I/O Flashcards
Discrimination can impact
hiring, evaluation, promotion
Griggs vs duke power company
unfair to use broad general testing for hiring, tests should measure necessary skills for the job
adverse impact
% of minorities selected = 80% of non-minorities selected
Unfairness
score diff on predictor, same on criterion. 2 parallel regression lines
Differential validity
sig. diff validity coefficients for diff groups on same test. Tests more predictive of criterion success for some groups than others. Research says it’s actually rare, mostly due to low sample size
Job analysis
describes nature of component tasks performed by workers in particular job. (e.g., wages, tools, education required, operations, safety hazards).. Provides data for determining wages, validating selection procedures
Data from interview, critical incidents,
job description
info re job tasks
job specification
info re job requirements
job evaluation
financial worth of job to org
Equal Employment Opportunity Commission
Uniform Guidelines of employment selection (using tests that adversely impact hiring/eval is discrimination, but can use if validated, has utility, and no alternatives available).
all employment procedures should be based on “job-related” criteria (informed by job analysis)
Biodata
3 kinds: standard application blank, weighted application blank (assigns weights), bio inventory (good predictors of job success)
interviews
worst criterion valudity, better when trained, multiple interviews.
Unstructured = high disagreement among interviewers
Difficulties with predictive validity
interviewer biases
first impression
negative information
contrast effect
interviewer prejudices
halo effect
personality tests
poor predictors of job performance
cog and aptitude tests
e.g., wonderlic personnel, typing tests
good predictors of job performance, might result in discrimination
interest tests
poor predictors of job performance, but can predict job satisfaction
test batteries
good predictor of job performance, almost always for upper management
work sample
content and criterion validity, more valid for minorities
assessment centre/situational testing
selection method where promotion candidates are placed in simulated work environments to observe/evaluate their responses to stress
can include work samples
6-12 people, interviews, exercises
v good criterion validity
in-basket technique
present with problem likely to happen when return from vacation, process info and make/justify decision
leaderless group discussion
discuss business problem, interactions observed for leadership quality and communication style
Multiple regression approach
compensatory approach
multiple cutoff
noncompensatory
multiple hurdle
noncompensatory. predictors applied in specific order, have to pass one to get to other one
Performance
ability, motivation, opportunity
ability
innate capacity and individual attribute. no gender diff, but women have lower expectations of ability
motivation
measured by work effort
opportunity
organizational support and other envionmental factors
Performance evaluation
objective - observable/quantifiable
subjective- ratings by others/self (straight rankings)
Comparative evaluation methods
straight ranking
forced distribution
paired comparison (everyone compared to each other in pairs)
Individual evaluation methods
graphic rating scales
behaviorally anchored rating scales (BARS) - based on critical incidents. problem: expensive and slow to develop, more hypothetical than everyday
Behavior observation scale (BOS) - extent to which they engage in every behavior
Forced choice - controls for halo, leniency/strictness effects
Behavior checklist - all adjectives apply
Management By Objectives (MBO)
mutual agreement on goals within certain time.
2 stages: goal setting, performance review
effective in increasing productivity and motivation
rater errors in evaluation
more serious than instrument errors
task-based rater biases (strictness set, leniency set, central tendency set)
ratee-based biases (halo error, personal biases)
recency bias
most influenced by recent behaviors
attribution error
poor performance attributed internally for workers I don’t like, externally for workers I do like
supervisors tend to rate employees higher when they
participated in the hiring decision
instrument errors
deficiency errors - excluding important aspects of jobs from evaluations
contamination errors - rating employee on non-important part of job
Improve ratings by
training raters with instrument, use multiple raters, do ongoing ratings throughout the year instead of annually, base performance on clear standards through job analysis
Frame of Reference training
train raters on clear criteria for good performance, common understanding of acceptable vs unacceptable performance
Non-participative training
passive.
programmed instruction, computer assisted instruction, simulation/vestibule training, job rotation,
transfer of training
overlearning (useful for infrequent/under stress tasks), identical elements between training vs work situation
Holland’s personality job-fit theory
better the fit, better satisfaction/success. Know self and work
RIASEC (realistic, investigative, artistic, social, enterprising, conventional)
everyone can get upto 3, 1st one is dominant personality type
Congruence, Consistency (prop. to stability in workplace), Differentiation (distinct/defined by one), environmental identity, vocational identity
Super’s life/career rainbow
Growth
Exploration (14-25)
Establishment (26-44)
maintenance (45-66)
Disengagement
career maturity
patterns determined by SES, opportunities, abilities
Explore self-concepts through vocation
career = combo of 8 life roles: son/daughter, learner, worker, spouse, friend, homemaker, parent, leisurite, citizen
Krumboltz learning theory
career choice based on genetics, social learning, environment, learning. Ppl choose careers based on learning through modeling and reinforcement
Tiedeman and Ohara career development theory
Differentiation, integration, self-awareness.
Decisions drive career choice
Anticipation, then Implementation/Adjustment
Schein’s career anchor theory
self-concept is anchor for future job decisions. 8 factors: autonomy/independence, security/stability, technical/functional competence, general managerial competence, entrepreneurial creativity, service to a cause, pure challenge, lifestyle.
scientific management leadership
workers are machines, increase productivity
Human relations leadership
Hawthorne studies on workers - psych factors more important than physical factors for productivity
Hawthorne effect - being watched increases productivity
Theory X, Y, Z
X - workers are lazy, need to be coerced
Y - workers find satisfaction in work, punishment unnecessary
Z - do what the Japanese do, lifelong employment, slow promotion and non-specialization, high levels of group decision making
Trait theories of leadership
universal traits for leadership - inconsistently supported by research.
