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Industrial Psychology - Finals > Finals Exam > Flashcards

Finals Exam Flashcards

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1
Q

Performance Evaluation Stage 2:

A

Stage 2: Identify environmental & cultural limitations

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2
Q

They see results

A

Supervisor

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3
Q

They see actual behavior

A

Peers

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4
Q

They see managerial and leadership skill

A

Subordinates

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5
Q

May complain or compliment

A

Customers

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6
Q

Behavioral Checklist

A

Submits reports on time
Gives additional advice to clients
Asses the productivity reports
Analyzes and decides the graphic reports from the note

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7
Q

Types of OJT

A

Modeling
Job - Rotation
Apprentice training
Through coaching

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8
Q

Gives feedback/information for the organization and employees for better performance, increase of production and profit.

A

Performance Evaluation - importance

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9
Q

Determine goals and the appropriate performance techniques to be used.

A

Performance Evaluation - purpose

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10
Q

Determining skills to improve

A

Training

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11
Q

Determining the job worth

A

Determining salary increase

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12
Q

Care should be taken to ensure the employees are evaluated well on the job dimension

A

Before promoting someone

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13
Q

2 Factors determining job worth

A

responsibility and education

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14
Q

Performance Evaluation Stage 3

A

Stage 3: Determine who will evaluate PA

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15
Q

Performance Evaluation Stage 4

A

Stage 4: Select the best appraisal method

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16
Q

Helps discover the factors that could affect the systems and performance appraisal

A

identifying cultural limitations

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17
Q

Allows an employee to evaluate his/her own behavior and performance

A

Self-appraisal

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18
Q

Two decisions before selecting an appraisal method

A

dimension and the use of ranking or rating

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19
Q

An important factor to consider before developing a training program. The trainer has to know its demographics and other characteristics before conducting training

A

Audience

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20
Q

A systematic transfer of knowledge, skills and attitude

A

Training

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21
Q

It is considered the training material of the trainees. The trainees usually bring it with them at work after the seminar

A

Handouts

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22
Q

A type of training analysis which requires one to study the capability of the company to organize and execute the seminar.

A

Organizational training

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23
Q

A type of training analysis that identifies the possible employees that could attend the seminar training.

A

Personalized training

24
Q

A type of method being used during person analysis and requires the supervisor to score, check, and study the employee’s previous performances.

A

Evaluation/Feedback

25
Q

This aspect drives the person to work properly

A

Motivation

26
Q

This is a type of person-motivational trait that seeks friendship and close relationship within the company.

A

Socially Influenced

27
Q

This intervention is usually given by the company to increase or improve the level of self-esteem of a person.

A

Workshop

28
Q

It is the way of doing things in the company

A

Organizational Culture

29
Q

A type of person being changed that usually accepts but needs additional motivations

A

Receptive changers

30
Q

How a person feels about himself on the basis of the expectations of others.

A

Socially Influenced self-esteem

31
Q

It states that individual will perform as well or as poorly as he expects to perform

A

Galatea Effect

32
Q

The inner drive to be number one in the sales force

A

Intrinsic Motivation

33
Q

Employers who are motivated to do a job because they can influence and control others.

A

Employees with strong need for power

34
Q

Employees who are positive for change

A

Change agent

35
Q

Employees who are against change

A

Change resisters

36
Q

Employees who need motivation for change

A

Change reluctant

37
Q

Over-all feeling about oneself

A

Chronic self-esteem

38
Q

Ways to increase self-esteem

A

Workshop
Technique
Responsibility of supervisors

39
Q

Step 7:

A

Evaluate Performance

40
Q

For proof/evidence

A

Documentation

41
Q

Employee are ranked in order by their judged performance for each relevant dimension.

A

Comparison

42
Q

These are constructed by taking the task statements from a detailed job description and converting them into behavioral performance statements

A

Behavioral Checklist

43
Q

Importance of behavioral checklist

A

Frequency of desired results
Evaluation of performance appraisal method
Feedback
Fariness

44
Q

Step 6:

A

Observe and document performance

45
Q

meetings that do not contribute to productivity

A

Meeting cow practices

46
Q

these are unnecessary work deadlines

A

speed cow practices

47
Q

Employees reaction stages

A 
Denial
Analysis
Acceptance
Adjust
Internalization
48
Q

Step 8:

A

Communicate Appraisal results to employees

49
Q

Step 9:

A

Termination Employees

50
Q

The process of improving organizational performance by making organization wide, rather than individual changes

A

Organizational Development

51
Q

These are practices in the organization that has been existing for a long time

A

sacred cow practices

52
Q

These are unnecessary paper work like forms or reports that cost organization money to prepare, distribute and read.

A

Paper cow practices

53
Q

Is the strength of the feeling of responsibility that an employee has towards the mission of the organization

A

Organizational Commitment

54
Q

Affection for one’s job

A

Affective Commitment

55
Q

Fear of Loss

A

Continuance Commitment

56
Q

Sense of obligation to stay

A

Normative Commitment

Industrial Psychology - Finals (1 decks)

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