I/O Psych Flashcards
Title VII 1964 (EEO)
Equal Employment Act
Uniform Guideline on Employment Selection (EEOC)
any test that adversely affects hire, promotion, etc. is discrimination.
Can use if validated, has utility, and no alternatives available
ADA
can’t discriminate if completed or in the midst of drug rehab and isn’t using
No stance on drug testing
Griggs vs. Duke Power
tests must measure skills necessary for a particular job. Broad and biased not okay
Job Analysis
describes job description and job specifications/requirements
Job Evaluation
determines financial worth of a job to an organization
Critical Incident Technique
what actions lead to good vs. bad outcomes on the job
Testing as predictors of success
Good:
- cognitive and aptitude
- work samples
- test batteries
Poor:
- personality
- interest tests (good for job satisfaction)
Holland’s Personality-Job Fit Theory
individual and job traits can be matched to correlate with success and satisfaction
Holland’s Typology
RIASEC: Realistic (physical activities) Investigative (thinking) Artistic (creative) Social (helping) Enterprising (influence/power) Conventional (rule-based)
adjacent = similar across = dissimilar
Holland’s Concepts
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)
Super’s Life/Career Rainbow
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
Krumboltz’s Social Learning Theory
People choose careers based on social learning and operant conditioning
Tiedeman and O’Hara’s Theory of Career Development
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
Schein’s Career Anchor Theory
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
Scientific Management (Leadership Theory)
Theory X
views workers as extensions of machines;
workers are lazy, dishonest and stupid;
goal is it force an increase in productivity
Human Relations Approach (Leadership Theory)
Theory Y
focus on workers rather than production
psych factors more important than environmental factors
Hawthorne Effect
increase because of observation
Theory Z
Japanese Management
- lifelong employment and loyalty
- slow promotion and non-specialized path
- group decision making
Trait Theories (Leadership)
traits more important than situation
limited and inconsistent support
- drive
- leader motivation
- honesty and integrity
- self-confidence
- emotional stability
- intelligence
- knowledge of company and industry
democratic - satisfaction
democratic and authoritarian better than laissez faire
Reward and Punishment Theories (Leadership)
- performance-contingent rewards - performance and satisfaction
- non-performance contingent rewards and punishment not linked to performance or satisfaction
Situational or Contingency Theories (Leadership)
effectiveness is contingent on the situation
Fiedler’s Contingency (LPC) Theory
- task-oriented (Low LPC) vs. relationship-oriented (High LPC)
- Situational control/favorableness (likelihood of success)
- High LPC - mod favorable
Low LPC - at extremes
Cognitive Resource Theory
directive vs. non-directive leadership based on ability of employees, stress levels, leader experience, and group support for leader
Vroom and Yetton’s Normative Model
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
House’s Path-Goal Theory
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
Hersey and Blanchard’s Situational Leadership
employees’ readiness to perform
4 Styles:
Telling, Selling, Participating, and Delegating
Transactional Leaders
more traditional; daily emotionless exchanges;
rewards, management by objectives, conventional means
Transformational Leaders
broaden and elevate goals;
charisma, inspiration, intellectual stimulation, individualized consideration
Reward Power
based on ability to provide rewards
Coercive Power
based on ability to punish (negatively correlated with satisfaction)
Legitimate Power
based on hierarchy of the organization
Referent Power
based on identifying with, admiring, or liking the person
Expert Power
based on having expertise and skills in the relevant area
Incremental Power
combo of expert and referent - most important reason to comply with manager’s request
Rational-Economic Model (Decision Making)
Simon
Classical Approach - clear definition of problem, know all possible alternative and consequences, choose optimum
Administrative Approach (Problem Solving) Simon
Satisficing Style - ambiguous problems, partial knowledge available, first satisfactory alternative chosen
Conflict
- Intrapersonal
- Interpersonal
- Intergroup
- Interorganization
Lose-Lose - compromise
Win-Lose - competition or authority
Win-Win - collaborative and problem-solving
Negotiation
Two-party, group, intergroup, constituencies
Distributive Negotiation - divvy up pie
Integrative/Principled Negotiation - enlarge pie
Arbitration - 3rd party acts as judge with binding decision
Maslow’s Need Hierarchy (Motivation Theory)
PSL ES Physiological Safety Love/Belonging (Social) Esteem Self-Actualization
Little research support
low validity and applicability in the workplace
Herzberg’s Two-Factor Theory (Motivation Theory)
Motivator-Hygiene Theory
Lower Level Needs
vs. Upper Level Needs
Satisfaction vs. Dissatisfaction
Enrichment vs. Enlargement
Lower Level Needs
Hygiene Factors or Dissatisfiers
Job context (not job itself) - pay, conditions, supervision
not met = dissatisfaction
Upper Level Needs
Motivators or Satisfiers
Job Content - achievement, responsibility, opportunity
met = satisfaction and motivation
Job Enrichment
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
Job Enlargement
Horizontal Loading
expands variety of tasks w/out increasing responsibility or autonomy
increase satisfaction, slightly affects job performance
Alderfers ERG Theory (Motivation Theory)
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
McClelland’s Acquired Need Theory (Motivation Theory)
3 Work Needs:
- nACH - Achievement
- nAFF - Affiliation
- 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
General Expectancy Theory (Motivation Theory)
Vroom’s Valence-Instrumentality- Expectancy (VIE) Theory
V - value the rewards have
I - expectancy of rewards
E - expectancy of success
Adams’s Equity Theory (Motivation Theory)
self inputs/self outcomes vs. others inputs/outcomes
Social Comparison Theory
adjust based on perception of fair/unfair
Locke’s Goal Setting Approach (Motivation Theory)
5 Principles:
- specific
- intermediate to high difficulty
- feedback
- self-efficacy increases performance
- accept the goals
participating in goal setting may be better than when assigned, but often equal either way
Reinforcement Model (Motivation Theory)
- do what is rewarding
- avoid punishment
- stop things that have neither
Quality-Of-Work-Life Programs (OWL)
- participative program
- teams meet weekly to discuss problems in their area (intrinsic and extrinsic factors)
- greater effect on satisfaction
Quality Control Circles (QCC)
- 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
Additive Tasks
group members’ separate performances are added to produce a combined effect
Disjunctive Tasks
outcome is affected by the performance of the most effective member
Conjunctive Tasks
accomplishment is limited by the performance of the least effective member
Work Schedules
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
