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EPPP 2014 > I/O > Flashcards

I/O Flashcards

0
Q

What are the effects of flex time?

A

Positive effects: increase in job satisfaction and satisfaction with work schedule; increase in productivity; decrease in absenteeism

Unclear results on performance

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1
Q

What are the effects of the compressed work week?

A

Positive effects: boss’ ratings of sub performance; job satisfaction

No effects: absenteeism; objective measures of performance; productivity is UNaffected

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2
Q

What are the methods of job analysis?

A

Interviews
Questionnaires (PAQ-Position Analysis Questionnaire)
Observation
Work diaries

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3
Q

What are the elements of the PAQ?

A 
Information input
Mental processes
Work output
Relationships with others
Job context
Other job characteristics
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4
Q

What are the two types of performance evaluations?

A

Objective: direct, quantitative
Subjective: rely on judgment of rater
*Personnel Comparison Systems (paired comparison or forced distribution)
*Critical incidents
*BARS
*Behavioral-Observation Scales (BORS) -like BARS but with frequency
*Forced choice checklists

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5
Q

What is the most valid predictor of job performance?

A

Cognitive ability tests
Bio data: nearly as good as cognitive tests; predicts turnover
Job knowledge tests are good predictors, increase as job complexity increases
Work samples: better for motor skills than verbal; less discriminatory
Interviews: moderately accurate, better when structured
Assessment centers: used for management jobs; high validity coefficient, but also high criteria contamination and $$$
personality tests: conscientiousness most accurate predictor of job performance (out of Big 5)
interest tests: low validity; good for vocational counseling
Integrity tests: low validity for predicting job performance

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6
Q

What is incremental validity?

A

+ hit rate - base rate
OR
use Taylor-Russell tables: based on validity coefficient (large is good), base rate (moderate is good), and selection ratio (low is good).

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7
Q

What are Holland’s 6 personality and environment types?

A 
Realistic: tools/machinery
Investigative: analytic, curious
Artistic: original
Social: works with others
Enterprising: manipulates others for organizational gain
Conventional: data, records, materials
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8
Q

What are Super’s stages of career/life theory?

A

Growth (0-15 yrs): develop capacities and interests
Exploration (15-24): narrow career choices, occupation exploration, self examination
Establishment (25-44): permanent place in field
Maintenance (45-64): continue established patterns; maintain status
Decline (65+): decrease output; find nonvocational satisfaction; modify self-concept

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9
Q

What are 9 roles of Super’s Life Career Rainbow?

A

Child, student, worker, partner, parent, citizen, homemaker, leisurite, pensioner

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10
Q

What is Theory Z?

A

Takes the best elements of Theory A (American) and Theory J (Japanese) work ethics and combines them.

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11
Q

What is Houses’s Path Goal Theory of motivation?

A

Workers will increase satisfaction and motivation if leader is helping them set and achieve their goals.

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12
Q

What are House’s types of leaders?

A

Instrumental (directive): give specific guidelines/rules, structured
Supportive: establish supportive relationships
Participative: include workers in decisions
Achievement-oriented: set challenging goals, encourage high level of performance

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13
Q

What are Hersey & Blanchard’s 4 styles of situational leadership?

A

Telling
Selling
Participating
Delegating

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14
Q

What is the “telling” style?

A

HIGH in task orientation
LOW in relationship

Good for employees with low ability and low responsibility

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15
Q

What is the “selling” style?

A

HIGH in task orientation
HIGH in relationship

Good for employees with low ability and high responsibility

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16
Q

What is the “participating”style?

A

LOW in task orientation
HIGH in relationship

Good for employees with high ability and low responsibility

17
Q

What is the “delegating” style?

A

HIGH in both

Good for employees high in both

18
Q

What is the best style of leader, according to Hersey & Blanchard?

A

Depends on the “job maturity” of the subordinates.

Job maturity=ability + responsibility

19
Q

What are the two types of leaders? What are their characteristics?

A

Transformational: charismatic influence, inspirational motivation, intellectually stimulating, change-focused, creates a vision, activates workers’ higher-order needs

Transactional: focus on stability, motivate with rewards, promises, threats, punishment

20
Q

What is Vroom & Ywtton’s decision making model?

A

Autocratic
AI: don’t consult subordinates; make decisions on own
AII: do get info from subs; make decisions on own

Consultative
CI: discuss with individual subordinates, but make decision on own
CII: discuss with subs as a group, then make decision on own

GII: (group decision) discuss with group, decide as a group thru consensus

***use a “decision tree” to choose best model

21
Q

What are the stages of Organizational Development (OD)?

