I/O Flashcards
1
Q
I/O Assessing Employee Performance
job analsyis
A
- it is the first step in the development of a predictor or criterion and is used for other purposes including
- identifying training needs and
- determining the causes of accidents.
2
Q
I/O Assessing Employee Performance
job evaluation
A
Job analysis must not be confused with job evaluation, which may begin with a job analysis but is conducted for the purpose of setting wages and salaries.
3
Q
I/O Assessing Employee Performance
job oriented method
A
info about the tasks performed on the job
4
Q
I/O Assessing Employee Performance
worker oriented method
questionnaire
A
- PAQ- position analysis questionnaire
- good at helping develop training, deriving criterion measures
5
Q
I/O Assessing Employee Performance
comparable worth
also known as
A
Comparable worth is also known as pay equity and refers to the principle that jobs that require the same education, experience, skills, and other qualifications should pay the same wage/salary regardless of the employee’s age, gender, race/ethnicity, etc.
Job evaluations used to establish comparable worth
6
Q
I/O Assessing Employee Performance
objective (direct) measure
of performance
A
- things like units produced, sold, rejected, etc
7
Q
I/O Assessing Employee Performance
subjective measures
A
- ultimate vs actual- ultimate is conceptual, actual is reality based
- relevance- construct validity
- deficiency the extent to which a criterion does not measure all aspects of ultimate criterion
8
Q
I/O Assessing Employee Performance
Criterion Contamination
A
Criterion contamination occurs when a criterion measure assesses factors other than those it was designed to measure
For example, contamination is occurring when a rater’s knowledge of a ratee’s performance on a predictor affects how the rater rates the ratee on the criterion. It can artificially inflate the criterion-related validity coefficient.
9
Q
I/O Assessing Employee Performance
relative techniques
A
Relative techniques are subjective measures of job performance that compare an employee’s performance to that of other employees.
10
Q
I/O Assessing Employee Performance
paired comparison
A
When using the paired comparison technique, the rater compares each ratee with every other ratee in pairs on one or more dimensions of job performance.
11
Q
I/O Assessing Employee Performance
forced distribution
A
When using the forced distribution technique, the rater assigns ratees to a limited number of categories based on a predefined normal distribution on one or more dimensions of job performance.
“grading on a curve”
12
Q
I/O Assessing Employee Performance
self ratings are most [ ] but less susceptible to [ ]
A
lenient; halo bias
13
Q
I/O Assessing Employee Performance
supervisor ratings are most [ ]
A
reliable
14
Q
I/O Assessing Employee Performance
peer ratings are good for [ ] and [ ]
A
predicting training success and subsequent promotions
15
Q
I/O Assessing Employee Performance
subordinate, peer, and supervisor ratings usually [ ] more than self ratings
A
agree with each other
16
Q
I/O Assessing Employee Performance
Absolute Techniques
A
- Critical Incident
- Forced Choice Rating
- Graphic Rating Scale
- BARS
17
Q
I/O Assessing Employee Performance
Critical Incident Technique
A
- requires close supervision
- only addresses critical (extreme) job behaviors, not typical ones
18
Q
I/O Assessing Employee Performance
Forced Choice Rating Scale
A
- each item has 2-4 alternatives that are considered equal in desirability
- time consuming, disliked by raters
19
Q
I/O Assessing Employee Performance
Graphic Rating Scale
A
- likert scale of performance on one or several dimensions
- susceptible to rater biases
- accuracy improved when anchored
20
Q
I/O Assessing Employee Performance
BARS
A
- behaviorally anchored rating scale
- better inter-rater reliability
- time-taking
21
Q
I/O Assessing Employee Performance
leniency/strictness bias
A
avoiding the middle of a range
22
Q
I/O Assessing Employee Performance
central tendency
A
tendency to over-prefer the middle of a scale
23
Q
I/O Assessing Employee Performance
halo bias
A
evaluation on one area affecting other areas, can be positive or negative
24
Q
I/O Assessing Employee Performance
Frame of Reference training
A
a way to decrease rater bias by discussing the multidimensional elements of any job
25
# I/O Predicting Employee Performance
Adverse Impact
Adverse impact occurs when use of a selection test or other employment procedure results in **substantially higher rejection rates** for members of a legally protected (minority) group than for the majority group.
