I/O COPY

Question 1

Downsizing

Answer 1

A reduction in the size of the work force (e.g., middle management) and/or elimination of divisions or businesses in an attempt to reduce organizational costs.

Question 2

Career Anchor

Answer 2

Refers to a person’s self-perceived talents and abilities, basic values, motives and needs as they pertain to motivation and perception of their career. Schein states people are primarily motivated by one of eight anchors - technical/functional competence; general managerial competence; autonomy/independence; security/stability; entrepreneurial creativity; service/dedication to a cause; pure challenge; and lifestyle.

Question 3

Unstructured Interview

Answer 3

In job selection, an interview that has no fixed format, set of questions or procedure for scoring responses.

Question 4

Change Agent

Answer 4

An individual responsible for directing change within an organization. An existing member of the organization, who has a personal interest in the change effort is referred to as an internal change agent. An example of an external change agent would be an independent consultant.

Question 5

Realistic Job Preview

Answer 5

An accurate, unbiased description of a job and organization given to prospective employees by the organization. Designed to reduce turnover by decreasing disappointment and disillusionment.

Question 6

Consideration Structure and Initiating Structure

Answer 6

Using a style approach, the Ohio State leadership studies identified two independent behavioral dimensions of leaders: initiating structure (task-oriented) and consideration (relations-oriented). Previous studies of leader behavior had placed related dimensions along a single continuum of leadership ranging from employee to production-centered.

Question 7

Identical Elements

Answer 7

Refers to creating similarity between learning and performance environments to improve the transfer of training.

Question 8

Adverse Impact

Answer 8

A standard defined by the EEOC’s Uniform Guidelines, which is used to determine when a selection process might be discriminatory. An adverse impact against a minority group occurs when the hiring rate for that group is less than 80% of the hiring rate for the majority group.

Question 9

Interest Tests

Answer 9

As a selection tool, generally not good predictors of job performance but accurate in predicting job choice, satisfaction, and persistence.

Question 10

Satisficer

Answer 10

A decision-maker who relies upon the minimal amount of information necessary to choose one or more “good enough” solutions.

Question 11

Survivor Syndrome

Answer 11

May be experienced by employees who are not “downsized” and is characterized by guilt, anxiety, stress-related illnesses, depression, decreased organizational commitment and job satisfaction.

Question 12

Theory X versus Theory Y

Answer 12

Contrasting theories of management behavior and beliefs. Theory X managers assume that employees are lazy, must be motivated by external incentives, and must be closely controlled. Theory Y managers assume that, under proper circumstances, people are capable of self-motivation and autonomy.

Question 13

Maximizer

Answer 13

A decision-maker who uses all the time and resources necessary to consider all relevant information before making a decision.

Question 14

Work-Family Conflict

Answer 14

Conflict resulting from contradictory role demands and expectations. Can result in lower job and life satisfaction, psychological distress, and poor job performance.

Question 15

Human Relations Approach

Answer 15

A management philosophy that emphasizes the importance of social factors on job performance, satisfaction, and motivation.
Turn

Question 16

Goal-Setting theory

Answer 16

A theory of motivation that states that people are motivated to work toward goals they have consciously accepted and are committed to.

Question 17

Criterion Contamination

Answer 17

Occurs when a rater’s knowledge of an employee’s performance on a predictor biases how the employee is rated on a criterion. Criterion contamination produces an artificially high correlation between the predictor and criterion.

Question 18

Big Five

Answer 18

Core personality traits which have been identified by factor analysis. They are: extroversion, agreeableness, openness, emotional stability (sometimes referred to as it’s opposite “neuroticism”) and conscientiousness. Conscientiousness, being the only trait found to predict job performance and training success.

Question 19

Super’s Life-Career Rainbow

Answer 19

Model used in Super’s life-span, life-space theory to communicate the personal (values, interests, etc.) and situational (e.g., community, school, and social policies) determinants that influence when and how people play particular life roles and the degree of importance any life role holds within the five life stages. In career counseling, it helps a counselee discern the impact of current and future stages and roles on career development.

Question 20

Combining Predictors

Answer 20

In organizations, multiple predictors are often used because they provide more comprehensive information about an applicant. Methods for combining predictors include multiple regression, multiple cutoff, and multiple hurdles.

Question 21

Critical Incidents

Answer 21

Statements that describe specific work behaviors that distinguish between very good and very poor job performance. Rater biases can be reduced when incorporated into rating scales.

Question 22

Achievement Test

Answer 22

A measure of how well an examinee has mastered a content domain.

Question 23

Scientific Management

Answer 23

Early theory of management that emphasized the need to use scientific methods (e.g., a scientific analysis of jobs to break them down into elementary components) as a way to improve productivity. The theory assumed that workers are motivated primarily by economic incentives.

