, confident, assertive, direct, driven What we expect more of leaders when thinking of stereotypes More masculine Group B– warm, friendly, compassionate, helpful, supportive More feminine

Question 83

Role congruity theory

Answer 83

suggests that when there's a mismatch between societal expectations of femininity and leadership roles, people tend to view women less favorably as leaders.

Question 84

When individual serotypes and role stereotypes don't align, an underrepresented leader can choose to

Answer 84

Behave in alignment with their stereotyped identities Behave in alignment with role expectations Either choice may be associated with negative reactions, causing a double bind

Question 85

Sandy Sandberg

Answer 85

why we have too few women leaders We are not evaluating leaders based off of behaviors alone, instead we are based on stereotypes and expectations

Question 86

Leadership during crisis article–

Answer 86

Women being penalized when not aligning with stereotypical expectations of femininity Based on communal traits– warmth empathy Women supervisors are seen much less likable than men supervisors that are exhibiting the exact same qualities Based on agentic qualities– confidence, drive

Question 87

Glass ceiling

Answer 87

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

Question 88

Glass cliff

Answer 88

a phenomenon where women are promoted to leadership roles in difficult times, when the risk of failure is high Possibility of stress, burnout, careers being derailed More gender oriented, but also people of people of color and ethnic minorities experience this as well

Question 89

When are underrepresented leaders be particularly effective

Answer 89

Increased multicultural competence based on personal experience negotiating minority and majority cultures Value in developing quality relationships with a diverse workforce Better able to capitalize on diverse perspectives/skillsets of team members