26
# I/O Predicting Employee Performance
80% rule
The 80% rule can be used to determine if adverse impact is occurring. When using this rule, **the hiring rate for the majority group is multiplied by 80%** to determine the minimum hiring rate for the minority group.
27
# I/O Predicting Employee Performance
differential validity
Differential validity exists when the **validity coefficient of a predictor** is significantly different for one subgroup than for another subgroup (e.g., lower for African American job applicants than for White applicants).
28
# I/O Predicting Employee Performance
unfairness
Unfairness occurs when members of the minority group consistently score **lower on a predictor but perform approximately the same** on the criterion as members of the majority group. Differential validity and unfairness are potential causes of adverse impact.
29
# I/O Predicting Employee Performance
business necessity and bonafide occupational qualification
responses to claims of adverse impact
30
# I/O Predicting Employee Performance
incremental validity
Incremental validity refers to the increase in decision-making accuracy resulting from the use of a new predictor.
31
# I/O Predicting Employee Performance
maximizing incremental validity
| validity coefficient/selection ratio/base rate
* **validity coefficient is high**
* the **selection ratio is low**
* **base rate is moderate**
(The selection ratio is the ratio of number of jobs to job applicants; the base rate is the proportion of successful decisions without the new predictor.)
32
# I/O Predicting Employee Performance
selection ratio
ratio of jop openings to job applicants
33
# I/O Predicting Employee Performance
with a low selection ratio,
the employer can raise the predictor cutoff and reduce risk of hiring false positives
34
# I/O Predicting Employee Performance
base rate
ranges from 0 to 1.0
35
# I/O Predicting Employee Performance
Taylor-Russell tables
The Taylor-Russell tables are used to estimate a predictor's incremental validity when the criterion-related validity coefficient, selection ratio, and base rate are known.
36
# I/O Predicting Employee Performance
multiple regression
Multiple regression and multiple cutoff are methods for **using multiple predictor scores**.
Multiple regression is a compensatory (method, while multiple cutoff is noncompensatory.
37
# I/O Predicting Employee Performance
compensatory
multiple regression is compensatory, which means a high score on one predictor will *compensate* for a low score on another
38
# I/O Predicting Employee Performance
non compensatory
multiple cutoff is noncompensatory meaning that a high score on one predictor will *not compensate* for a low score on another
39
# I/O Predicting Employee Performance
Multiple Hurdles
this cuts applicants off if they fail sequential cut-offs, saving time and money
40
# I/O Predicting Employee Performance
GMA
general mental ability exams- highest validity coefficients
41
# I/O Predicting Employee Performance
job knowledge tests
good predictors, only relevant when the applicant has previous job training
42
# I/O Predicting Employee Performance
personality tests
neuroticism, extraversion, oppeness to experience, agreeableness, **conscientiousness**
43
# I/O Predicting Employee Performance
interest inventories
based on the idea that a good candidate is similar to current employees, limited validity, susceptible to faking
44
# I/O Predicting Employee Performance
biodata- BIB
lots of family information, lacking face validity, invasion of privacy
45
# I/O Predicting Employee Performance
interviews
* low rates of reliability and validity than other techniques
* most reliable when a structural interview is used
* best when done by a single interviewer
46
# I/O Predicting Employee Performance
work samples/realistic job preview
asked to perform tasks similar to those actually performed, discussion of actual job culture, experience, in order to reduce turnover
47
# I/O Predicting Employee Performance
Assessment Centers
centers used to evaluate managerial level personnel for promotion
- leaderless group discussion
- in-basket test (group of managerial items to manage
48
# I/O Training
needs assessment
* determine org goals, whether training is needed
* task analysis (each individual job)
* person analysis, who is right for each job
* demographic analysis
49
# I/O Training
overlearning
trains automaticity, practicing beyond the point of mastery
50
# I/O Training
identical elements
necessary for positive transfer (actual improvement in on-the-job performance)
51
# I/O Training
job rotation
* having trainees perform several jobs over time
* used to train managers
52
# I/O Training
vestibule training
an "off-the-job" technique, makes a physical replication or simulation of the work environment, best when on-the-job would be too costly or dangerous
53
# I/O Training
behavioral modeling
based on Bandura's social cognitive theory- learning is facilitated when a person observes a skilled worker perform the behavior, given opportunity to practice
54
# I/O Training
evaluation criteria
| Kirkpatrick
* reaction criteria
* learning criteria
* behavioral criteria
* results criteria
55
# I/O Training
reaction criteria
| Kirkpatrick
evaluates participants reaction to criteria
56
# I/O Training
learning criteria
| Kirkpatrick
evaluate how much they actually learned from the training
57
# I/O Training
behavioral criteria
| Kirkpatrick
assess participants change in performance after the training
58
# I/O Training
results criteria
| Kirkpatrick
assess value of training in change of results vis a vis the organization's goals
59
# I/O Training
Utility Analysis
uses a mathematical equation to derive an estimate of institutional gains or losses, in financial terms
60
# I/O Training
formative evaluation
conducted while a training program is being developed
61
# I/O Training
summative evaluation
conducted after a program has been implemented to assess its impact
62
# I/O Career Counseling
Self-Concept
| Super
According to Super's life-space, life-span theory, the selection of a job involves finding a job that matches one's self-concept (which reflects one's values, personality, interests, etc.).
