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EPPP > I/O > Flashcards

I/O Flashcards

1
Q

Adam’s Equity Theory

A

compares ratio of input/output outcomes with others

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2
Q

Additive tasks

A

individual performances are added to a combined effect

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3
Q

Adverse impact

A

% of minorities selected >= 80% of non-minorities selected

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4
Q

Alderger’s ERG Theory

A

3 needs: existence, relatedness, growth

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5
Q

Arbitration

A

third party acts as judge

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6
Q

BARS

A

Beh Anchored Rating Scales, based on critical incidents

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7
Q

base rate

A

rate of successful hiring without a given selection procedure

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8
Q

Biographical Inventory (BIB)

A

applicants life in detail and corr with (un)desirable work beh

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9
Q

BOS

A

Beh Observation Scale, extent engages in every beh

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10
Q

Cognitive Resource Theory

A

Compares directive vs non-directive leadership on various factors

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11
Q

common reality

A

what the individual is told to do

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12
Q

Conjunctive tasks

A

outcome limited by least effective member

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13
Q

Contrast effect

A

ratings of candidates affected by previous candidate

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14
Q

Critical incident technique

A

ascertaining the actions for success and failure

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15
Q

Differential validity

A

test more valid in predicting for one group than the other

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16
Q

Disjunctive tasks

A

outcome affected by most effective member

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17
Q

Distributive negotiation

A

parties claiming part of the pie

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18
Q

Fiedler’s Contingency (LPC) Theory

A

High LPC (relationship) - effective in moderate, Low LPC (task) - effective in extreme

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19
Q

Forced Choice

A

choose between two equally pos or neg choices

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20
Q

forced distribution

A

distribute employees into perdetermined categories

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21
Q

Griggs vs. Duke Power Company

A

biases in testing in industry

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22
Q

Groupthink

A

group members think alike and lose critical eval capacities due to pressure to conform

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23
Q

Hawthorne effect

A

a change in behavior that results from being observed, focused on psychologial factors

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24
Q

Hersey & Blanchard’s Situational Leadership

A

looks at employees’ readiness to perform (telling, selling, participating, delegating)

25
Q

Herzberg’s Two-Factor Theory

A

Motivator-Hygiene Theory, lower vs higher level needs, job enrichment vs enlargement

26
Q

Holland’s Typology

A

Realistic, Investigative, Artistic, Social, Enterprising, Conventional

27
Q

House’s Path-Goal Theory

A

increase personal payoffs and smoothens the paths to the payoffs

28
Q

In-basket technique

A

promotion assessment, after vacation problems

29
Q

Integrative/principled negotiation

A

attempting to enlarge the pie

30
Q

Job analysis

A

description (tasks) + specification (requirements) + evaluation; determine salary

31
Q

Job evaluation

A

process to determine the financial worth of a specific job to an organization

32
Q

Krumboltz’s Social Learning Theory

A

Career choices are made through modeling and reinforcement

33
Q

Locke’s Goal Setting Approach

A

specific, intermediate, feedback, self-efficacy, accept goals

34
Q

Lower level needs

A

hygiene factors, not met-dissatisfaction

35
Q

MBO (Management by Objectives)

A

goal setting and performance review

36
Q

McClelland’s Acquired Needs Theory

A

nAch, nAff, nPower

37
Q

organizational justice

A

distributive justice, procedural justice, interactional justice

38
Q

personal athoritiative reality

A

what feels right to do

39
Q

QCC (Quality Control Circle)

A

improving quantity and quality of production

40
Q

QWL (Quality-of-work-life)

A

improving extrinsic and intrinsic factors related to satisfaction

41
Q

rational-economic model (classical decision)

A

examines all possible solutions before choosing one

42
Q

relative methods

A

comparing employees with one another

43
Q

Response polarization

A

people in groups become more extreme in their views

44
Q

Ringelmann effect (social loafing)

A

work less hard in group settings as compared to individual settings

45
Q

Risky shift

A

people make riskier decisions in group settings

46
Q

Schein’s Career Anchor Theory

A

autonomy, security, technical, managerial, entrepreneurial, service, challenge, life style

47
Q

Super’s Career Rainbow

A

Growth-> Exploratory-> Establishment-> Maintenance-> Decline

48
Q

Theory X

A

scientific management approach, workers are lazy

49
Q

Theory Y

A

human relations approach, workers are industirous and find satisfaction with their work

50
Q

Theory Z

A

Japanese management strategies: loyalty, non-specialized career path, group decision

51
Q

Tiedeman & O’hara’s Theory

A

Career development focuses on differentiation and integration

52
Q

Transactional leaders

A

more traditional, influences through emotionless exchanges

53
Q

Transformational leaders

A

broaden and elevate goals or subordinates, utilize charisma

54
Q

Unfairness

A

minorities and non-minorities score diff but perform similarly

55
Q

Upper level needs

A

motivators/satisfiers, met-satisfaction

56
Q

utility analysis

A

benefits generated from an intervention

57
Q

vestibule training

A

simulation of work conditions

58
Q

Vroom & Yetton’s Normative Model

A

extent to which the leaders allow subordinates to participate in decision making

59
Q

Vroom’s General Expectancy Theory (VIE)

A

behave in how they expect rewards to follow - expectancy, instrumentality, valence

EPPP (7 decks)

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