I/O Flashcards

1
Q

Comparable Worth

A

has been applied, primarily to the gender gap in wages.

Used to establish pay equity across different jobs that requires similar abilities, but have traditionally been performed by men or by women.

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2
Q

What are the 4 requirements of Total Quality Management (TQM)

A

DICE
- Data-driven decision making
- Continuous Improvement
- Customer satisfaction
- Total Employee involvement

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3
Q

Techniques implemented in TQM

A
  1. Quality Circles- small group meetings to discuss quality, productivity and solutions
  2. Benchmarking- Measuring product against competition
  3. Six sigma- Practices used to analyze defects, problem solve and project management.
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4
Q

What is the Taylor-Russell tables used for?

A

To obtain an estimate of a predictor’s incremental validity for various combinations of:
- criterion-related validity coefficients
- base rates
- selection ratios

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5
Q

What is the purpose of realistic job preview?

A

To reduce employee dissatisfaction and turnover.

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6
Q

Dawis and Lofquist’s theory of work adjustment

A

Divided into satisfaction and satisactoriness.

SATISFACTION refers to the EMPLOYEE’s satisfaction with the job and its ability to match employees needs and reinforcers provided by the job.

SATISFACTORINESS refers to the EMPLOYER’s satisfaction with the employee and how well the employee’s skills match the skill requirement of the job.

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7
Q

According to Janis, what elements should group leaders include in a meeting to reduce the risk of group think?

A
  1. Encourage members to express opinions
  2. Appointment a member to play devil’s advocate
  3. Remain neutral in the beginning of a discussion
  4. Bring in outside opinions
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8
Q

What’s the difference between job analysis and job evaluation?

A

JOB ANALYSIS is asking what the job is all about and includes KSAO’s and a PAQ in order to evaluate employee confidence.

JOB EVALUATION is asking what the job is worth. ($$$)

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9
Q

What are the two types of subjective measures?

A

Relative rating scales and absolute rating scales.

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10
Q

What is the difference between RELATIVE rating scales and ABSOLUTE rating scales?

A

RELATIVE RATING SCALES compare workers to each other, such as paired comparisons and forced distribution methods.

ABSOLUTE RATING SCALES evaluate employees ONLY and do not compare employees with each other by using critical incident techniques, graphic rating scale, and behavioral anchored rating scale (BARS.)

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11
Q

What’s the purpose of a utility analysis?

A

Utility analysis is used to obtain information on the monetary value (ROI) of a selection test, training program, or other employment practice.

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12
Q

What did the 1950s study in Ohio State determine about the distinctions of leaders behavior?

A

To leader behavior styles were identified:

  • HIGH IN INITIATING STRUCTURE were task oriented and focus on performance goals
  • HIGH IN CONSIDERATION were people oriented leaders and focused on fostering trust and respect of subordinates.
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13
Q

What was the focus of Taylor’s Scientific Management Model

A

The models focus was about maximizing, organizational efficiency and productivity. The time-and-motion studies were used when developing this model.

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14
Q

Two main type of integrity tests to use for selection decision making

A

Overt and personality based.

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15
Q

What is the ideal bureaucracy described by Weber?

A

An ideal bureaucracy is characterized by:
1. A division of labor.
2. Hierarchy of authority.
3. Clear rules and procedures.
4. Impersonal relationships based on position
5. Selection of promotion decisions, based on an applicants or employees technical confidence.

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16
Q

Describe McGregor‘s theory Y

A
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17
Q

Describe Feidler’s contingency theory

A

The effectiveness of a leader in achieving high group performance depends on the leader’s motivational system and the degree to which the leader controls and influences the situation

High LPC & Low LPC

“The fiddler played the high note and the low note.”

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18
Q

Describe Katz and Kahn’s open system theory (OST)

A

Looks at the relationships between the organizations and the environment in which they are involved. This focus reflects on organizations’ ability to adapt to changes in environmental conditions.

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19
Q

What is the halo error?

A

The halo error occurs when how an employee is rated on one dimension of job performance affects how the employee is rated on all other dimensions.

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20
Q

What does Donald Super’s life-career rainbow depict?

A

Life stages and major life rolls

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21
Q

Define the leader-member exchange theory

A
  • effective leadership and subordinate outcomes are determine by the interactions between the leader and the subordinate
  • subordinates are treated as in-group or out-group members based on whether or not the leader perceives them as being confident, trustworthy, and willing to assume responsibility.
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22
Q

What is the gist of Hertzberg’s two factor theory?