63
# I/O Career Counseling
career maturity
| Super
The theory also emphasizes the importance of career maturity, which is the ability to cope with the developmental tasks of one's life stage.
64
# I/O Career Counseling
Life-Career Rainbow
| Super
The Life-Career Rainbow relates an individual's major life roles to **five life stages** and is useful for helping a career counselee recognize the impact of current and future roles and stages on career planning.
65
# I/O Career Counseling
RIASEC categories
| Holland
Holland's career theory emphasizes the importance of a good personality/work environment match and distinguishes between six personality and environment types ("RIASEC") - **realistic, investigative, artistic, social, enterprising, and conventional.**
66
# I/O Career Counseling
RIASEC "differentiation"
| Holland
A personality-environment match is most accurate as a predictor of job outcomes when the individual exhibits a high degree of differentiation - i.e., **has clear interests as evidenced by a high score on one of Holland's six types and low scores on all others.**
67
# I/O Career Counseling
career decision-making model
| Tiedeman and O'Hara
Tiedeman and O'Hara's career decision-making model describes vocational identity development as an ongoing process that is tied to **ego identity development** (described like Erikson)
68
# I/O Career Counseling
anticipation phase
| Tiedeman and O'Hara
exploration, crystallization, choice, specification- exploring to end up making a choice
69
# I/O Career Counseling
implementation phase
| Tiedeman and O'Hara
induction, reformation, and integration
70
# I/O Career Counseling
social learning theory
| Krumboltz (Bandura)
career decisions influenced by:
1. genetics & special abilities
2. environmental conditions
3. instrumental & associative learning
4. task-approach skills
71
# I/O Career Counseling
Career Belief Inventory
| Krumboltz (Bandura)
used to identify irrational, illogical beliefs
72
# I/O Career Counseling
career concepts
| Brousseau and Driver
linear, expert, spiral, transitory
73
# I/O Career Counseling
linear, expert
| Brousseau and Driver
* linear views his career as involving progressive upward movement
* expert views his career as involving a lifelong committment to occupational specialty
74
# I/O Career Counseling
spiral, transitory
| Brousseau and Driver
* spiral views career has involving periodic moves across occupational specialities or disciplines
* transitory views the ideal career as having many changes
75
# I/O Career Counseling
satifaction and satisfactoriness
| Dawis and Lofquist
The theory of work adjustment describes satisfaction, tenure, and other job outcomes as the result of the **correspondence** between the worker and his/her work environment on two dimensions - **satisfaction and satisfactoriness:** A worker's satisfaction with the job depends on the degree to which the characteristics of the job correspond to his or her needs and values, while the worker's satisfactoriness depends on the extent to which the worker's skills correspond to the skill demands of the job.
| theory of work adjustment
76
# I/O Historical Background
scientific management
| Taylor
* scientifically analyzing jobs into their component parts and then standardizing those parts
* scientifically selecting, training, and placing workers in jobs for which they are mentally and physically suited
* fostering cooperation between supervisors and workers to minimize deviation from scientific methods of work;
* having managers and workers assume responsibility for their own share of their work.
