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Industrial and Organizational Psychology > I/O Psych Exam 1 :) > Flashcards

I/O Psych Exam 1 :) Flashcards

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1
Q

What is I/O Psychology

A

A branch of psychology that applies the principles of psychology to the workplace

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2
Q

What do I/O psychologists do?

A

They apply psychological theories to explain and enhance the effectiveness of human behavior in the workplace

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3
Q

What is the goal of I/O psychologists?

A

To enhance the dignity and performance of human being, and the organizations they work in, bu advancing the science and knowledge of human behavior

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4
Q

Feilds of I/O Psych

A

Personnel, organization, human factors/ergonomics, occupation health and safety

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5
Q

Personnel psychology

A

Hiring of individuals

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6
Q

Organizational psychology

A

Motivation and rewards in the workplace… teambuilding!

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7
Q

Human Factors/Ergonomics

A

Safety and practicality

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8
Q

Occupational health and safety

A

Safety, physical and mental health

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9
Q

Be able to highlight the history of I/O psych

A

Look at notes! too freaking much for brainscape

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10
Q

Why is conducting research important?

A

It saves the company money!
We are always researching (Walmart apples vs target apples)
Common sense is commonly wrong…we’re kind of dumb

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11
Q

Explain the process of research

A

First you need an Idea
Then you need a hypothesis (educated guess)
You make a theory!

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12
Q

Locations for research

A

Lab research… controlled environment

Feild research… natural environment

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13
Q

Common issues for research

A

Informed consent forms & institution review boards

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14
Q

Experiments

A

IV is manipulated
Subjects are randomly assigned to conditions
Dependent variable changes and is measured

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15
Q

Quasi-experiments

A

IV is not manipulated

Subjects are not randomly assigned to conditions

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16
Q

Archival Research

A

Research that involves the use of previously collected data

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17
Q

Surveys

A

Questionnaires and whatnot, we know what surveys are

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18
Q

Meta-Analysis

A

Statistical methods of reaching conclusions based on previous research.

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19
Q

Why do we do quasi-experiments

A

In case experiments are not practical or are unethical

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20
Q

Sampling methods

A

Random selection
Convenience
and random assignment

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21
Q

Types of samples

A

Random
Representative
Non-random/representative

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22
Q

How to analyze data

A 
Numbers will always be different
Are they by chance?
Probability levels (p
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23
Q

Descriptive stats

A 
Mean
Median
Mode
Frequencies
Standard deviation
t-tests
ANOVA
Chi-squared
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24
Q

Correlation coefficient

A

positive: variables move in the same direction
negative: variables move in the opposite direction

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25
Q

Job analysis

A

Gathering and analyzing information about the work an employee performs, the conditions under which the work is performed, and the worker characteristics need to perform the work under the identified conditions

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26
Q

List the uses/tasks of job analysis

A 
Writing job descriptions
Employee selection
Training
Personpower planning
Performance appraisal
Job Classification
Job Evaluation
Job Design
Compliance with Legal Guidelines
Organization Analysis
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27
Q

Job description

A

Describes the job! :D

28
Q

Job Title

A

Describes the nature fo the job
Assists in employee selection and recruitment
Affects perceptions of job worth and status
Affects clarity of resumes

29
Q

Brief summary of the job

A

Useful for recruitment advertising
Should be written in an easy to understand style
Jargon and abbreviations should not be used

30
Q

Work Activities

A

Organized by dimensions…similar categories, similar KSAOs and temporal order

31
Q

Task statements

A

Should be stand-alone, what you’re doing on a job

32
Q

Job Context

A

Stress levels, work schedule, physical demands, climate, responsibility, coworkers, dangers and other relevant information

33
Q

Work Performance

A

The standards of performance, and how they will be evaluated

34
Q

Compensation Information

A

Job evaluation dimensions, pay grade and job group

35
Q

Job Competencies

A

The skills, abilities, and other characteristics need to perform a job.

36
Q

Who does the job analysis?

A 
Human resources
Internal task forces
Supervisors
Employees
Consultants
Interns!
37
Q

Which employees should help with the analysis?

A

You should get some employees from each department… but not all of them.