A

It factors in hygiene factors, which are about pay benefits and work conditions, and motivator factors, which are about opportunities for autonomy responsibility in advancement. Motivating factors do not cause the satisfaction when they’re inadequate, but contribute to satisfaction motivation when they’re adequate.

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23
Q

Equity Theory of motivation

A

Has to do with employees perception of fairness.

Input/output ratios are similar.

Motivation increases when one perceives fairness is high and decreases when one perceives fairness is low.

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24
Q

Goal-setting theory

A

Goals that are clear, specific, and challenging, are more, motivating than vague goals or easy goals.

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25
Q

Situational leadership theory

A

Pace close attention to the changing needs of the team, task, and organization.

D1 employees have low confidence and high commitment
D2 low to some confidence, low commitment,
D3, moderate high confidence, variable commitment
D4 high confidence, high commitment

S1 employees need directing. They are a high directive and low supportive behaviors.
S2 need coaching
They are high directive and high supportive behavior from their employer
S3 need supporting
low directive show, high supportive behaviors
S4 need delegating
They need low direction and low support.

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26
Q

In the full scope evaluation model what are the differences between the four types of training program evaluation

A

Formative gathers information that can be used to improve the program conducted before or mid programs implementation.
summative conducted near at the end of a program and are intended to show if the program has achieved its intended outcomes.
confirmative a.k.a. “impact evaluations“ analyze data to show the ultimate , often broader range, and longer lasting effects of a program.
meta-evaluation a.k.a. “process, evaluations“ seek to understand what’s actually going on in a program and if intended service recipients are receiving the service they need.

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27
Q

Tiedeman’s career decision-making model

A

Views vocation identity development as an ongoing decision-making process that’s linked to Erikson’s stages of ego identity development.

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28
Q

What are the components of a company’s needs analysis?

A

Needs analysis is used to identify training needs. It often includes:
- organizationanalysis
- task analysis
- person analysis
- demographic analysis

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29
Q

What is downsizing survivor syndrome?

A

It is a sense of unfairness and reduction of trust caused by the organizations violation of the psychological contract between employer and employee.

Psychological contract means the unwritten expectations that employees and employers have about the responsibilities and obligations to each other.

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30
Q

In regards to leadership style, what conclusions have been drawn about the effects of consideration and initiating structure on job outcomes?

A

High level of consideration is more important for satisfaction

high level of initiation structure is more important for performance

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31
Q

How is the paired compares in technique perform what is its disadvantage?

A

Technique requires the rater to compare each employee to all other employees on each detention of job performance.

*Disadvantage** is that it can be very time consuming to use when there are many employees to rate.

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32
Q

Goal-setting theory

A

When supervisees participate in setting their own performance goals, the goals tend to be more difficult than the goals the supervisor would have set alone.

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33
Q

Hersey and Blanchard’s situational leadership theory

A

Distinguishes between 4 L ship styles (telling, selling, participating, delegating) and proposes at the best style depends on a worker, motivation and ability.

34
Q

Houses path-goal theory

A
35
Q

Vroom-Yetton-Jago’s leadership model

A
36
Q

What is the purpose of quality circles?

A

QCs are small groups of employees who volunteer to meet regularly to identify problems and methods for resolving them. The employees then provide management with recommendations for alleviating the identified problems.

37
Q

What are the 4 core components of transformational leadership?

A

Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration.

38
Q

Super’s Career Development Model

A

A person’s self-concept develops throughout the lifespan.

It influences and is influenced by the career development process and is the major determinant of a persons career decisions.

39
Q

What is the best predictor of job performance across different jobs and different measures of job performance?

A

General mental ability tests.

40
Q

What are the four factors that Krumboltz proposes are part of a person’s career decision-making process?

A

GELS- They GEL(S) in their profession.

  1. Genetic endowment and special abilities
  2. Environmental conditions and events
  3. Learning experiences
  4. Task approach skills
41
Q

Under theories of motivation, what are the five core job dimensions identified in the job characteristics model by Hackman and Oldman?

A

Skill variety
task identity
task significance
autonomy
feedback

42
Q

What is the purpose of technostructural interventions?