77
# I/O Historical Background
Hawthorne Effect
| Elton Mayo
improvement in performance as a result of being observed/part of a study
78
# I/O Historical Background
Theory X vs Y
| McGregor
X- believes that employees dislike work, must be directed and controlled
Y- views work as "natural as play" and assumes employees are capable of self control and direction
79
# I/O Career Counseling
coping strategies with job loss
| Lazarus & Folkman
problem focused strategies vs symptom focused strategies
80
# I/O Career Counseling
Downsizing/Survivor Syndrom
negative effects for both those who are fired and those who are not fired, anxiety, guilt, stress-related illness, organizational committment
81
# I/O Motivation
Need-Hierarchy Model
| Maslow
Maslow's need hierarchy theory proposes that people have five basic needs that are arranged in a hierarchical order such that a need higher in the hierarchy doesn't serve as a source of motivation until all lower needs have been fulfilled.
These needs, in order, are **physiological, safety, social, esteem, and self-actualization**. The research has **not been** very supportive of Maslow's theory.
82
# I/O Motivation
ERG
| Alderfer
* alternative to Maslow
* existence, relatedness and growth
* no progression from one level to another
83
# I/O Motivation
Need for Achievement
| McClelland
need for affiliation
need for power
need for achievement
Employees with high need for achievement (nACH) usually choose tasks of **moderate difficulty and risk**, apparently because success on these tasks depends more on effort than on uncontrollable factors.
They also prefer **frequent, concrete feedback**, and, although their motivation does not depend on money, they view monetary rewards as a source of feedback and recognition.
84
# I/O Motivation
Two-Factor Theory
| Herzberg
* Herzberg's two-factor theory is a theory of both motivation and satisfaction that places satisfaction and dissatisfaction on two separate continua.
* **Motivator factors** (increased autonomy, responsibility, control, etc.) contribute to **satisfaction and motivation** when they are present
* **hygiene factors** (pay, pleasant working conditions) contribute to dissatisfaction when they are absent.
85
# I/O Motivation
Job Enrichment
| Herzberg
combining several jobs into a larger job
in order to increase job motivation and satisfaction.
86
# I/O Motivation
job enlargement
| Herzberg
It must not be confused with job enlargement, which involves increasing the **number and variety of tasks** included in a job without increasing the worker's autonomy, responsibility
87
# I/O Motivation
Goal-setting theory
| Latham
Goal-setting theory proposes that employees will be more motivated to achieve goals when they have **explicitly accepted those goals** and are committed to them. It also proposes that assigning specific, **moderately difficult** goals and providing employees with **feedback** about their progress toward achieving goals increases productivity.
88
# I/O Motivation
Equity Theory
| Adams
Equity theory proposes that an employee's motivation is related to the **employee's comparison of his/her input/outcome ratio to the input/outcome ratios of others performing the same or similar jobs.**
89
# I/O Motivation
Perception of Inequity
| Adams
leads to attempts to restore equity, with the perception of underpayment inequity (the belief that one is putting more into the job than one is getting from it) **leading to more adverse outcomes** than overpayment inequity does (the belief that one is putting less into the job than one is getting from it).
90
# I/O Motivation
Expectancy Theory
| Porter & Lawler
expectancy, instrumentality, valence
91
# I/O Motivation
expectancy
| Porter & Lawler
belief that high effort → successful task performance
| Expectancy Theory
92
# I/O Motivation
instrumentality
| Porter & Lawler
belief that successful performance → reward
| Expectancy Theory
93
# I/O Motivation
valence
| Porter & Lawler
views the rewards as desirable
| Expectancy Theory
94
# I/O Motivation
Social Cognitive Theory
| Bandura
emphasizes the **self-regulation of behavior** and proposes that self-regulation involves four processes -
* goal-setting
* self-observation
* self-evaluation
* self-reaction
95
# I/O Job Satisfaction
Disposition
job satisfaction is an enduring disposition- remains stable, 30% genetic
96
# I/O Job Satisfaction
age
u-shaped relationship, higher when younger, lower in the middle years, higher again at the end of career
97
# I/O Job Satisfaction
race
minority/ethnic groups report lower levels of job satisfaction
98
# I/O Job Satisfaction
gender
- not definitive
- women have lower job satisfaction when they feel exploited, are in lower-level jobs, or are being paid less
99
# I/O Job Satisfaction
occupational level
higher the job position, more satisfied you are
100
# I/O Job Satisfaction
life satisfaction
* high correlation between life/job satisfaction
* correlates- job security, opportunities to use skills, financial stability of org, relationship w/supervisor, compensation/pay
101
# I/O Job Satisfaction
Pay
* pay is key determinant for both blue and white collar workers
* secondarily important to feel like they're being treated fairly and equitably
102
# I/O Job Satisfaction
relationship between job satisfaction and performance
| Vroom
positive but weak
103
# I/O Job Satisfaction
relationship between turnover and satisfaction
| Locke
strongest relationship, -.40
104
# I/O Job Satisfaction
organizational commitment
| Meyer & Allen
* **affective commitment** (emotional) (most consistently correlated)
* continuance commitment (cost of leaving)
* normative commitment (need to stay because it is the "right thing to do"
105
# I/O Leadership
consideration vs initiating
* consideration- warmth, concern, rapport, support, **person-oriented**
* initiating- defines, directs structures his role and the roles of subordinates, **task oriented**
106
# I/O Leadership
consideration vs initiating task type
- initiating best for when tasks are ambiguous
- consideration and initiation both needed for effective leadership
107
# I/O Leadership
gender differences in leadership
| Eagly and Johnson
* male and female leaders do not consistently differ in terms of consideration or initiating structure.
