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Work and Organizational Psychology > Glossary terms > Flashcards

Glossary terms Flashcards

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1
Q

Personnel psychology

A

recruiting, promotion, training etc.

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2
Q

Human resource management

A

practice of personnel psychology

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3
Q

Organizational psychology

A

social psychology + organizational behavior = emotion and motivation at work

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4
Q

Human engineering / human factors psychology

A

capacities and limitations of humans in an environment

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5
Q

Scientist-practitioner model

A

scientific tools in WO practice

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6
Q

Welfare-to-work program

A

working for government subsidies

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7
Q

Time and motion studies

A

breaking down action in its constituent parts, timing movements, develop more efficient movements

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8
Q

Revery obsession

A

result of numbing, repetitive and difficult work, early 20th century

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9
Q

Title VII of the Civil Rights Act of 1964

A

prohibiting employment discrimination, also when unintentional

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10
Q

Culture

A

= system of shared meaning and viewpoints

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11
Q

West vs the Rest mentality

A

theories are only developed for the US

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12
Q

Horizontal vs vertical culture

A

power distance acceptance

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13
Q

g-ocentric model

A

tendency to understand and predict worker’s behavior by only examining g

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14
Q

taxonomy

A

orderly, scientific system of classification

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15
Q

stamina

A

cardiovascular or aerobic strength, endurance

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16
Q

Americans with Disabilities Act

A

employers have to give the same consideration to disabled people and have to adapt the work environment to their needs

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17
Q

Psychomotor abilities

A

coordination, dexterity, reaction time etc. = sensorimotor abilities
FFM = a Big Five model

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18
Q

functional personality at work

A

the way someone behaves, handles emotions and tasks, combined the Big Five factors

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19
Q

achievement

A

facet of conscientiousness at work, desire to do good work

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20
Q

dependability

A

facet of conscientiousness, organization, respect for laws, accepting authority

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21
Q

people skills

A

negotiation and communication skills, conflict resolution

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22
Q

O*NET

A

internet collection of jobs

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23
Q

Tacit knowledge

A

street smarts

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24
Q

Competencies

A

sets of learned behavior

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25
Q

Job analysis

A

determining tasks of a job and necessary human attributes

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26
Q

Mental measurement yearbook

A

source with many tests and reviews of them

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27
Q

Performance test

A

test requiring manipulation of physical object or piece of equipment

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28
Q

Overt integrity test

A

explicit questions about honest behavior and moral attitudes

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29
Q

Personality-based integrity test

A

inferring integrity by asking broad construct such as conscientiousness, reliability, awareness

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30
Q

Situational interview

A

asked to describe in detail how one would act in a certain situation

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31
Q

Assessment center

A

collection of evaluation procedure presented to a group

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32
Q

Situational judgment test

A

paper-and-pencil test, series of alternatives

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33
Q

Biodata

A

info about precious jobs, biography etc.

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34
Q

Ecology model

A

model for biodata, life events are choices

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35
Q

Routing test

A

= first test in computer adaptive testing, a formative test

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36
Q

Lordstown syndrome

A

= Act of sabotage named after General Motors plant plagued with such acts

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37
Q

Job ladder / job family

A

cluster of positions that are similar in terms of attributed needed or of the tasks carried out

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38
Q

Task-oriented job analysis

A

= what are the actual tasks are what are they for

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39
Q

Worker-oriented job analysis

A

what attributed does the worker need

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40
Q

Cognitive task analysis

A

making mental processes and knowledge discrete and measurable

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41
Q

Think-aloud protocol

A

to investigate thought processes of experts

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42
Q

Personality-Related Position Requirements Form

A

indentifying personality predictors of job performance

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43
Q

Competency modeling

A

extension of job analysis stragety, identifying characteristics that predict behavior across many tasks with regards to organizational goals, identify larger organizational units

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44
Q

Compensable factors

A

?

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45
Q

Comparable worth

A

people performing the same job should get the same

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46
Q

Equal Pay Act of 1963

A

equal pay for women

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47
Q

Walk-through testing

A

an employee walks an interviewer through a job related behavior or facility

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48
Q

Duties

A

segment of work directed to a general goal of the job

49
Q

Critical incident

A

critical examples of work performance, can be good or bad

50
Q

Graphic rating scale

A

graphic display of performance, from low to high

51
Q

Behaviorally anchored rating scale (BARS)=

A

rating format that includes behavioral anchors what a worker has done, or might be expected to do

52
Q

Behavioral observation scale

A

rater considers how often an employee acted in a certain way

53
Q

Frame-of-reference training

A

training raters to judge according to a frame of reference

54
Q

Policy capturing

A

technique to code characteristics and determine which weighed most heavily in raters’ decision making

55
Q

High-performance work practices

A

formal job analysis for key positions and merit-based promotions

56
Q

Uniform Guidelines on Employee Selection Procedures

A

government guidelines for complying with federal requirements

57
Q

Utility analysis

A

assesses economic return of human resource interventions lime staffing and training

58
Q

Comprehensive staffing model

A

gathers high-quality information about candidates to predict their success

59
Q

Termination for cause

A

fired for a reason, usually warned before

60
Q

Layoff

A

job loss due to downsizing

61
Q

Adverse treatment

A

intentional discrimination

62
Q

Adverse impact

A

unintentional discrimination

63
Q

unintentional discrimination

A

if minority group receives less than 80% of majority, there is evidently something wrong = adverse impact ratio

64
Q

Training needs analysis

A

= three steps, organizationa, task and person analysis, where to train, what and who

65
Q

Organizational analysis

A

component of training analysis, involving goals, resources, environment etc.