A

Entry – identify problem
Contracting – terms and conditions
Diagnosis – assess problem, collect data ( interviews, questionnaires)
Feedback – give diagnostic info
Planning – develop corrective action plan
Intervention – plan implemented
Evaluation – assess progress

22
Q

What are the hallmarks of OD intervention?

A 
Systems approach (entire organization)
Involves everyone
Support of top management
Change is planned and long-term
Uses an internal or external change agent
23
Q

What is QWL?

A

Quality of Work Life
OD intervention
Increases satisfaction, motivation, commitment
Examples: job restructuring, QCs ( quality circles)

24
Q

Name OD interventions. Are they effective?

A

QWL
Organization surveys: increased job satisfaction, helps resolve problems
Process consultation: process between team members–focus on communication, decision-making, conflict resolution, individual roles in groups
Organizational change strategies: used for overcoming resistance to change
*empirical-rational–>give them info
*normative-reeducative –> change attitudes/relationships
*power-coercive –> reward, punish, authority

25
Q

What are the 2 types of decision making models?

A

Rational-economic
Look for optimal solution, search all possible solutions, weigh all alternatives “MAXIMIZING”
Need: time, all info, unbiased

Administrative
Evaluate solutions as they become available
Select first minimally acceptable solution “SATISFICING”

26
Q

What are 5 decision making styles?

A

Decisive: satisficing, unifocus (speed, efficient, inflexible, short sighted)
Flexible: satisficing, multifocus (speed, but flexible)
Hierarchical: maximizing, unifocus (all info, single plan of action)
Integrative: maximizing, multifocus (all info, variety of solutions)
Systemic: combo of hierarchical/integrative (maximizing, sometimes unifocus, sometimes multifocus)

27
Q

What is prospect theory?

A

Based on loss aversion: people are not adverse to risk, they are adverse to LOSS.
They will take a risk to avoid loss OR recover from a loss

28
Q

WhAt is McClelland’s need for achievement?

A

Need for achievement (nAch) is primary motivator
(nPOW) need to control others, status, prestige
(nAFF) need for affiliation, interpersonal relationships, avoids conflict and criticism

29
Q

What is Herzberg’s 2-factor theory?

A

Motivation and satisfaction depend on hygiene factors and motivators

Hygiene: basic needs (salary, benefits, relations with coworkers)
When absent=dissatisfied; present=no effect

Motivators: responsibility, decision-making, growth
When absent=no effect; present=satisfied and motivated

30
Q

What is Locke’s goal-setting theory?

A

Goals have 2 purposes: motivation, direct behavior
Must have conscious acceptance and commitment to goals
Goals should be specific and MODERATELY difficult, with frequent feedback
-––——–
MBO (management by objective)
Manager and employee agree on specific, measurable goals, time perios, then evaluate

31
Q

What is equity theory?

A

Workers assess input/output and compare to others

Outcome justice–>fairness of outcomes
–vs–
Procedural justice–>how outcomes were determined

32
Q

What is expectancy theory?

A

Effort=performance—>outcomes—>desirability of outcomes

Expectancy) (Instrumentality). (Valence

33
Q

According to Fiedler, what is a high LPC leader?

A

Relationship-oriented leader
Describes LPC in positive terms
**most effective in MODERATELY favorable situations

34
Q

According to Fiedler, what is a low LPC leader?

A

Task motivated leader
Describes LPC in negative terms

***most effective in VERY favorable or very UNfavorable situations

35
Q

types of group tasks

A

additive: depends on sum effort
conjunctive: restricted by performance of WORST member
disjunctive: depends on performance of BEST member
compensatory: average of members’ efforts

36
Q

In selection procedures, the rate of job-performance success employees would show if they were hired without the use of a given selection procedure is called…

A

base rate

37
Q

A rating system in which the rater is required to distribute employees into a limited number of pre-determined categories (e.g., top 10%, bottom third), based on their performance relative to other employees.

A

forced distribution system

38
Q

What is job analysis used for?

A

Used to develop job selection measures, performance appraisals, and job descriptions.

39
Q

occurs when a worker displaces past or present personal problems onto a situation at work. It is thus, analogous to transferance in psychotherapy.

A

Theme interference

EPPP 2014 (7 decks)

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