* female leaders are more likely than male leaders to rely on a democratic (participative) decision-making style.
108
# I/O Leadership
Contingency Theory
| Fiedler
leader's effectiveness is related to an interaction between the leader's style and the nature (favorableness) of the situation.
109
# I/O Leadership
Contingency Theory (LPC)
| Fiedler
Low LPC leaders (leaders who describe their **least** preferred coworker in **negative** terms) are most effective in very unfavorable or very favorable situations; while high LPC leaders (leaders who describe their least preferred coworker in positive terms) are better in **moderately favorable situations**.
110
# I/O Leadership
**Cognitive Resource Theory**
intelligence + leadership
| Fiedler
* no strong relationship between leaders intellectual ability and effectiveness
* under **low levels of stress** a leader's intelligence is more predictive of performance than experience
* under **high levels of stress** a leaders experience is more predictive of performance than intelligence
111
# I/O Leadership
Path-Goal Theory
| House
* an effective leader is one who can help carve a **path** for subordinates that allows them to fulfill personal goals through the achievement of group and organizational goals.
* It proposes that the best leadership style (directive, supportive, participative, or achievement-oriented) **depends** on certain characteristics of the worker and the work.
112
# I/O Leadership
Situational Leadership
| Hersey and Blanchard
* telling
* selling
* participating
* delegating
appropriate style depends on **job maturity**
113
# I/O Leadership
telling
| Hersey and Blanchard
* high task, low relationship
* best for employees who are low in ability and willingness
114
# I/O Leadership
selling
| Hersey and Blanchard
* high task, high relationship
* best for employees who are low in ability and high in willingness
115
# I/O Leadership
participating
| Hersey and Blanchard
* low task, high relationship
* best for employees who are high in ability and low in willingness
116
# I/O Leadership
delegating
| Hersey and Blanchard
* low task, low relationship
* best for employees who are high in ability and high in willingness
117
# I/O Leadership
normative decision making model
| Vroom-Yetton-Jago Normative Decision-Making Model
* distinguishes between 11 factors and 5 decision making styles
* guided to correct strategy by a decision tree
118
# I/O Leadership
AI, AII
| Vroom-Yetton-Jago Normative Decision-Making Model
* AI- leader makes decisions alone
* AII- leader seeks input from employees but makes decision himself
| autocratic
119
# I/O Leadership
CI, CII, G
| Vroom-Yetton-Jago Normative Decision-Making Model
* CI- leader explains the problem to each employee one on one, decision may or may not reflect input from employees
* CII- leader explains to them as a group, may or may not reflect their suggestions
* G- explains the decision as a group, their input *makes* the final decision
| Consultative, Group
120
# I/O Leadership
Transformational
Transformational leaders are characterized by their ability to recognize the need for **change**, create a vision for change (including using "framing" to describe the need for change in a way that is meaningful to followers), and effectively executing the change.
121
# I/O Leadership
Transactional
tend to maintain the status quo and rely on **rewards and punishments** to motivate behavior.
