I/O Flashcards
Adam’s Equity Theory
compares ratio of input/output outcomes with others
Additive tasks
individual performances are added to a combined effect
Adverse impact
% of minorities selected >= 80% of non-minorities selected
Alderger’s ERG Theory
3 needs: existence, relatedness, growth
Arbitration
third party acts as judge
BARS
Beh Anchored Rating Scales, based on critical incidents
base rate
rate of successful hiring without a given selection procedure
Biographical Inventory (BIB)
applicants life in detail and corr with (un)desirable work beh
BOS
Beh Observation Scale, extent engages in every beh
Cognitive Resource Theory
Compares directive vs non-directive leadership on various factors
common reality
what the individual is told to do
Conjunctive tasks
outcome limited by least effective member
Contrast effect
ratings of candidates affected by previous candidate
Critical incident technique
ascertaining the actions for success and failure
Differential validity
test more valid in predicting for one group than the other
Disjunctive tasks
outcome affected by most effective member
Distributive negotiation
parties claiming part of the pie
Fiedler’s Contingency (LPC) Theory
High LPC (relationship) - effective in moderate, Low LPC (task) - effective in extreme
Forced Choice
choose between two equally pos or neg choices
forced distribution
distribute employees into perdetermined categories
Griggs vs. Duke Power Company
biases in testing in industry
Groupthink
group members think alike and lose critical eval capacities due to pressure to conform
Hawthorne effect
a change in behavior that results from being observed, focused on psychologial factors
Hersey & Blanchard’s Situational Leadership
looks at employees’ readiness to perform (telling, selling, participating, delegating)
Herzberg’s Two-Factor Theory
Motivator-Hygiene Theory, lower vs higher level needs, job enrichment vs enlargement
Holland’s Typology
Realistic, Investigative, Artistic, Social, Enterprising, Conventional
House’s Path-Goal Theory
increase personal payoffs and smoothens the paths to the payoffs
In-basket technique
promotion assessment, after vacation problems
Integrative/principled negotiation
attempting to enlarge the pie
Job analysis
description (tasks) + specification (requirements) + evaluation; determine salary
Job evaluation
process to determine the financial worth of a specific job to an organization
Krumboltz’s Social Learning Theory
Career choices are made through modeling and reinforcement
Locke’s Goal Setting Approach
specific, intermediate, feedback, self-efficacy, accept goals
Lower level needs
hygiene factors, not met-dissatisfaction
MBO (Management by Objectives)
goal setting and performance review
McClelland’s Acquired Needs Theory
nAch, nAff, nPower
organizational justice
distributive justice, procedural justice, interactional justice
personal athoritiative reality
what feels right to do
QCC (Quality Control Circle)
improving quantity and quality of production
QWL (Quality-of-work-life)
improving extrinsic and intrinsic factors related to satisfaction
rational-economic model (classical decision)
examines all possible solutions before choosing one
relative methods
comparing employees with one another
Response polarization
people in groups become more extreme in their views
Ringelmann effect (social loafing)
work less hard in group settings as compared to individual settings
Risky shift
people make riskier decisions in group settings
Schein’s Career Anchor Theory
autonomy, security, technical, managerial, entrepreneurial, service, challenge, life style
Super’s Career Rainbow
Growth-> Exploratory-> Establishment-> Maintenance-> Decline
Theory X
scientific management approach, workers are lazy
Theory Y
human relations approach, workers are industirous and find satisfaction with their work
Theory Z
Japanese management strategies: loyalty, non-specialized career path, group decision
Tiedeman & O’hara’s Theory
Career development focuses on differentiation and integration
Transactional leaders
more traditional, influences through emotionless exchanges
Transformational leaders
broaden and elevate goals or subordinates, utilize charisma
Unfairness
minorities and non-minorities score diff but perform similarly
Upper level needs
motivators/satisfiers, met-satisfaction
utility analysis
benefits generated from an intervention
vestibule training
simulation of work conditions
Vroom & Yetton’s Normative Model
extent to which the leaders allow subordinates to participate in decision making
Vroom’s General Expectancy Theory (VIE)
behave in how they expect rewards to follow - expectancy, instrumentality, valence
