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I/O Psychology > Exam 2 > Flashcards

Exam 2 Flashcards

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1
Q

Explain Maslow’s Need Hierarchy Theory.

A

Maslow’s theory states that fulfillment of human needs is necessary for both physical and psychological health.

  • Self-Actualization
  • Esteem
  • Love
  • Safety
  • Physiological
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2
Q

Explain Alderfer’s ERG Model.

A

People want to satisfy these needs:

  • Existence
  • Relatedness
  • Growth
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3
Q

Explain Herzberg’s Two-Factor Theory.

A

Herzberg’s two-factor theory states that motivation comes from the nature of the job, not from external rewards or job conditions.

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4
Q

Define Hygiene Factors.

A

Job aspects relevant to the animal needs; which include:

pay, supervision, co-workers, and organizational policies.

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5
Q

Define Motivator Factors.

A

Job aspects relevant to growth needs; which include:

achievement, recognition, responsibility, and the nature of work itself.

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6
Q

In general, why are need theories not useful in an I/O context?

A

Not very empirical and not much research support.

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7
Q

What is Reinforcement Theory?

A

Reinforcement theory describes how rewards or reinforcements can affect behavior.

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8
Q

Explain the Law of Effect.

A

The Law of Effect states that the probability of a particular behavior increases if it is followed by a reward or reinforcement.

Conversely, the probability of a behavior decreases if it is followed by a punishment.

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9
Q

Define Fixed-interval.

A

Fixed-interval schedules are those where the first response is rewarded only after a specified amount of time has elapsed. This schedule causes high amounts of responding near the end of the interval, but much slower responding immediately after the delivery of the reinforcer.

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10
Q

Define Variable-interval.

A

Variable-interval schedules occur when a response is rewarded after an unpredictable amount of time has passed. This schedule produces a slow, steady rate of response.

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11
Q

Define Fixed-ratio.

A

Fixed-ratio schedules are those where a response is reinforced only after a specified number of responses. This schedule produces a high, steady rate of responding with only a brief pause after the delivery of the reinforcer.

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12
Q

Define Variable-ratio.

A

Variable-ratio schedules occur when a response is reinforced after an unpredictable number of responses. This schedule creates a high steady rate of responding. Gambling and lottery games are good examples of a reward based on a variable ratio schedule.

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13
Q

What are some examples of rewards?

A

Rewards can be tangible (money) or intangible (praise).

They can be given by the organization or be a by-product of the job tasks. Thus, the organization can provide a bonus for good perfromance, or good performance, by itself, can provide a sense of accomplishment.

Both can be equally reinforcing and lead to continued good performance.

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14
Q

Explain Equity Theory.

A

Equity theory states that people are motivated to achieve a condition of fairness or equity in their dealings with other people and with organizations.

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15
Q

What are Inputs?

A

Inputs are the contributions made by the employee to the organization.

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16
Q

What are Outcomes?

A

Outcomes are the rewards, or everything of personal value that an employee gets from working for an organization, including pay, fringe benefits, good treatment, enjoyment, and status.

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17
Q

Define Goal Setting Theory.

A

Goal Setting theory states that people’s behavior is motivated by their internal intentions, objectives, or goals.

Shows the most promise in an I/O context.

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18
Q

What is Expectancy Theory?

A

Expectancy theory attempts to explain how rewards lead to behavior by focusing on internal cognitive states that lead to motivation.

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19
Q

What are the components found in the Expectancy Theory equation?

A

Force = Expectancy x ∑(Valences x Instrumentalities)

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20
Q

What is Force?

A

Force represents the amount of motivation a person has to engage in a particular behavior or sequence of behaviors that are relevant to job performance.

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21
Q

What is Expectancy?

A

Expectancy is the subjective probability that a person has about his or her ability to perform a behavior.

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22
Q

What is Valence?

A

Valence is the value of an outcome or reward to a person.

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23
Q

What is Instrumentality?

A

Instrumentality is the subjective probability that a given behavior will result in a particular reward.

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24
Q

Define Job Satisfaction.

A

An attitudinal variable that reflects how people feel about their jobs overall as well as about various aspects of the jobs.

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25
Q

What is Regression Approach?

A

Regression Approach uses the score from each predictor in an equation to provide a numerical estimate of the criterion.

26
Q

What is the criterion for Job Satisfaction and how is it measured?

A
27
Q

What are the predictors of Job Satisfaction?

A
28
Q

What are the characteristics of the individual and Job Satisfaction?

