Glossary terms Flashcards
1
Q
Personnel psychology
A
recruiting, promotion, training etc.
2
Q
Human resource management
A
practice of personnel psychology
3
Q
Organizational psychology
A
social psychology + organizational behavior = emotion and motivation at work
4
Q
Human engineering / human factors psychology
A
capacities and limitations of humans in an environment
5
Q
Scientist-practitioner model
A
scientific tools in WO practice
6
Q
Welfare-to-work program
A
working for government subsidies
7
Q
Time and motion studies
A
breaking down action in its constituent parts, timing movements, develop more efficient movements
8
Q
Revery obsession
A
result of numbing, repetitive and difficult work, early 20th century
9
Q
Title VII of the Civil Rights Act of 1964
A
prohibiting employment discrimination, also when unintentional
10
Q
Culture
A
= system of shared meaning and viewpoints
11
Q
West vs the Rest mentality
A
theories are only developed for the US
12
Q
Horizontal vs vertical culture
A
power distance acceptance
13
Q
g-ocentric model
A
tendency to understand and predict worker’s behavior by only examining g
14
Q
taxonomy
A
orderly, scientific system of classification
15
Q
stamina
A
cardiovascular or aerobic strength, endurance
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
17
Q
Psychomotor abilities
A
coordination, dexterity, reaction time etc. = sensorimotor abilities
FFM = a Big Five model
18
Q
functional personality at work
A
the way someone behaves, handles emotions and tasks, combined the Big Five factors
19
Q
achievement
A
facet of conscientiousness at work, desire to do good work
20
Q
dependability
A
facet of conscientiousness, organization, respect for laws, accepting authority
21
Q
people skills
A
negotiation and communication skills, conflict resolution
22
Q
O*NET
A
internet collection of jobs
23
Q
Tacit knowledge
A
street smarts
24
Q
Competencies
A
sets of learned behavior
25
Job analysis
determining tasks of a job and necessary human attributes
26
Mental measurement yearbook
source with many tests and reviews of them
27
Performance test
test requiring manipulation of physical object or piece of equipment
28
Overt integrity test
explicit questions about honest behavior and moral attitudes
29
Personality-based integrity test
inferring integrity by asking broad construct such as conscientiousness, reliability, awareness
30
Situational interview
asked to describe in detail how one would act in a certain situation
31
Assessment center
collection of evaluation procedure presented to a group
32
Situational judgment test
paper-and-pencil test, series of alternatives
33
Biodata
info about precious jobs, biography etc.
34
Ecology model
model for biodata, life events are choices
35
Routing test
= first test in computer adaptive testing, a formative test
36
Lordstown syndrome
= Act of sabotage named after General Motors plant plagued with such acts
37
Job ladder / job family
cluster of positions that are similar in terms of attributed needed or of the tasks carried out
38
Task-oriented job analysis
= what are the actual tasks are what are they for
39
Worker-oriented job analysis
what attributed does the worker need
40
Cognitive task analysis
making mental processes and knowledge discrete and measurable
41
Think-aloud protocol
to investigate thought processes of experts
42
Personality-Related Position Requirements Form
indentifying personality predictors of job performance
43
Competency modeling
extension of job analysis stragety, identifying characteristics that predict behavior across many tasks with regards to organizational goals, identify larger organizational units
44
Compensable factors
?
45
Comparable worth
people performing the same job should get the same
46
Equal Pay Act of 1963
equal pay for women
47
Walk-through testing
an employee walks an interviewer through a job related behavior or facility
48
Duties
segment of work directed to a general goal of the job
49
Critical incident
critical examples of work performance, can be good or bad
50
Graphic rating scale
graphic display of performance, from low to high
51
Behaviorally anchored rating scale (BARS)=
rating format that includes behavioral anchors what a worker has done, or might be expected to do
52
Behavioral observation scale
rater considers how often an employee acted in a certain way
53
Frame-of-reference training
training raters to judge according to a frame of reference
54
Policy capturing
technique to code characteristics and determine which weighed most heavily in raters’ decision making
55
High-performance work practices
formal job analysis for key positions and merit-based promotions
56
Uniform Guidelines on Employee Selection Procedures
government guidelines for complying with federal requirements
57
Utility analysis
assesses economic return of human resource interventions lime staffing and training
58
Comprehensive staffing model
gathers high-quality information about candidates to predict their success
59
Termination for cause
fired for a reason, usually warned before
60
Layoff
job loss due to downsizing
61
Adverse treatment
intentional discrimination
62
Adverse impact
unintentional discrimination
63
unintentional discrimination
if minority group receives less than 80% of majority, there is evidently something wrong = adverse impact ratio
64
Training needs analysis
= three steps, organizationa, task and person analysis, where to train, what and who
65
Organizational analysis
component of training analysis, involving goals, resources, environment etc.
