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My EPPP > I/O Psych > Flashcards

I/O Psych Flashcards

1
Q

Absolute Techniques

A

Critical Incident
Forced-Choice
BARS

rate performance in absolute terms, not relative terms

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2
Q

Critical incident technique

A

using a checklist of critical incidents to rate each employee

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3
Q

Forced choice rating scale

A

2-4 alertnatives that are considered to be about equal in terms of desirability. Select which best or least describes ratee

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4
Q

BARS

A

graphic rating scale that requires the rater to chose the one behavior for each dimension of job performance that best describes employee

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5
Q

Adverse Impact/80% rule

A

selection test results in higher rejection rate for members of a legally protected group (80% rule)

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6
Q

ADA

A

companies with 15+ employees to avoid using procedures that discriminate

disabled person must have reasonable accommodations as long as they dont’ result in undue hardship for employer

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7
Q

Big 5 personality traits

A

conscientious is best predictor of job performance

Extraversion is best predictor of effective leadership

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8
Q

Brainstorming

A

Better alone

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9
Q

Centralized and Decentralized Networks

A

Centralized - better for simple tasks

Decentralized - better for complex and with more satisfaction

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10
Q

Comparable Worth

A

pay equity - jobs that require same edu, etc. should pay the same regardless of age, gender, etc.

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11
Q

Contingency Theory

A

Fiedler

leadership effectiveness = leader style x favorableness of situation

Leader style: High LPC (relationship oriented)
Low LPC (task oriented)

Low LPC = best in very unfavorable and very favorable
High LPC= best in situations where they have moderate influence

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12
Q

Criterion contamination

A

criterion measure assesses factors other than those it was designed to measure

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13
Q

Theory of Work Adjustment

A

Dawis and Lofquist

satisfaction, tenure, and other job outcomes as result of correspondence bt worker and his environment on:

satisfaction and satisfactoriness

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14
Q

Demand-Control Model

A

Karasek

high demand and low control = most stress

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15
Q

Differential Validity and Unfairness

A

Diff validity= diff validity coefficient for each predictor

Unfairness = diff scores on predictor; same score on criterion

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16
Q

Equity theory

A

motivation is related to employee’s comparison of his input/outcome ratios of others performing same or similar jobs

underpayment inequity = leads to more adverse outcomes

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17
Q

Expectancy thry

A

job motivation =

high expectancy, high instrumentality, and positive valence

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18
Q

Force Field analysis

A

Lewin

organizational change involves 1)unfreezing, 2) changing 3) refreezing

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19
Q

Four levels of criteria

A

Kirkpatrick

reaction, learning, behavioral, and results

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20
Q

Frame of Reference Training

A

type of rater training that is useful for eliminating rater biases

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21
Q

Gender Diff in Leadership

A

Eagly and Johnson meta analysis

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22
Q

Relative techniques

A 
help alleviate rater biases
force rater to rate at high or low levels
prohibited by law for most fed. jobs
raters and ratees often dislike them
less useful than absolute measures

Paired comparison
Forced Distribution - assigns ratees to limited number of categories based on predefined normal distribution

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23
Q

goal setting thry

A

employees will be more motivated to achieve goals when they have explicitly accepted these goals and are committed to them

specific, moderately diff goals, and providing employees with feedback increases productivity

Indiv tasks= indiv goals
group tasks = group goals; combo of group and indiv is not better than group alone

self-set goals = better for people with high nACH; assigned goals are better for people low nACH

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24
Q

Identical elements

A

ensuring training performance environments are similar maximizes transfer of training

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25
Q

incremental validity

A

best when base rate is moderate and selection ratio is low (more applicants better)

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26
Q

Internal v external change agents

A

external better - more objective, better received

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27
Q

job analysis v job evaluation

A

job analysis - determining how a job differs from other jobs in terms of responsibilities and skills - used for id training needs

job evaluation - setting wages

28
Q

job burnout

A

sudden increase in work without an increase in productivity

29
Q

job enrichment v job enlargement

A

job enrichment - redesign based on Herzberg’s 2 factor theory– making a job more challenging and rewarding in order to increase job motivation and satisfaction

job enlargement - increasing number and variety of tasks without increasing autonomy, respons, etc.

30
Q

Job satisfaction

A 
older employees
higher level employees
use of skills 
genetic component
perception of pay
satisfaction and turnover r = -.4
31
Q

Social learning theory

A

krumboltz

career decision making - decisions are influenced by 4 factors: 1) genetics and abilities 2)environmental conditions 3) learning experiences 4) task approach skills

32
Q

Levels of organizational culture

A

Schein

artifacts
values
beliefs

33
Q

Mediation and Arbitration

A

Mediation - can not dictate an agreement - just helps clarify issues and facilitates communication, makes recommendations

arbitration - can control process and outcome

34
Q

Methods of training

A 
job rotation (on job)
behavioral modeling (off)
vestibule training (off) - when on job training is dangerous
35
Q