Question 24

Aptitude Test

Answer 24

A measure of an examinee’s potential for learning or performance.

Question 25

Cognitive Ability Tests

Answer 25

Generally considered the most accurate predictor of job performance across different jobs and settings.

Question 26

Hofstede’s Theory of Culture

Answer 26

Described five cultural dimensions of nations: power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. Research indicates the United States scores high on individualism, low on power distance, moderate to high on masculinity and moderate scores on uncertainty avoidance.

Question 27

Person-Organization (P-O) Fit

Answer 27

Refers to the degree to which an individual’s beliefs and values match the organization’s culture

Question 28

Holland’s Personality Typology

Answer 28

Theory of career choice that distinguishes between six personality types (realistic, investigative, artistic, social, enterprising, and conventional) and proposes that congruence between personality type and the work environment results in job satisfaction and persistence. Job-related outcomes are predicted with the greatest accuracy when a person has a high level of differentiation (high score on one interest and low on others).

Question 29

Job Enlargement

Answer 29

Increasing the amount and types of tasks included in a job although not increasing the responsibility or autonomy.

Question 30

Fiedler’s Contingency Theory

Answer 30

Theory of leadership, which proposes that a low LPC leader (one who describes a least preferred co-worker in negative terms) will be most effective in situations that permit either a very high or very low degree of leader influence, while a high LPC leader (one who describes a least preferred co-worker in positive terms) will be most effective in situations which permit the leader a moderate level of influence.

Question 31

Path-Goal Theory

Answer 31

Proposes that the best leadership style (directive, supportive, participative, or achievement-oriented) depends on the attributes of the situation including characteristics of subordinates (e.g., ability level, need for affiliation, locus of control) and the work environment (e.g., task structure, formal authority system) as well as how to show achieving organizational goals will help in individual goal attainment.

Question 32

Organizational Development (OD)

Answer 32

A term referring to a set of techniques (e.g., quality circles, process consultation) designed to foster individual development and overall organizational effectiveness. Focus is on planned change.

Question 33

Herzberg’s Two-Factor Theory

Answer 33

Theory of motivation and satisfaction, which proposes that factors that cause dissatisfaction when they are inadequate (hygiene factors, e.g., pay) are different than those that cause satisfaction and motivation when they are present (motivator factors, e.g., autonomy)

Question 34

Transformational Leadership versus Transactional Leadership

Answer 34

Transformational and transactional are contrasting leadership styles. Transformational leaders facilitate organizational change; transactional leaders prefer to maintain the status quo.

Question 35

Total Quality Management (TQM)

Answer 35

Theory that emphasizes a “flattening” of the traditional managerial hierarchy, cooperation and fairness in the treatment of employees, increased employee involvement (e.g., teamwork, cross-training, autonomy, feedback) and ongoing improvement.

Question 36

Leader Member Exchange Theory (LMX)

Answer 36

Explains how relationships with various members can develop, emphasizing that the nature of the relationship between a leader and member is the determining factor as to whether a member belongs to the “in-group” or the “out-group,” that not all members of the organization achieve the same quality relationship and that improved organizational effectiveness and achieving leader/employee needs satisfaction is the general objective.

Question 37

Job Analysis

Answer 37

A procedure in which information about a job’s tasks, skills and requirements is obtained through formal methods of data collection and analysis. It is also used to develop a job description, identify training needs and/or causes of accidents and as the first step in the development of a predictor or criterion.

Question 38

Biodata

Answer 38

Information about a job applicant’s work history, education, etc. Biodata is a valid predictor of job performance, especially when items included in the biodata form were empirically found to correlate with job performance. An example of an empirically-derived biodata form is the Biographical Information Blank (BIB), which presents items in a multiple-choice format.

Question 39

Assessment Centers

Answer 39

A multidimensional method of evaluating employees (usually managerial employees) for the purpose of selection or promotion. Assessment centers include work simulations (e.g., in-basket test), written tests, and interviews.

Question 40

Comparable Worth

Answer 40

The notion that people (males and females) should receive comparable pay if their jobs have similar worth even if the job titles or specific tasks differ.

Question 41

Gender and Leadership Style

Answer 41

Generally, the research has found that males and females do not differ in consistent ways in terms of leadership style. However, females are more likely to use a participatory decision-making style.

Question 42

Force Field Analysis Model of Change

Answer 42

Lewin proposes three stages are involved in organizational change: unfreezing, changing, and refreezing.

Question 43

Selection Ratio

Answer 43

In selection procedures, the ratio of number of jobs to job applicants.

Question 44

Interviews

Answer 44

Commonly used selection technique. Interviews tend to have low reliability and validity, although their usefulness can be improved when they are structured and when multiple interviewers are used.