122
# I/O Groups
idiosyncrasy credits
| Hollander
A person accumulates idiosyncrasy credits when he/she has a history of conforming to norms, has contributed in some special way to the group, or has served as the group leader.
123
# I/O Groups
conformity to group norms greater in
* ambiguous situations
* highly complex situations
* problem with no solution
124
# I/O Groups
conformity increases when
* consensus increases
* even a single dissenter can lower conformity
* highly supervised
* group members are seen as highly credible and trustworthy
125
# I/O Groups
group members defining norms leads to
* better understanding
* higher ego-involvement with them
* higher perception of norms as equitable
126
# I/O Groups
group size sweet spot
between 5-10 members, groups are most cohesive and effective
127
# I/O Groups
groups are more cohesive when
they are homogenous
128
# I/O Groups
high cohesiveness leads to
* greater productivity
* more frequent communication
129
# I/O Groups
additive task
| Steiner
individual contributions of group members are added together to form the group product
| group performance > individual when **additive or compensatory** used
130
# I/O Groups
compensatory task
| Steiner
inputs of group members are averaged to create a single product
| group performance > individual when **additive or compensatory** used
131
# I/O Groups
disjunctive task
| Steiner
group members must select a solution or decision offered by one of the group members
132
# I/O Groups
conjunctive task
| Steiner
group is limited by worst-performing member
133
# I/O Groups
discretionary task
| Steiner
group members decide how to combine the contributions of individual members
134
# I/O Groups
heterogenous groups works best on
complex tasks/tasks that require creativity
135
# I/O Groups
Social Loafing
Social loafing is the tendency of an individual to exert less effort when acting as a member of a team than when working alone.
It can be alleviated by ensuring that the individual's contribution is identified and rewarded. (additive)
136
# I/O Groups
social facilitation/inhibition
* when the presence of others increases/decreases performance
* facilitation more likely when task is simple, inhibition when task is complex
137
# I/O Groups
stages of group development
forming, storming, norming, performing, adjourning
138
# I/O Groups
forming, storming,
* **forming**- members become acquainted and establish ground rules
* **storming**- members resist the control of group leaders
139
# I/O Groups
norming, performing, adjourning
* **norming**- members accept the group, establish ground rules, develop close relationships
* **performing**- focused on getting the job done
* **adjourning**- group disbands b/c job done
140
# I/O Groups
centralized vs decentralized networks
* **centralized**- everything must pass through one person, best for simple tasks
* **decentralized**- information flows between members without going through a central person, best for complex tasks
141
# I/O Decisions/Conflicts
rational economic
| Simon
decision makers attempt to maximize benefits by systematically searching for the best decision or solution
142
# I/O Decisions/Conflicts
bounded rationality
| Simon
rational decision-making is limited by internal and external constraints so that decision makers often **satisfice** rather than optimize (i.e., they consider decisions or solutions until a fairly good one is encountered and then stop searching due to limited time and resources).
143
# I/O Decisions/Conflicts
groupthink
| Janis
* Groupthink occurs when the desire of group members for **unanimity** and cohesiveness overrides their ability to realistically appraise or determine alternative courses of action.
* It can be alleviated when the group leader **encourages dissent**, has someone play devil's advocate, and **refrains** from stating his/her decision or solution too quickly.
144
# I/O Decisions/Conflicts
group polarization
Group polarization is the tendency of groups to make more **extreme decisions** (either more conservative or more risky) than individual members would have made alone.
145
# I/O Decisions/Conflicts
risky shift
group polarization when they go the risk direction
146
# I/O Decisions/Conflicts
brainstorming
* no judgment
* poor evidence for brainstorming to be effective
* better when group members are heterogenous in skills, comfortable with each other
147
# I/O Decisions/Conflicts
functional vs dysfunctional conflict
functional improves productivity, dysfunctional interferes with communication and performance
148
# I/O Decisions/Conflicts
bargaining/negotiation
* must be seen as a "win-win" by both parties
149
# I/O Decisions/Conflicts
Mediation
* if bargaining deadlocks
* mediator has no formal power, cannot impose a settlement
* goal is to clarify and communicate
150
# I/O Decisions/Conflicts
arbitration
* **binding** - two sides agree to accept settlement
* **voluntary**- they agree to the process, not necessarily the outcome
* **conventional**- arbitrator chooses a solution
* **final offer**- arbitrator must select a final offer made by a disputant
151
# I/O Change & Development
force-field analysis
| Lewin
* unfreezing
* changing
* refreezing
152
# I/O Change & Development
QWL
| Quality of Work Life
* employee empowerment
* set their own goals, make their own decisions
* focused on lower-level employees
153
# I/O Change & Development
QC
| quality circles
A quality circle consists of a small **voluntary** group of employees who work together on a particular job and meet regularly to discuss job-related problems and solutions.