38
Q

Steps to Job analysis

A

Step 1: Identify tasks performed
Step 2: Write task statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs

39
Q

Step 1: Identify Tasks Performed

A

Gathering existing information
Interviewing subject matter experts (SMEs)
Observing
Participating

40
Q

Step 2: Write Task Statements

A 
You need action and an object "Types letters to be sent to applicants"
Should be easy to read
Should make sense
Should be written in the same tense
Tools and equipment, etc.
41
Q

Step 3: Rate Task Statements

A

Rate by importance, part of the job, frequency, time spent, relative time spent, complexity, criticality

Only frequency and importance are really necessary

42
Q

Step 4: Determine Essential KSAOs

A

Knowledge
Skill
Ability
Other Skills

43
Q

Critical Incident Technique

A

An analysis method that uses written reports of good and bad employee behavior

44
Q

Job Evaluation

A

The process of determining the monetary worth of a job

45
Q

Steps for determining Internal Pay Equity

A
  1. Determining Compsenable job factors
  2. Determining the levels for each compensable factor
  3. Determining the factor weights
  4. Assign the factor weights
46
Q
  1. Determining Compensable job factors
A

Point out factors like responsibility, complexity, difficulty, a skill needed Physical demands & work environment

47
Q
  1. Determine levels for each compensable factor
A

Education level, decision making, supervision, physical demands

48
Q
  1. Determine the factor weights
A

basically a scoring system similar to how CofO does mission trips. “You did the call? Cool 3 points!” but with factors like education, decision making, and physical demands

49
Q
  1. Assign the factor weights
A

Add the points up and convert it to salary (i think)

50
Q

Determining External Pay Equity

A

Base on External market and salary surveys

51
Q

Equal Employment Opportunity Commission

A

A branch of the department of labor charged with investigating and prosecuting complains of employment discrimination

52
Q

Judicial Pecking order

A 
5th Amdendment (Fed)
14th Amendment (state & local)
Federal lwas
Executive orders
Federal case law
-SCOTUS
-Circuit Court of appeal
- US district court
Federal Administration
53
Q

Potential legal problems

A

Disparate treatment (intentional discrimination)
Disparate impact (adverse impact)
Invasion of privacy
Illegal search

54
Q

Grievance system

A

A process in which an employee files a complaint with the organization and a person or committee within the organization makes a decision regarding the complaint

55
Q

Mediation

A

A method of resolving conflicts in which a neutral third party is asked to choose which side is correct

56
Q

Arbitration

A

A method of resolving conflicts in which a neutral third party is asked to choose which side is correct
Binding: cannot appeal
Nonbinding: can appeal

57
Q

Legal Process of involving employment law

A

If you can’t resolve it internally…

  1. Filing a discrimination charge must be filled out within 180 days of the act
  2. Either charge has merit or does not
  3. If the charge does have merit, then it’s time to pay up Shoney’s
58
Q

Who is covered by the civil rights act?

A

Private employers with at least 15 employees
Federal, state, and local government
Employee agencies
Union
and Americans working abroad for American complains

59
Q

Who is exempt from civil rights act?

A

Bona fide private clubs
Indian Tribes
Individuals denied employment for national security concerns
Publicly elected officials and their personal staff

60
Q

Classes of people protected by federal law

A
  • Sex
  • Nationality
  • Race
  • Color
  • Age
  • Religion
  • Disability
  • Pregnancy
  • Military Veteran Status
61
Q

What is a Bona fide occupation qualification?

A

BFOQ is a selection for a requirement that is necessary for the performance of job-related duties and for which there is no substitute

62
Q

Adverse impact

A

An employment practice that results in members of a protected class being negatively affected at a higher rate than members of the majority class.

63
Q

Potential victims of harassment

A 
Gender
Race
Religion
Age
National Origin
Disability
Sexual Preference
64
Q

Quid pro quo

A

Granting of sexual favors tied to employment decision

a BIG no no

65
Q

Hostile environment

A

Pattern of misconduct
Related to gender
unwanted
Clearly negative to the reasonable person

66
Q

Affirmative action

A

Purposefully favoring diversity when employing

Industrial and Organizational Psychology (1 decks)

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