Question 45

Organizational Commitment

Answer 45

Extent to which an employee identifies with the organization and is willing to help it achieve its goals. A high degree of commitment is associated with lower rates of turnover and absenteeism, higher levels of satisfaction, motivation and willingness to make sacrifices for the organization.

Question 46

Unfairness

Answer 46

In job selection, occurs when members of a minority group consistently score lower on the predictor but perform approximately the same on the criterion as members of a dominant or majority group. A cause of adverse impact.

Question 47

Person-Machine Systems

Answer 47

A system in which both the person and the machine (neither one alone) is necessary to complete a job. Person-machine systems are a focus of engineering (human factors) psychology.

Question 48

Centralized Networks and Decentralized Networks

Answer 48

Formal communication networks in organizations. Centralized networks, information flows through one person or position, are associated with greater efficiency for simple tasks. Decentralized networks, information shared between all employees, are associated with greater worker satisfaction and efficiency for complex tasks.

Question 49

Formative Evaluation

Answer 49

Conducted while a training program or intervention is being developed with the results used to make modifications to the program as needed.

Question 50

Expectancy Theory

Answer 50

A theory of motivation focusing on people’s beliefs that their effort will lead to performance (expectancy); that performance will result in a specific outcome (instrumentality); and that the outcome is desirable (positive valence).

Question 51

Performance Evaluation

Answer 51

Process of evaluating employee performance. Usually conducted in organizations to determine if employees deserve raises and bonuses.

Question 52

Work Samples

Answer 52

A type of predictor in which prospective employees are given tasks that are similar to the actual work they will be performing if they are hired. Also used as trainability tests and as part of a realistic job preview.

Question 53

Compressed Work Week (CWW)

Answer 53

An alternative work schedule that reduces the number of days by increasing the number of hours per day; e.g., from 5 to 4 days, each day being 10 hours. The strongest effect of the CWW is on employee attitudes. Although CWWs are also associated with employee satisfaction for the work schedule, overall job satisfaction, and better supervisor ratings of employee performance.

Question 54

Job Evaluation

Answer 54

A procedure conducted to determine salaries and wages.

Question 55

Incremental Validity

Answer 55

The increase in decision-making accuracy resulting from the use of a particular predictor.

Question 56

Differential Validity

Answer 56

Occurs when a predictor’s validity coefficient is significantly different for one subgroup than for another subgroup, such as if it were lower for women than for men. The research suggests that differential validity is rare and, when it occurs, it is usually due to methodological flaws in the study.

Question 57

Program Evaluation

Answer 57

Evaluation of training and other programs that may include both formative and summative evaluations.

Question 58

Personality Tests

Answer 58

As selection tests, most useful when they measure a specific characteristic (e.g., conscientiousness) rather than global traits.

Question 59

Behavioral Anchored Rating Scale (BARS)

Answer 59

A rating technique in which the rater chooses the critical incident (behavioral anchor) for each job dimension that best describes the ratee.

Question 60

Interactional Justice

Answer 60

A type of organizational justice consisting of two distinct justice dimensions, informational and interpersonal. Informational justice refers to the amount of information or the appropriateness of the explanations provided about why procedures were used or outcomes were distributed in a certain way. Interpersonal justice refers to how an individual is treated by a supervisor or third party involved in executing procedures or determining outcomes.

Question 61

Shift work

Answer 61

In comparison to the day shift, the night shift is associated with poorer performance, more accidents, and poorer health. Even worse is the rotating shift.

Question 62

Taylor-Russell Tables

Answer 62

Used to determine a test’s incremental validity, or what proportions of hired candidates will be successful, under different combinations of validity coefficient (the correlation between the test score and job performance), selection ratio (percentage of jobs to job applicants), and base rate (proportion of successful employees on the job).

Question 63

Normative (Contingency) Model

Answer 63

Describes five leadership styles that are distinguished by the extent to which the leader includes group members in the decision-making process and proposes the best strategy (autocratic, consultative, group) depends on the nature of the situation. A decision tree is also provided to help leaders decide.

Question 64

Frame-of-Reference Training

Answer 64

A type of rater training designed to improve the accuracy of performance ratings by helping raters recognize the multidimensional nature of job performance and ensuring that different raters have the same conceptualizations of job performance.

Question 65

Forced Distribution

Answer 65

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.

Question 66

Krumboltz’s Social Learning Theory of Career Decision Making

Answer 66

Suggests four interacting influences shape career decisions: genetic characteristics and special abilities; environmental conditions and events; learning experiences; and performance standards and values.

Question 67

Situational Leadership

Answer 67

Hersey and Blanchard’s model of leadership which proposes that the best leadership style depends on the job maturity of the workers.

Question 68

80% (4/5ths) Rule

Answer 68

Method used to determine if a selection technique is having an adverse impact. If the hiring rate for a minority group is less than 80% that of the majority group, adverse impact is occurring.

