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IO Psych > Final Exam > Flashcards

Final Exam Flashcards

chapter 9-13

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1
Q

What are the two approaches to assessing job satisfaction?

A

Global approach: overall satisfaction
Facet approach: specific aspects, social connections, reward and punishment system, and nature of work (tasks performed)

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2
Q

What are the most and least important aspects to job satisfaction, as rated by Americans?

A

Least: pay
Most: nature of work

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3
Q

How do we, IO psychologists, measure job satisfaction?

A

Job Descriptive Index, JDI
- survey, assesses satisfaction with work itself, supervision, people, pay and promotion
Minnesota Satisfaction Questionnaire
- survey, assess 20 areas and calculates extrinsic (external work, tasks, pay, benefits) and intrinsic (individual work) satisfaction scores

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4
Q

What are the main factors of job satisfaction?

A
  1. Job Characteristics
  2. Pay
  3. Personality
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5
Q

Define the five core job characteristics.

A
  1. Autonomy
  2. Feedback
  3. Skill Variety
  4. Task Identity
  5. Task significance
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6
Q

How is pay related to job satisfaction?

A

Pay itself is not strongly correlated, pay fairness is highly liked to job satisfaction

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7
Q

What are the impacts of job satisfaction?

A
  1. Overall job performance
  2. Turnover rate, dissatisfied people are more likely to quit
    3, Health and well-being, physical symptoms and negative emotions
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8
Q

Define organizational commitment.

A

Psychological and emotional attachment to an organization, feeling aligned with their beliefs and values. Typically results in higher job satisfaction and commitment

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9
Q

What are the three types of organizational commitment?

A

1, Affective commitment: emotional attachment to organization, relationships and job vibes
2. Continuance commitment: cost of leaving an organization, moving, livelihood, difficulty in finding a new job
3. Normative commitment: an obligation to remain in an organization, contracts, military, etc

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10
Q

When assessed, what organizational commitment type had the strongest relationship?

A
  • Affective commitment (emotional ties) is the strongest relationship with reasons to leave
  • Continuance (cost of leaving) and Affective commitment had to strongest relationship with reasons to leave
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11
Q

Was there a relationship to job stress with organizational commitment?

A

No, however the big five had a very strong correlation

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12
Q

What are workplace emotions?

A

Affect: general feelings, captures both mood and emotions (why its called affective commitment)
- Mood: general states of feeling for a period of time
- Emotions: Strong feelings for a short period of time

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13
Q

What are the consequences of emotions on work?

A

Negative emotions lead to:
- lower job satisfaction
- more absence
- more turnover
- more counterproductive work behavior
Positive emotions lead to:
- more creativity
- higher job satisfaction
- less turnover
- more contextual performance

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14
Q

Define emotional labor.

A

Managing one’s emotions that come from work
- display rules: organizational expectations for an employee’s emotions (handling mean customers)
- emotion regulation: surface acting, deep acting

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15
Q

What does research suggest about workplace emotions?

A
  • a negative environmental event is 5 times stronger than a positive event
  • positive events are more frequently recalled than negative events
  • employees experience more positive emotions interacting with coworkers and customers than with supervisors
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16
Q

Define work group vs work team.

A
  1. Work group: collection of people who interact and share task goals
  2. Work team: work group that is interdependent and coordinate, accomplish common tasks and objectives
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17
Q

Define roles and norms.

A

Roles: expected behavior pattern of a position
- decided by job description
Norms: unwritten rules of behavior accepted by group members that regulates behavior
- decided by discussed expectations

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18
Q

Define group cohesion.

A

How well a group gets along, likely due to shared goals, beliefs, and interests.

19
Q

Define group conflict.

A
  1. cooperative conflict: members sharing different views and opinions
  2. competitive conflict: members promote their views and shutdown others ideas
20
Q

Define process loss.

A

Time spent in group activities that aren’t related to group goals
- conflict resolution, norm enforcement, socializing

21
Q

Define team commitment.