Models of Individual Decision making

A

Simon

rational-economic - max benefits by systematically searching for best decision

bounded rationality - rational decision making is limited

36
Q

multiple regression and multiple cutoff

A

methods for multiple predictor scores

MR = compensatory

37
Q

national culture

A

Hofstede

PUMIL

1) power distance
2) uncertainty avoidance
3) individualism
4) masculinity
5) long term orientation

38
Q

Need for Achievement

A

McClelland

based on TAT: nAff, nPow, nACH

high nACH - choose tasks of moderate diff and risk - success depends more on effort. Prefer frequent, concrete feedback. $ is form of feedback

39
Q

Need Hierarchy

A

Maslow

1) physiology
2) safety
3) social
4) esteem
5) self-actualization

40
Q

Normative (decision-making) model

A

Vroom-Yetton-Jago

distinguishes bt 5 decision making strategies that vary in terms of employee participation; offers decision tree

41
Q

Organizational Commitment

A

minimal effect on productivity

high degree of affective commitemnt= high motivation and satisfaction and low absenteeism and turnover and greater willingness to sacrifice for comp

42
Q

Overlearning

A

studying beyond point of mastery; enhanced recall

43
Q

Path-Goal thry

A

help employees fill personal goals through achievement of organizational goals

best leadership style depends on characteristics of work and worker

44
Q

Person-Machine Fit

A

performance is result of people x machines

45
Q

Person-Organization Fit

A

person’s values and beliefs match those of the organization’s culture

good fit = satisfaction, motivation, org commitment, lower levels of stress and lower voluntary turnover

46
Q

Predictors of job performance

A

General Mental Abilities TEst - best predictor
Biodata - good
Interviews - most frequent; not good
Work samples
Assessment Center - evaluate and train applicants and current employees - utilize interviews, objective tests, situational tests

47
Q

Process Consultation

A

helps members of org. perceive, understand, ID ways of improving the processes that are undermining interactions and effectiveness

48
Q

Quality Circles

A

small voluntary group - work together on particular task and present solutions to mgmt

49
Q

Rater Biases

A

contaminating factors; can reduce with adequate training

Central tendency bias
leniency bias
halo bias

50
Q

Realistic Job Preview

A

providing accurate and complete info about the job

goal: reduce turnover by reducing disillusionment caused by unrealistic expectations

51
Q

Scientific Mgmt

A

taylor

a) analyzing jobs into parts and standardizing parts
b) selecting, training, placing workers
c) fostering cooperation bt supervisors and workers
d) having mgrs and workers assume responsibility

52
Q

Self-managed work teams

A

autonomous work groups with trained members to effectively perform task

make hiring, budget decisions

53
Q

situational leadership

A

Hersey and Blanchard

best leadershp style depends on job maturity of the workers

4 leadership styles: 1) telling 2) selling 3) participating 4) delegating

54
Q

Social Cognitive theory

A

Bandura

self reguation of behavior

1) goal setting 2) self-observation 3) self-evaluation 4) self-reaction

55
Q

Social Inhibition

A

decrease in learning and performance that occurs in presence of others; most likely to occur when job is new or complex

56
Q

Stages of group development

A

Tuckerman and Jensen

Forming - get to know eo
Storming - conflict 
Norming - accept group, establish norms
Performing - "get job done"
Adjourning - disbands bc job is done
57
Q

Super

A

Life-space, life-span theory

selection of a job involves finding a job that matches one’s self-concept (values, personality, interests)

importance of career maturity - ability to cope with developmental tasks of one’s life stage

Life-Career Rainbow- relates individual’s major life roles to 5 life stages and is useful to see impact of current/future roles and stages on career planning

58
Q

Taylor-Russell Tables

A

incremental validity when criterion related validity coefficient, selection ratio, and base rate are unknown

59
Q

Theory X and Theory Y

A

McGregor

thry X managers - employees dislike work and must be controlled and directed

Thry Y mgers - work = play; employees should have self-control and self-direction

60
Q

Tiedeman and O’Hara’s Career Decision making model

A

vocational identity development as an ongoing process tied to ego identity development; 2 phases:

anticipation and implementation/adjustment

61
Q

Total Quality Management (TQM)

A

customer service
employee involvement
continuous improvement in goods and services

62
Q

Transformational and Transactional Leaders

A

Transformational - recognize need for change

Transactional - maintain status quo; rely on rewards and punishment

63
Q

Two factory theory

A

Herzberg

Motivating factors (ARC) contribute to satisfaction when present

Hygiene factors (pay, work conditions) contribute to dissatisfaction when absent

64
Q

types of group tasks

A

Additive - contributions are added together
Compensatory - input is averaged
Disjunctive - select input from 1 member
Conjunctive - limited by worst performing member
Discretionary -grp members decide how to combine

grp perf is better to indiv perf for additive and compensatory tasks

65
Q

Utility analysis

A

evaluate effectiveness of training programs and other programs and procedures - using math to obtain estimate of program’s financial return on investment

66
Q

Work-family conflict

A

reduced job, marital, life satisfaction, job burnout, turnover, decreased productivity and mental and physical health problems

67
Q

Work shifts

A 
graveyard = bad unless voluntary
swing = worst

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