A
  • Gender: no gender differences in global job satisfaction.
  • Race: Blacks are slightly more dissatisfied than Whites.
  • Age: older workers report more satisfaction.
29
Q

What are some alternative explanations how gender, race, and age effects Job Satisfaction?

A
  1. Women may be dissatisfied with specific job facets, such as wages or work-family conflict.
    1. this suggests anyone with a lower wage would be less satisfied.
  2. Black workers tend to have fewer mentoring relationships than Whites.
    1. this suggests anyone without a mentor might be less satisfied.
  3. Older workers also have higher pay, more seniority, and more perks.
    1. is it age, or these other correlates, that produces the greater satisfaction?
  4. Personality traits: locus of control, competence, esteem predict higher satisfaction, negative affectivity, and predicts less satisfaction.
30
Q

Define Locus of Control.

A

Refers to whether or not people believe they are in control of reinforcements in life.

31
Q

Define Negative Affectivity.

A

The tendency for an individual to experience negative emotions, such as anxiety or depression, across a wide variety of situations.

32
Q

Define Life Satisfaction.

A

How satisfied one is with one’s life circumstances.

33
Q

What is the Spillover hypothesis?

A

Spillover predicts a positive correlation in taht satisfaction at work will affect satisfaction in other areas of life.

Receives the most empirical support.

34
Q

What is the Compensation hypothesis?

A

Compensation predicts a negative correlation because dissatisfaction in one area of life will be compensated for by satisfaction in another.

35
Q

What is the Segmentation hypothesis?

A

Segmentation predicts no correlation because people keep satisfaction with different areas of life separated.

36
Q

Explain Integrative bargaining.

A

Labor and mgmt try to work to one another’s mutual benefit.

37
Q

Explain Distributive bargaining.

A

Gains for one party mean losses for the other.

This is the predominant U.S. model

38
Q

Cooperation (The Prisoner’s Dilemma)

A

Cooperative responses usually produce consistent gains for both parties in the long run.

39
Q

Prisoner’s Dilemma Game: To cooperate or to compete?

A

Competition produces short-term gains, larger payoffs, at the price of higher risk.

40
Q

Tit-for-tat

A

A reasonable strategy for optimizing payoffs.

Start with cooperation, then respond in kind to your partner’s previous choice.

41
Q

Some negotiations would progress more smoothly if both sides knew what the other side valued.

A

Compromise isn’t great if it’s compromise on something you don’t care about.

Conceding on matters that are unimportant to you but important to the other side is more senssible.

42
Q

So what’s important?

A

Leigh Thompson’s research reveals people involved in negotiations are poor judges of importance.

Impartial observers seem to spot the important issues more easily.

43
Q

What are the three components of Impasse Resolution?

A
  1. Mediation
  2. Fact-finding
  3. Arbitration
44
Q

Mediation

A

Least-formal, most often used

45
Q

Fact-finding

A

More formal, not often used

46
Q

Arbitration

A

Most formal, different varieties

47
Q

Voluntary

A

both parties agree to the process

48
Q

Compulsory

A

process is legally required

49
Q

Conventional

A

abitrator creates the settlement she or he deems appropriate.

50
Q

Final-offer

A

Arbitrator must select the proposal of either union or mgmt.

51
Q

What are the three principles of workplace design?

A
  1. Mapping
  2. Visibility
  3. Feedback
52
Q

Mapping

A

relationship between a control and its results

ex: car steering wheel

53
Q

Visibility

A

controls should be accessible

54
Q

Feedback

A

information that the control controlled the unit

ex: stovetop designs

55
Q

Anthropometric Approach

A

Compilation of people’s physical dimensions

56
Q

Biomechanical Approach

A

mechanical principles applied to body parts

57
Q

Physiological Approach

A

workplace design related to bodily systems

58
Q

Controls and tools should be designed with the end-user in mind…

A
  1. Reduce physical stress, maximize efficiency
  2. Discrete versus continuous controls; Make the right choice for the right application
    1. Shape and size coding, labels, resistance, accident prevention are primary goals
59
Q

The Macroenvironment

A
  1. Workplaces, houses, factories, offices can all benefit from improved design principles
  2. Link analysis is one approach
  3. A thorough redesign should consider psychological principles of perception, illumination, reaction time, posture, comfort, exertion, etc.
60
Q

Define job Facets.

A

Different aspects of the job, such as rewards (pay or fringe benefits), other people on the job (supervisors or co-workers), job conditions, and the nature of the work itself.

I/O Psychology (2 decks)

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