A

Acceptance of team goals, willingness to work, form of commitment that relates to team performance and member satisfaction

22
Q

Define group polarization.

A

Tendency for groups to make a riskier decision than an individual

23
Q

Define groupthink.

A

When group members go with a flawed thought process due to too much group cohesion (similar beliefs and opinions) and they don’t feel able to go against the group

24
Q

Define group diversity.

A

Differences among group members, racially, ethnically, age, gender, or general personality

25
Q

Define leadership.

A

Influencing the attitudes, beliefs, behaviors, and feelings of others

26
Q

What are the five bases of power?

A
  1. Expert: expertise of leader
  2. Referent: subordinate likes and identifies with leader
  3. Legitimate: power in formal role
  4. Reward
  5. Coercive: punishment
27
Q

What bases of power have the best outcome?

A

Expert, referent, and reward

28
Q

Define abuses of power.

A
  1. Abusive supervision
  2. Sexual harassment
  3. Ethnic harassment
29
Q

Define some approaches to leadership.

A
  1. Trait approach
  2. Leader Behavior approach
  3. Path-goal theory
  4. Leader-member exchange theory (LMX)
  5. Transformational leadership theory
  6. Moral leadership
30
Q

Define moral leadership.

A

Leadership based on ethics and values
- Authentic: self aware and encourages others to share their morals
- Ethical: high standards for self and followers
- Servant: put needs of followers first

31
Q

Define transformational leadership.

A

Leaders with considerable influence and inspires subordinates to adopt high goals
- idealized influence: encouraging followers and emphasizing trust
- inspirational motivation: providing a vision and a challenge for followers with high standards
- intellectual stimulation: encouraging followers to question old assumptions and create new ways of doing things
- individualized consideration: concern with follower well-being , individual needs and advises

32
Q

Define Leader-Member Exchange theory (LMX)

A

Leader that understands the exchange between leader and member and prevents the creation of in and out group
- Supervisors trained in LMX had subordinates with higher performance and job satisfaction

33
Q

Define Path-goal theory.

A

Based on expectancy theory, supervisors motivate employees by increasing value of rewards and goal paths
- Example: promotion and raise

34
Q

Define leader behavior approach.

A

Consideration and initiating structure, different leadership styles based on behavioral needs
- Participant (small retail store) vs autocratic (regional manager of life guards)

35
Q

Define trait approach, in terms of leadership.

A

Good leaders are high in emotional stability, extraversion, openness, and conscientiousness

36
Q

Is transformation leadership positive globally?

A

Yes, it has shown positive outcomes everywhere

37
Q

What are the three forms of performance?

A
  1. Task performance: core tasks from job analysis
  2. Organizational citizenship performance: productivity beyond core tasks (bringing snacks to work to share)
  3. Counterproductive work behavior: acts that harm the organization and people
38
Q

Define organizational citizenship behaviors.

A

Workplace behavior beyond what is expected
- Altruism: wanting to do extra (doing extra for a sick coworker)
- Generalized compliance: broader helpful behavior (coming to work on time)
- OCB-individual: concern for others and empathy
- OCB-organization: desire for recognition and equity

39
Q

Define counterproductive work behaviors (CWB).

A

Intentional behaviors that violate group norms and roles between the organization and individuals

40
Q

Define withdrawal CWBs.

A
  1. Absence
  2. Cyberloafing
  3. Lateness
  4. Turnover
  5. Etc: aggression, mistreatment, sabotage, theft
41
Q

What are some predictors for CWBs?

A

Personality and situations

42
Q

Define occupational health psychology.

A

Quality of work life and protecting/promoting the safety, health, and well-being of workers

43
Q

What are role stressors?

A
  • Role ambiguity: inadequate direction about what is expected
  • Role conflict: intrarole (conflicting demands at work) and extrarole (conflicting demands work and home)

IO Psych (2 decks)

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