Question 69

Job Satisfaction

Answer 69

Has a positive but low correlation with performance (+.14) and strongest correlation with turnover (-.40). The association between satisfaction and pay appears to be related to perceptions of being paid fairly and the employees who tend to be most satisfied are higher-level employees, older employees, and employees allowed to use their skills and abilities.

Question 70

Job Enrichment

Answer 70

Method of redesigning a job by providing workers with increased responsibility and autonomy to increase satisfaction and motivation. Based on Herzberg’s two-factor theory.

Question 71

Loss Aversion

Answer 71

The tendency to be influenced more by potential losses than potential gains when making decisions.

Question 72

Maslow’s Need Hierarchy

Answer 72

Theory that humans have five basic needs that are arranged in a hierarchical order, such that once a lower need is fulfilled, it no longer serves as a motivator and the next need up in the hierarchy becomes the primary motivator.

Question 73

Procedural Justice

Answer 73

A type of organizational justice that refers to the perceived fairness of the process and procedures used to determine the distribution of resources. Organizational justice research indicates procedural justice is the best predictor of work performance and counterproductive work behavior.

Question 74

Equity Theory

Answer 74

Theory which proposes that employees calculate their input/outcome ratios and compare these ratios to those of similar others. Inequity exists when one perceives his or her own ratio to be either higher or lower than the ratio of similar others. When inequity occurs, the person is motivated to restore equity by altering input, attempting to alter outcome, or changing his or her perceptions of input or outcome. Perception of underpayment is associated with decreased performance, motivation and satisfaction.

Question 75

Organizational Justice

Answer 75

Refers to individuals’ perceptions about the fairness of decisions and decision-making processes within organizations and the influences of those perceptions on behavior. Sub-types include: distributive justice (perceived fairness of outcomes); procedural justice (perceived fairness of the process by which outcomes were allocated); and interactional justice (fairness of the exchange between an individual and supervisor or third party).

Question 76

Paired Comparison

Answer 76

A technique of performance appraisal in which every employee is compared to every other employee.

Question 77

Resistance to Change

Answer 77

The three types of strategies for overcoming resistance to change as described by Chin and Benne include: rational-empirical, normative-educative, and power-coercive.

Question 78

Ginzberg’s Stages of Career Development

Turn

Answer 78

A stage theory of career choice that contains three periods (fantasy, tentative, and realistic) with sub-stages corresponding to ages preteen through the early 20’s.

Question 79

Phillips’ Five Level Return on Investment (ROI)

Answer 79

An expansion of Kirkpatrick’s model. A “level 5” evaluation used to calculate the return on investment of an intervention or training and encourages ROI evaluations for each of the first four levels.

Question 80

Organizational Culture

Answer 80

Refers to the shared assumptions, beliefs, and “normal behaviors” (norms) of a group or organization. Strong organizational culture is associated with increased organizational commitment, job satisfaction and performance.

Question 81

Individual Decision-Making Models

Answer 81

Two models of individual decision-making are distinguished. The rational-economic model proposes that decision makers consider all possible alternative solutions and then pick the optimal one. The administrative model states that, because of limited resources, decision makers consider alternatives only until an acceptable one is encountered.

Question 82

Process Consultation

Answer 82

A model of organizational consultation in which the consultant focuses on identifying and improving maladaptive interactional processes occurring between group members.

Question 83

Organizational Assessments

Answer 83

Organizational assessments are used to analyze the current practices of an organization and identify if these practices are concurrent with the goals and vision of the organization.

Question 84

Leader Styles

Answer 84

Older theories of leadership distinguished between autocratic, democratic, and laissez-faire leaders. More recent theories focus on person vs. task-oriented styles (e.g., Fiedler’s LPC theory, Hersey and Blanchard’s situational leadership model).

Question 85

Kirkpatrick’s Training Evaluation Model

Answer 85

Includes four levels of criteria: reaction, learning, behavior and result. Each level of evaluation is used to assess the effectiveness of training programs and the effects of the training on the employees.

Question 86

Super’s Career Development Theory

Answer 86

Based on the assumptions that career development can be described in terms of a predictable sequence of stages, that the tasks of each stage must be mastered in order to progress to the next stage and that people choose a career that is consistent with their self-concept. Key concepts are self-concept (e.g., abilities, interests, values, personality traits, etc.) and career maturity (the extent a person has mastered the tasks related to his or her developmental stage).

Question 87

Miller-Tiedeman and Tiedeman

Answer 87

Expanded on Tiedeman and O’Hare’s Decision Making Model which describes career identity development as an aspect of ego identity development; defined; (typo here) personal authoritative reality as what feels right to the individual and common reality as what the individual is told they should do.