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I-O Psychology > Exam 3 > Flashcards

Exam 3 Flashcards

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1
Q

Appraisal

A

Evaluating performance to make decisions

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2
Q

Development

A

Assessing performance to provide feedback and facilitate improvement.

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3
Q

Management

A

Ongoing process that uses appraisal and development and aligns its resources to achieve high performance.

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4
Q

Performance Appraisals…

A
  • Enhance quality of organizational decisions
  • Provide employees with realistic feedback on training and work.
  • Can increase employee commitment/satisfaction/motivation.
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5
Q

Appraisals should be…

A
  • Standardized and formally communicated to all.
  • Provide notice of deficiencies and corrective measures.
  • Access to results and formal appeal process.
  • Use multiple/diverse/unbiased raters.
  • Provide written instructions for raters and documentation with specific examples.
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6
Q

Personnel Data

A

Type of objective production data. Usually absenteeism and accidents.

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7
Q

Judgmental Data

A

Type of subjective data. Is prone to errors.

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8
Q

Common Rating Errors

A
  • Serial Position Errors (primacy vs. recency)
  • Contrast Error (inflate/deflate performance based on another’s performance)
  • Halo (raters evaluations are based on general opinions about an employee)
  • Leniency (raters tendency to rate higher or lower than actual ratee performance)
  • Central-Tendency (raters tend to evaluate all ratees towards the middle of the scale)
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9
Q

Graphic Rating Scales

A

Most commonly used measure of judgmental data. Individuals are rated on a number of traits or factors.

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10
Q

Employee-Comparison Methods

A

Compare individuals against their peers.

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11
Q

Rank-Order Method

A

Employees are ranked high to low on their performance

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12
Q

Paired Comparison Method

A

Employee compared to all other employees.

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13
Q

Forced Distribution Method

A

Rate all employees on distribution. (so making a bell curve, most people are in the middle, few are really low or really high)

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14
Q

Self-assessments have _____ errors.

A

leniency

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15
Q

Peer assessments are ______ and ______.

A

reliable and valid

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16
Q

360-Degree Feedback

A

Supervisor and subordinate and peer AND self-ratings..

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17
Q

Functional Principle

A

Orgs. should be divided into units that perform similar functions. (division of labor) [enhances coordination of activities, effectiveness of supervision, flow of work. Relates to horizontal growth of organization)

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18
Q

Scalar Principle

A

Clear chain of command that grows with levels added to the organization. (communication amongst units is achieved through the people in hierarchical order. Relates to vertical growth of organization.)

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19
Q

Unity of command

A

Each subordinate should be accountable to only one supervisor.

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20
Q

Line/Staff Principle

A

Dividing work into primary and support functions. Line functions are directly responsible for the primary goals of an org. Staff functions support the line in its overall goals.

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21
Q

Span of Control Principle

A

Number of subordinates for a given supervisor. Large spans = flat organization. Small spans = tall organization.

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22
Q

Structural Theory

A

Structures must adapt over time. 7 main parts…

1) Operating Core - conducts the basic work duties that define the org.’s purpose.
2) Strategic Apex - Brain. Leadership responsible for overall org. success.
3) Middle Line - mid-level, day to day leadership responsible for ensuring overall goals are being accomplished.
4) Technostructure - Specialized facilitators of overall operations.
5) Support Staff - Services that aid basic mission of org. (mailroom/custodial)
6) Ideology - glue. overall mission of the org.
7) Politics - survivor tactics that can ruin an org. by detracting from overall mission.

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23
Q

Social Systems

A

Abstract, informal human components of an org. that influence behavior of individuals and groups.

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24
Q

Roles

A

Expectations regarding the responsibilities and requirements of a job

25
Q

Norms

A

Shared group expectations about appropriate behavior

26
Q

Culture

A

Languages, values, attitudes, beliefs, and customs of an org.

27
Q

Role conflict

A

Demands from different sources are incompatible

28
Q

Role ambiguity

A

Uncertainty about the behaviors expected for a given role.

29
Q

Role overload

A

Expectations to fulfill too many roles at one time

30
Q

Person-Organization Fit

A

Assessment about the match of values and goals.

31
Q

Corporate Social Responsibility

A

Obligation for an organization to improve society.

32
Q

Teamwork

A

Interdependent group of people working towards accomplishing common outcomes.

33
Q

Teams are a _____ level of analysis.

A

MESO

34
Q

5 Types of Teams

A

1) Problem-Resolution (solving ongoing problems)
2) Creative (innovation, exploring possibilities)
3) Tactical (executing a well-defined plan)
4) Ad hoc (solve a specific problem, disbands when solved)
5) Virtual (work together over electronic media to combine effort and achieve common goals)

35
Q

Team Structure

A

Leadership -> Work producer -> Maintenance -> Liason

36
Q

Socialization Team Process

A

process of ongoing mutual adjustment

37
Q

Interpersonal Team Process

A
  • Communication needs to be consistent
  • Conflict(unavoidable, competitive we avoid, beneficial we want)
  • Cohesion(attached to team and wants to stay)
  • Trust(belief that even though you have no control over another person’s behavior, that person will behave in a way that benefits you.
38
Q

Shared Mental Models Team Process

A

How the team acquires, stores, and uses info. Helps members predict and understand teammate behavior. Can be bad if it turns into GROUPTHINK.

39
Q

Team Decision Making Team Process

A

Work together to make decisions. DUH.

40
Q

Selection

A

Identifying the best mix of personnel for effective team performance.

41
Q

Training

A

Foster common ways for team members to analyze information and make decisions.

42
Q

Performance

A

Understand unique performance issues that can occur in teams.

43
Q

Job Satisfaction

A

Positive attitudes or emotions resulting from one’s job.

Global = overall satisfaction / Facet = dimension of satisfaction

44
Q

Satisfaction is correlated ____ with ________.

A

.41 with the big 5 personality traits.

45
Q

Affect

A

General attitudes and disposition. (positive vs. negative)

46
Q

Withdrawal Behaviors

A

Employee removes themself from a situation.

47
Q

Absence

A

temporary way to avoid stress and emotions resultant from work.

48
Q

Turnover

A

Leaving the org. permanently

49
Q

Involvement

A

level to which you identify with your work and its importance to your self-image.

50
Q

Commitment

A

Psychological and emotional attachment to a relationship/job/organization/goal.

51
Q

3 Types of Commitment

A

1) Affective(emotional attachment to org.)
2) Continuance(perceived cost of leaving org.)
3) Normative(obligation to remain with org.)

52
Q

Organizational Justice

A

Fair treatment of people in org.s

53
Q

3 Types of Organizational Justice

A

1) Distributive Justice - fairness of outcomes (WHAT is the outcome)
2) Procedural Justice - fairness of procedures used to make outcome decision. (HOW did you decide)
3) Interactional Justice - fairness of employee treatment. (concern and knowledge)

54
Q

Organizational Citizenship Behaviors

A 
Go beyond required job tasks and contribute to organizational performance.
5 Dimensions (Altruism, conscientiousness, courtesy, sportsmanship, civic virtue)
55
Q

Psychological Contract

A

implied agreement between an employee and the employer, based on mutual contribution. (Job loss is ultimate violation of psych. contract)

56
Q

Counterproductive Work Behavior

A

Behaviors with intended harm or ill-will towards the org. or employees.

57
Q

Organizational Politics

A

employee behavior directed by self-interest

58
Q

Incivility

A

low-intensity deviance/discourteousness.

I-O Psychology (3 decks)

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