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EPPP > I/O Psych > Flashcards

I/O Psych Flashcards

1
Q

Title VII 1964 (EEO)

A

Equal Employment Act

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2
Q

Uniform Guideline on Employment Selection (EEOC)

A

any test that adversely affects hire, promotion, etc. is discrimination.

Can use if validated, has utility, and no alternatives available

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3
Q

ADA

A

can’t discriminate if completed or in the midst of drug rehab and isn’t using

No stance on drug testing

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4
Q

Griggs vs. Duke Power

A

tests must measure skills necessary for a particular job. Broad and biased not okay

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5
Q

Job Analysis

A

describes job description and job specifications/requirements

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6
Q

Job Evaluation

A

determines financial worth of a job to an organization

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7
Q

Critical Incident Technique

A

what actions lead to good vs. bad outcomes on the job

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8
Q

Testing as predictors of success

A

Good:

  • cognitive and aptitude
  • work samples
  • test batteries

Poor:

  • personality
  • interest tests (good for job satisfaction)
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9
Q

Holland’s Personality-Job Fit Theory

A

individual and job traits can be matched to correlate with success and satisfaction

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10
Q

Holland’s Typology

A 
RIASEC:
Realistic (physical activities)
Investigative (thinking)
Artistic (creative)
Social (helping)
Enterprising (influence/power)
Conventional (rule-based)
adjacent = similar
across = dissimilar
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11
Q

Holland’s Concepts

A

Congruence - degree of match b/w personality and job (longevity at job)

Consistency - how close codes are (stability in work hx)

Differentiation - distinctness of profile

Environmental Identity - work has clear and stable system of goals and rewards

Vocational Identity - clarity and stability of own goals and interests (make decisions easily and with confidence)

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12
Q

Super’s Life/Career Rainbow

A 
5 Stages of Career Development:
Growth (0-14)
Exploratory (15-24)
Establishment (25-44)
Maintenance (45-64)
Decline/Disengagement (65+)

career maturity (ability to master stage)

career is combo of 8 life roles

express self-concept through vocation

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13
Q

Krumboltz’s Social Learning Theory

A

People choose careers based on social learning and operant conditioning

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14
Q

Tiedeman and O’Hara’s Theory of Career Development

A

Differentiation - distinctions a/b different aspect of self and environment

Integration - unifying these aspects (better decisions, refined goals, useful plans

Decision making - anticipation and implementation and adjustment

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15
Q

Schein’s Career Anchor Theory

A

self-concept acts as an anchor in determining future work decisions

8 categories
Autonomy/independence
Security/stability 
Technical/functional competence
General managerial competence
Entrepreneurial creativity
Service/dedication to a cause
Pure challenge
Lifestyle
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16
Q

Scientific Management (Leadership Theory)

A

Theory X
views workers as extensions of machines;
workers are lazy, dishonest and stupid;
goal is it force an increase in productivity

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17
Q

Human Relations Approach (Leadership Theory)

A

Theory Y
focus on workers rather than production

psych factors more important than environmental factors

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18
Q

Hawthorne Effect

A

increase because of observation

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19
Q

Theory Z

A

Japanese Management

  1. lifelong employment and loyalty
  2. slow promotion and non-specialized path
  3. group decision making
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20
Q

Trait Theories (Leadership)

A

traits more important than situation

limited and inconsistent support

  1. drive
  2. leader motivation
  3. honesty and integrity
  4. self-confidence
  5. emotional stability
  6. intelligence
  7. knowledge of company and industry

democratic - satisfaction

democratic and authoritarian better than laissez faire

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21
Q

Reward and Punishment Theories (Leadership)

A
  1. performance-contingent rewards - performance and satisfaction
  2. non-performance contingent rewards and punishment not linked to performance or satisfaction
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22
Q

Situational or Contingency Theories (Leadership)

A

effectiveness is contingent on the situation

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23
Q

Fiedler’s Contingency (LPC) Theory

A
  1. task-oriented (Low LPC) vs. relationship-oriented (High LPC)
  2. Situational control/favorableness (likelihood of success)
  3. High LPC - mod favorable
    Low LPC - at extremes
24
Q

Cognitive Resource Theory

A

directive vs. non-directive leadership based on ability of employees, stress levels, leader experience, and group support for leader

25
Q

Vroom and Yetton’s Normative Model

A 
Decision Making and level of involvement of workers
5 Styles:
1. autocratic
2. consultive
3. group decision making with leader
4. group w/out leader
5. autocratic w/ info

best depends on importance of decision, degree workers accept, time to make decision

decision making tree

26
Q

House’s Path-Goal Theory

A

increase personal payoffs and make path easier by clarifying and reducing roadblocks

what is rewarding to the employee
assess strengths and weaknesses
help achieve goals

4 Styles:
Directive; Supportive; Achievement Oriented, and Participative

27
Q

Hersey and Blanchard’s Situational Leadership

A

employees’ readiness to perform
4 Styles:
Telling, Selling, Participating, and Delegating