Representatives of the quality circle then present their solutions to management.
| improves employee attitude, no effect on job performance
154
# I/O Change & Development
SMWT
| self managed work teams
* trained in team think
* making hiring, budget decisions that were previously made by managers
155
# I/O Change & Development
Process consultation
Process consultation is an organizational development intervention in which a **consultant** helps members of the organization perceive, understand, and **identify ways of improving the processes** that are undermining their interactions and the organization's effectiveness.
| focuses on behaviors instead of attitudes
156
# I/O Change & Development
survey feedback
| data collection, feedback, action planning
* collection- interviews **all** employees to identify issues
* survey results discussed in small groups, led by a group member- to pinpoint specific problems
* plan for overcoming identified issues
157
# I/O Change & Development
TQM
| total quality management
* focused on customer satisfaction, employee involvement, continuous improvement
* often not implemented effectively, employees allowed to suggest things to management, but not to actually make decisions
158
# I/O Change & Development
internal change agent/external change agent
* internal knows culture, norms, power structure, but is too close to view things objectively
* external is able to see things more objectively, but is less familiar
159
# I/O Change & Development
rational empirical strategy
| Chin & Benne
* people are rational
* they will not resist change when they realize they can benefit
160
# I/O Change & Development
normative-re-educative strategy
| Chin & Benne
peer pressure and sociocultural norms are potent forces of change
161
# I/O Change & Development
power-coercive strategy
| Chin & Benne
using power and legitimate authority to coerce employees to comply
162
# I/O Change & Development
organizational justice
procedural, distributive, interactional
163
# I/O Change & Development
procedural justice
fairness in execution of procedure and policy
164
# I/O Change & Development
distributive justice
fairness in outcome of procedure and policy
| NOT $$
165
# I/O Change & Development
interactional justice
how people feel about the quality and content of person-to-person interactions
166
# I/O Change & Development
personnel assessments
collect individual data
167
# I/O Org Culture
National Culture
| Hofstede
Power Distance, uncertainty avoidance, individualism, masculinity, long-term orientation
168
# I/O Org Culture
Power Distance, uncertainty avoidance, [ ], masculinity, long-term orientation
| Hofstede
individualism
169
# I/O Org Culture
org culture levels
| Schein
* observable artifacts
* espoused beliefs and values
* basic underlying assumptions
170
# I/O Org Culture
basic underlying assumptions can become
| Schein
cognitive defense mechanisms
171
# I/O Org Culture
P-O fit
* Good fit only has small impact on productivity
* achieved through a selection and socialization process
172
# I/O Human Factors
Yerkes Dodson
relationship between arousal and performance is an inverted U
173
# I/O Human Factors
demand-control model
| Karasek
job demand and job control are the **primary contributors** to job stress. Jobs associated with the highest levels of stress are characterized by a combination of high job demand and low job control and include machine-paced jobs and service jobs.
174
# I/O Human Factors
work-family conflict
* more stressful for women than men
* some women find work improves both- "work-family enrichment/enhancement" "positive spillover"
175
# I/O Human Factors
person-machine fit
issues with work used to be attributed to a person not "fitting" with the machine they work on
176
# I/O Human Factors
ADA
* pre-employment procedures must be directly related to job requirements
* reasonable accomodations must be made
* medical exam can be requested only if job related
* drug testing is allowed both before and after hiring
177
# I/O Human Factors
compressed workweek
* fewer days, more hours
* does **not** have an impact on job performance/absenteeism
178
# I/O Human Factors
flextime
* gives people a choice when to work
* **does** have a positive effect on productivity, job satisfaction
179
# I/O Human Factors
Shifts
* grave shift is worst fixed shift for errors/accidents
* swing shift is worst shift for family roles, social activities
* grave shift is okay if people *choose* it