A

They focus on an organization’s technology or structure and include:

Business process reengineering
Downsizing
Job enrichment
Alternative work schedules

43
Q

What did Judge, piccolo, and Ilie’s meta-analysis on leadership style find?

A

High levels of consideration was linked to subordinate satisfaction and motivation.

High level initiation of structure was linked to leader and group performance.

44
Q

Central tendency bias

A

When a raider uses the middle of the rating scale and writing all employees, regardless of their actual performance.

45
Q

What is frame-of-reference training?

A

It’s used for two things:

  1. to ensure that trainees understand the multidimensional nature of job performance and the organization’s expectations.
  2. Gives trainees opportunities to practice rating and receiving feedback about the rating accuracy.

Is considered more effective than training that focuses on rater biases.

46
Q

What did longitude no research find out about job satisfaction of individuals?

A

That a person‘s level of job satisfaction tends to be the same over time even when he/she changes jobs and careers.

47
Q

What’s the difference between summative and formative evaluations?

A

Formative assessments take place during a course and are used to improve the effectiveness efficiency of a program while

summative assessments are final evaluations at the end of the course are used to measure the success of the program or the learning of students.

48
Q

What are the three categories that the Kuder occupational interest survey?
(KOIS)

A

Occupational Scales
College Major Scales
Vocational Interest Estimate

49
Q

What is the purpose of a utility analysis in employee selection and evaluation of techniques?

A

It’s used for evaluating the economic return of investment of human resource interventions, such as staffing and training.

50
Q

A common selection test used to conduct a utility analysis

A

Brogdon-Cronbach-Glasser formula

51
Q

What is adverse impact?

A

A type of unfair discrimination that is a result of using a type of personnel selection method that has a negative affect on a protected population within the entire population.

52
Q

Test unfairness

A

Occurs when members of one group consistently score lower on a selection test, but the score difference is not reflected in the measures obtained during actual job performance.

53
Q

Test unfairness

A

Occurs when members of one group consistently score lower on a selection test, but the score difference is not reflected in the measures obtained during actual job performance.

54
Q

Differential validity

A

Occurs when a selection test has significantly different validity scores of members of different groups.

Example: when the criterion-related validity coefficient is .70 for men but .20 for women.

55
Q

What is the 80% rule used for in a selection test and how is it calculated?

A

It’s a method for determining if the selection test is having an adverse impact.

Example: if the hiring rate for white applicants is 70%, the minimum hiring rate for African-American applicants is 56%. (.70 times .80 = .56)

56
Q

What is the 80% rule used for in a selection test and how is it calculated?

A

It’s a method for determining if the selection test is having an adverse impact.

Example: if the hiring rate for white applicants is 70%, the minimum hiring rate for African-American applicants is 56%. (.70 times .80 = .56)

57
Q

What is the “Uniform Guidelines?”

A

It’s also known as the “80% rule” or the “4/5 rule” and is a method for determining if a selection test is having an adverse impact.

58
Q

What is the “Uniform Guidelines?”

A

It’s also known as the “80% rule” or the “4/5 rule” and is a method for determining if a selection test is having an adverse impact.

59
Q

What is BFOQ and what does it mean?

A

Bona fide occupational qualification. It’s an employment procedure or requirements that is necessary for maintaining normal business operations. It applies to gender, age, religion, and national origin, but NOT race.

60
Q

Group polarization

A

The tendency for an entire group to make a more risky or more cautious decision than individual group members would make alone.

61
Q

In it’s original version, which leadership model used a decision tree and what is now used in the current version?

A

Vroom-Yetton-Jago’s leadership model provided a decision tree, but now uses a decision matrices.

62
Q

Four career concepts identified by Driver and Brousseau

A

Linear
Expert
Spiral
Transitory

Brousseau was an expert Driver in the transitory system in that he could drive both linear and spiral pathways.

63
Q

What is the problem with forced distribution method of performance assessments?

A

The pre-specified performance categories may not match the actual performance of the employees.

64
Q

What are motivators and demotivator and Hertzberg’s to factor theory?

A

Demotivators relate to the first two parts of the need hierarchy.

Motivators are the higher portion of the hierarchy.

65
Q

What are the aspects of hardiness?

A

When individuals have a sense of: Control over their own lives
Commitment to family and work
View new experiences as challenges rather than threats.