28
Q

Transactional Leaders

A

more traditional; daily emotionless exchanges;

rewards, management by objectives, conventional means

29
Q

Transformational Leaders

A

broaden and elevate goals;

charisma, inspiration, intellectual stimulation, individualized consideration

30
Q

Reward Power

A

based on ability to provide rewards

31
Q

Coercive Power

A

based on ability to punish (negatively correlated with satisfaction)

32
Q

Legitimate Power

A

based on hierarchy of the organization

33
Q

Referent Power

A

based on identifying with, admiring, or liking the person

34
Q

Expert Power

A

based on having expertise and skills in the relevant area

35
Q

Incremental Power

A

combo of expert and referent - most important reason to comply with manager’s request

36
Q

Rational-Economic Model (Decision Making)

Simon

A

Classical Approach - clear definition of problem, know all possible alternative and consequences, choose optimum

37
Q 
Administrative Approach (Problem Solving)
Simon
A

Satisficing Style - ambiguous problems, partial knowledge available, first satisfactory alternative chosen

38
Q

Conflict

A
  1. Intrapersonal
  2. Interpersonal
  3. Intergroup
  4. Interorganization

Lose-Lose - compromise

Win-Lose - competition or authority

Win-Win - collaborative and problem-solving

39
Q

Negotiation

A

Two-party, group, intergroup, constituencies

Distributive Negotiation - divvy up pie

Integrative/Principled Negotiation - enlarge pie

Arbitration - 3rd party acts as judge with binding decision

40
Q

Maslow’s Need Hierarchy (Motivation Theory)

A 
PSL ES
Physiological
Safety
Love/Belonging (Social)
Esteem
Self-Actualization

Little research support
low validity and applicability in the workplace

41
Q

Herzberg’s Two-Factor Theory (Motivation Theory)

A

Motivator-Hygiene Theory

Lower Level Needs
vs. Upper Level Needs

Satisfaction vs. Dissatisfaction

Enrichment vs. Enlargement

42
Q

Lower Level Needs

A

Hygiene Factors or Dissatisfiers

Job context (not job itself) - pay, conditions, supervision

not met = dissatisfaction

43
Q

Upper Level Needs

A

Motivators or Satisfiers

Job Content - achievement, responsibility, opportunity

met = satisfaction and motivation

44
Q

Job Enrichment

A

Vertical Loading

expands role and helps build satisfiers

increase autonomy, authority, and freedom, take on new challenging tasks

Increases satisfaction and performance, decrease turnover, decrease absenteeism

45
Q

Job Enlargement

A

Horizontal Loading

expands variety of tasks w/out increasing responsibility or autonomy

increase satisfaction, slightly affects job performance

46
Q

Alderfers ERG Theory (Motivation Theory)

A

Existence
Relatedness
Growth

no hierarchy
frustration-regression - if frustrated move toward previously met need
satisfying may increase need

AA - greater Existence

Educated Parents - kids greater Growth needs

Women - lower Existence and greater Relatedness needs

47
Q

McClelland’s Acquired Need Theory (Motivation Theory)

A

3 Work Needs:

  1. nACH - Achievement
  2. nAFF - Affiliation
  3. n Power - control, influence, responsible for others

needs acquired over time
trained to think like High nACH - (success of company) - problem solving, moderate attainable goals, recognition and feedback about progress

48
Q

General Expectancy Theory (Motivation Theory)

A

Vroom’s Valence-Instrumentality- Expectancy (VIE) Theory

V - value the rewards have
I - expectancy of rewards
E - expectancy of success

49
Q

Adams’s Equity Theory (Motivation Theory)

A

self inputs/self outcomes vs. others inputs/outcomes

Social Comparison Theory

adjust based on perception of fair/unfair

50
Q

Locke’s Goal Setting Approach (Motivation Theory)

A

5 Principles:

  1. specific
  2. intermediate to high difficulty
  3. feedback
  4. self-efficacy increases performance
  5. accept the goals

participating in goal setting may be better than when assigned, but often equal either way

51
Q

Reinforcement Model (Motivation Theory)

A
  1. do what is rewarding
  2. avoid punishment
  3. stop things that have neither
52
Q

Quality-Of-Work-Life Programs (OWL)

A
  • participative program
  • teams meet weekly to discuss problems in their area (intrinsic and extrinsic factors)
  • greater effect on satisfaction
53
Q

Quality Control Circles (QCC)

A
  • focus on improving finished product and level of production (improve quantity and quality of production)
  • increased production and satisfaction, decreased absenteeism and turnover
  • 7-10 volunteers from same department
  • affect organizational unit only
54
Q

Additive Tasks

A

group members’ separate performances are added to produce a combined effect

55
Q

Disjunctive Tasks

A

outcome is affected by the performance of the most effective member

56
Q

Conjunctive Tasks

A

accomplishment is limited by the performance of the least effective member

57
Q

Work Schedules

A

increased hours on job decreases productivity

Compressed Work Week - decrease anxiety and turnover, increase satisfaction

Flextime - decreases lateness, absenteeism, and turnorver

Rest Breaks - increase morale and productivity, reduce fatigue and boredom (4th and 8th hour)

Shift Work - prefer day, more errors and less output at night, less stress on day, more health issues at night, rotating shifts most health issues

EPPP (17 decks)

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