66
Active practice
learning by doing, not by watching
67
Fidelity
extend to which task trained is similar to that which is required in the job, can be physical or psychological
68
Whole vs part learning
learning the complete task vs subtasks
69
Learning organizations
company that emphasizes continuous learning
70
Rotation
employees go to different department
71
Linear vs branching programming =
all get the same vs customized
72
Blended learning
combination of distance and face-to-face learning
73
Adaptive guidance
help employees to evaluate their past performance
74
Transfer of training climate
= workplace can either inhibit or facilitate transfer of what was learned
75
Horizontal transfer
transfer at the same level of organizations
76
Vertical transfer
across higher levels, like teams
77
Informal training
outside of formal training, e. g. job assignments, experiences, activities outside of work
78
Quid pro quo sexual harassment
direct sexual requests for promotions etc.
79
Culture shock
usually 6 months after arrival, hostility, homesickness, ineffectiveness
80
Cultural assimilator
computer-based, scenarios, can be culture general or culture specific
81
Drive
nonhuman equivalent to motives and needs
82
Need
internal motivation, inborn and universal for all humans
83
Field theory
Kurt Lewin, various forces interact and form a field that produces actions
84
Group dynamics
application of field theory in the industry
85
Limited rationality
human’s inability to reason perfectly
86
Two-factor theory
Herzberg, hygiene needs i. e. eliminating dissatisfaction and motivator needs i.e. achieving positive satisfaction
87
Contingent reward
reward every time when something particular is done. Opposite of intermittent reward
88
Path-goal theory of motivation
first motivation theory. If work sees high productivity as path to a goal, he does behave accordingly
89
VIE theory
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
Control theory
individual compares a standard to the actual outcomes and adjusts its behavior
91
Self-efficacy
sort of self-confidence about a specific thing
92
Action theory / Rubicon theory
relation between intention and action
93
Action structure
first, observable action, then, feedback and regulation
94
Motivational trait questionnaire
48 items, six aspects of general performance motivation
95
Job enrichment interventions
skills variety, task identity, task significance, autonomy, task feedback
96
General adaption syndrome
alarm reaction, resistance, exhaustion
97
Emotion-focused coping
directed at emotional response
98
Surface acting
faking one’s expressions and emotions
99
Deep acting
actually managing one’s feelings
100
Emotional labor
labor to meet one’s job demands, via deep or surface acting
101
Challenge vs hindrance-related stressors
work demands that are stressful but lucrative vs demands that limit and interfere with work
102
Flextime
workers can decide when to work
103
Compressed workweek
working for more than eight hours on one day and less one another day
104
Coronary-prone personality
Type A behavior pattern
105
Primary, secondary and tertiary prevention strategy
eliminating stressor, prevent responses, heal effects
106
Cognitive restructuring
change perception and thought processes
107
Stress inoculation
stress management training that uses primary and secondary strategies
108
Buffer / moderator hypothesis
social support moderates health problems and stress
109
Deontic justice
justice according to moral rules
110
Activity inhibition
ability to not act on one’s impulses
111
Multifactor Leadership Questionnaire
self-report, used in development and validation of transformational leadership theory
112
Charismatic leaders
followers are emotionally attached, see themselves as integral to accomplish the leader’s goals
113
Global leadership and organizational behavior effectiveness (GLOBE
large cross-cultural study of leadership in 60 countries
114
Virtual-collaboration behaviors and skills
behaviors for virtual communication, e. g. no criticism, meeting deadlines, speaking clearly, responding on time etc.
115
Shared mental model
organized way for teams to understand how the team will work
116
Coordination loss
decreased productivity due to working in different directions and lack of coordination
117
Guided team self-correction training
members learn to diagnose and solve a team’s problems
118
Team coordination
members learn to employ the team’s resources effectively
119
Time horizon
long-term vs short-term