66
Q

Active practice

A

learning by doing, not by watching

67
Q

Fidelity

A

extend to which task trained is similar to that which is required in the job, can be physical or psychological

68
Q

Whole vs part learning

A

learning the complete task vs subtasks

69
Q

Learning organizations

A

company that emphasizes continuous learning

70
Q

Rotation

A

employees go to different department

71
Q

Linear vs branching programming =

A

all get the same vs customized

72
Q

Blended learning

A

combination of distance and face-to-face learning

73
Q

Adaptive guidance

A

help employees to evaluate their past performance

74
Q

Transfer of training climate

A

= workplace can either inhibit or facilitate transfer of what was learned

75
Q

Horizontal transfer

A

transfer at the same level of organizations

76
Q

Vertical transfer

A

across higher levels, like teams

77
Q

Informal training

A

outside of formal training, e. g. job assignments, experiences, activities outside of work

78
Q

Quid pro quo sexual harassment

A

direct sexual requests for promotions etc.

79
Q

Culture shock

A

usually 6 months after arrival, hostility, homesickness, ineffectiveness

80
Q

Cultural assimilator

A

computer-based, scenarios, can be culture general or culture specific

81
Q

Drive

A

nonhuman equivalent to motives and needs

82
Q

Need

A

internal motivation, inborn and universal for all humans

83
Q

Field theory

A

Kurt Lewin, various forces interact and form a field that produces actions

84
Q

Group dynamics

A

application of field theory in the industry

85
Q

Limited rationality

A

human’s inability to reason perfectly

86
Q

Two-factor theory

A

Herzberg, hygiene needs i. e. eliminating dissatisfaction and motivator needs i.e. achieving positive satisfaction

87
Q

Contingent reward

A

reward every time when something particular is done. Opposite of intermittent reward

88
Q

Path-goal theory of motivation

A

first motivation theory. If work sees high productivity as path to a goal, he does behave accordingly

89
Q

VIE theory

A

individuals rationally estimate the attractiveness of outcomes (the valence) and the probability that performance will lead to that outcome (the instrumentality) and the probability that the effort will lead to performance (the expectancy)

90
Q

Control theory

A

individual compares a standard to the actual outcomes and adjusts its behavior

91
Q

Self-efficacy

A

sort of self-confidence about a specific thing

92
Q

Action theory / Rubicon theory

A

relation between intention and action

93
Q

Action structure

A

first, observable action, then, feedback and regulation

94
Q

Motivational trait questionnaire

A

48 items, six aspects of general performance motivation

95
Q

Job enrichment interventions

A

skills variety, task identity, task significance, autonomy, task feedback

96
Q

General adaption syndrome

A

alarm reaction, resistance, exhaustion

97
Q

Emotion-focused coping

A

directed at emotional response

98
Q

Surface acting

A

faking one’s expressions and emotions

99
Q

Deep acting

A

actually managing one’s feelings

100
Q

Emotional labor

A

labor to meet one’s job demands, via deep or surface acting

101
Q

Challenge vs hindrance-related stressors

A

work demands that are stressful but lucrative vs demands that limit and interfere with work

102
Q

Flextime

A

workers can decide when to work

103
Q

Compressed workweek

A

working for more than eight hours on one day and less one another day

104
Q

Coronary-prone personality

A

Type A behavior pattern

105
Q

Primary, secondary and tertiary prevention strategy

A

eliminating stressor, prevent responses, heal effects

106
Q

Cognitive restructuring

A

change perception and thought processes

107
Q

Stress inoculation

A

stress management training that uses primary and secondary strategies

108
Q

Buffer / moderator hypothesis

A

social support moderates health problems and stress

109
Q

Deontic justice

A

justice according to moral rules

110
Q

Activity inhibition

A

ability to not act on one’s impulses

111
Q

Multifactor Leadership Questionnaire

A

self-report, used in development and validation of transformational leadership theory

112
Q

Charismatic leaders

A

followers are emotionally attached, see themselves as integral to accomplish the leader’s goals

113
Q

Global leadership and organizational behavior effectiveness (GLOBE

A

large cross-cultural study of leadership in 60 countries

114
Q

Virtual-collaboration behaviors and skills

A

behaviors for virtual communication, e. g. no criticism, meeting deadlines, speaking clearly, responding on time etc.

115
Q

Shared mental model

A

organized way for teams to understand how the team will work

116
Q

Coordination loss

A

decreased productivity due to working in different directions and lack of coordination

117
Q

Guided team self-correction training

A

members learn to diagnose and solve a team’s problems

118
Q

Team coordination

A

members learn to employ the team’s resources effectively

119
Q

Time horizon

A

long-term vs short-term

Work and Organizational Psychology (7 decks)

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