66
Q

Kirkpatrick evaluation model covers for levels of a training program. List the levels from least to most informative. 🍀

A

Reaction
Learning
Behavior
Results

67
Q

What are the two phases of Tiedeman’s career decision-making model?

A

Anticipation phase includes exploration crystallization Choice and clarification stages.

Implementation phase includes induction, reformation and integration stages.

Remember: Tiedeman’s TWO anticipates and implements

68
Q

Krumboltz’s social learning theory of career decision-making

A
  1. Genetic endowment
  2. Environmental conditions
  3. Learning experiences
  4. Task approach skill
69
Q

What is the needs analysis used for?

A

It’s used to identify training needs.

70
Q

What is the difference between halo error/effect and criterion contamination?

A

Halo refers to liking everything the person does even if he only demonstrated doing one thing well. Criterion contamination has to do with measuring irrelevant information.

71
Q

List and describe the three types of organizational commitment styles

A

Affective commitment – employees emotional attachment to the organization

Continuance commitment– employee feels stuck at the job because of financial reasons or lack of job opportunity

Normative commitment– when employee is loyal to the organization, feels obligated to stay with it

72
Q

What are the components of Simon’s bounded rationality model?

A

Proposes that rational decision-making is limited by:

  • time restrictions
  • insufficient information
  • cognitive limitations of the decision maker.
73
Q

What are the three contributing factors to job satisfaction?

A

Self esteem
Affective disposition
Genetic predisposition

74
Q

What is one moderating variable between jobs satisfaction, and performance?

A

The relationship between satisfaction and performance is stronger when pay and other reinforcers are closely linked to performance.

75
Q

Three types of organizational commitments and what are they and which ones tense to impact job outcomes the most?

A

Affective commitment – emotional attachment to the organization (and has the greatest impact on job outcome)

Continuance commitment- attached for financial reasons or lack of alternative opportunities

Normative Commitment is feeling obligated to stay

76
Q

Acquired Needs Theory

A

Need for achievement- motivated by accomplishing goals

need for power- motivated by opportunities to control and influence others did you gain status, prestige and recognition

need for affiliation-motivated to be liked and accepted by others

77
Q

Expectancy Theory (aka “VIE Theory “)

A

Describes job motivation as a result of three factors:

The worker believes that…

E (Expectancy)- Effort will lead to successful performance

I (Instrumentality)- Successful performance will result in certain outcomes

V (Valence)- What are the value of those outcomes for the worker.

78
Q

Factors to remember in Goal-Setting Theory

A
  1. Based on the idea, that workers are motivated to achieve goals if they accept and commit to the goals.
  2. goals that are specific and moderately difficult tend to lead to higher goal acceptance and commitment.
  3. When workers are provided immediate feedback about their accomplishments of goals this also tends to lead to higher goal acceptance and commitment.
  4. employer/employee collaborative goal setting is not necessary for goal commitment in certain circumstances like if you have a high achiever or the worker doesn’t want to accept the goal.
  5. Employees tend to set higher goals for themselves then what the employer sets for them.
  6. Group goals tend to result in better performance than individual goals.
79
Q

Name and define five types of leader power

A

Reward- Control of financial rewards
Coercive- Control over punishment
Legitimate- power given because of their formal positions, roles and titles.
Referent- Power because they’re respected and admired by subordinates.
Expert- Power because of their knowledge and expertise.

80
Q

Ohio State leadership studies found what about leadership qualities?

A

There are two types of leaders:

Initiating structure behavior
(Similar to Lewin’s “Autocratic Leadership” & “Commanding Leadership by Golman)

Consideration behavior
(Similar to Democratic, Affiliative, Coaching Leadership by Golman)

High Consideration and High Initiating Structure style results in best organizational outcome.

This study conflicted with the previous thought that people had to have leadership traits to be an effective leader.

High Initiating Structure= High productivity and Low job satisfaction (Compare to authoritarian parenting)

81
Q

What is the 4D model used for and what are the four stages in order?

A

The 4D model of appreciative inquiry describes organizational change as involving a cycle that consists of four stages.

Discovery
Dream
Design
Delivery/destiny

82
Q

Pros and cons of empirically derived biodata forms

A

PROS
- NOT susceptible to raider bias
- NOT difficult to score
- ARE valid predictors of job performance

CONS
- Lack face validity