Drive, leader motivation, honesty, confidence, emotional stability, high cog, knowledge of company and industry
authoritarian, democratic (best) and laissez-faire (worst) leaders
Fiedler contingency theory (LPC theory)
Least Preferred Colleague (LPC) - if rated high, leader is relationship-oriented. poor rating, task-oriented.
Situational control - how likely is task to be accomplished
High LPC leader - good in moderately good times
Low LPC leader - good in extremely good or bad times
Cognitive resource theory
whether directive vs non-directive leadership style would be effective depending on cog resources (ability of employees, stress levels, support for leader)
Vroom and Yetton’s Normative model
Decision-making for leaders - five styles of leadership, effectiveness of each depends on importance of decision, acceptability, and time required to make decision.
House’s path-goal theory
leader increase payoffs for employees, make paths to payoff clear/reduce barriers
4 types of leadership: directive, supportive, achievement-oriented, participative
Hershey and Blanchard’s situational leadership
readiness to perform. 4 types of leadership: telling, selling, participating, and delegating
Bass
Transactional vs transformative leadership
5 types of power for willingness to comply with employer requests
position (reward, coercive, legitimate), personal (referent, expert)
Decision making
Rational-economic/classical vs. administrative/satisficing (Herbert Simon, use for ambiguous problems)
Theories of motivation
Maslow (low research support)
Herzberg’s two-factor/Motivator-Hygiene theory (upper needs/satisfiers, lower needs/dissatisfiers/hygiene factors)
Job enrichment vs. enlargement
Enrich by building more satisfiers in (responsibility over planning), enlarge by adding variety of tasks w/o responsibility or autonomy
Alderfer’s ERG theory
needs for existence, relations, and growth. when frustrated, move toward previously met need. more research support than maslow’s
Mclelland’s acquired needs theory
Thematic Apperception Test
nACH - achievement
nAFF - affiliation
nPOWER
Needs acquired over time
General Expectancy Theory (Vroom’s VIE)
valence - value of reward
instrumentality - anticipation of reward
expectancy - expectation of success
Adam’s equity theory
social comparison theory, inequity is motivating, we adjut our beh based on things appearing fair
Locke’s goal-setting
Goals should be: specific, intermediate-high difficulty, get feedback, self-efficacy will increase performance, employees must accept goals
Reinforcement model
performance-contingent awards correlated with performance and satisfaction. Non-performance-contingent ones not linked.
Job satisfaction
feelings/attitudes we hold about job, pos and neg. 30-40% of it due to genetic factors
Pay and satisfaction
Maslow - pay meets safety needs, maybe also esteem needs
McClelland - diff functions for diff people, feedback for ppl with high nAch, source of control for high nPower, source of affiliation for high nAff.
Herzberg - good salary meets lower needs, merit pay meet upper needs and increase satisfaction
pos correlation, esp. fairness of pay
age and satisfaction
goes up with age
productivity and satisfaction
weak pos correlation
absenteeism
women have higher levels of absenteeism
less in small companies
older have more unavoidable absences, fewer avoidable absences
human factors approach
time and motion studies, operator-machine system
psychological approach
satisfaction and self-actualization - job enlargement/horizontal loading (increase satisfaction, not performance), job enrichment/vertical loading (increase both, decrease absenteeism/turnover)
Organizational structures
Traditional, project (grouped by specific products), team (grouped by reporting structure), multidimensional
Participative organizational style
people want to participate, workers are valuable resources because they have knowledge, people can develop knowledge and skills for decision-making
Quality of Work Life program
participative programs for improving QoWL. Teams meet weekly, improves satisfaction but not performance
Quality Control Circles
ways to improve product and production. may increase satisfaction but goal is production.
Workers must be given greater responsibility for work. Only affects organizational unit.
Organizational Development
focuses on total system changes and how to make it happen
Organization culture
beliefs, values, customs, behaviors of organization
Communication networks
Centralized (faster, good for simple proglems, one person in middle gets everything vs. de-centralized (greater satisfaction, slower)
Informal groups
sets norms/attitudes, social loafing/Ringelmann effect
forming, storming, norming, performing, adjourning
group tasks
additive, disjunctive (one good person’s perf effects outcome), conjunctive (one bad person’s perf limits outcome)
group effectiveness
group better at decision making than individual when problem has parts susceptible to division of labor, common goals more important than individual goals. 5-7 members ideal, even numbers for deliberation (eg.., juries)
Risky shift
groups make riskier decisions than individuals
response polarization
people in groups get more extreme in their views
groupthink
highly cohesive groups, lose critical evaluative functions
Temperature and humidity
when increase, production decrease
schedules
longer workday/workweek - lower productivity, even for the highly motivated
Compressed work weeks, flextime
mixed results
rest breaks
max effect at 4th hour and 8th hour of work, increase morale and productivity
shift work
decreased output and increased error at night
safety education
require practice, feedback, and reinforcement. safety incentive programs reduce occupational acccidents
