I/O Psychology Flashcards
Criterion Related Validity Coefficient
Coeffecient representing usefulness of predictor for predicting criterion outcomes; uses correlation. Higher correlation means higher test scores = better performance. Increased confidence in selection procedures.
Taylor and Russell use of validity coefficient
Usefulenss depends on selection ratio and base rate of success. When validity coeffecient is moderate to high, it is useful for informing selection decision when base rate is moderate and selection ratio is low.
Selection ratio
Number of openings per number of applicants
Base rate of success
Unscreened employees who are currently successful on the job
When is validity coefficient not useful
When the base rate of success is very high or very low.
Reliability coeffecient
A correlation that reflects the consistency and stability of a measure, over time, across equivalent forms, or among internal items.
Incremental validity
Refers to the additional predictive validity that can be gained by adding more measurement devices to an assessment program.
Validity generalization
Refers to the extent to which a validity established in one setting with one sample can be generalized to another setting and sample.
Adverse Impact
A legal term that refers to the potentially unintentional discrimination against a protected group (usually minority racial groups and women) due to the use of a selection or placement procedure. (less than 80%)
Reliability coefficient - calculation
Used to assess the consistency or a measurement of instrument or procedure, internally, with different forms, or across time.
Reliability Coefficient - statistic
Computed to asses the consistency in judgment of 2 or more human raters engaged in the same rating task. (i.e., test-retest, equivalent-form, split-half, inter-rater.
Test-retest
Coefficient of stability, measurement given to same group at two different times, risk of contamination from carryover of first test to second test.
Equivalent-from
Coefficient of equivalence, parallel forms of the instrument are given to the same group at the same time; difficulty generating two forms
Internal consistency
Split-half or Chronbach’s alpha; correlate first half to second half or correlate every other item; widely used in I/O
Inter-rater
Correlate scores of various raters; important in I/O for job analysis ratings and employment interviews
Quality Assurance (QA)
Planning and processing moves undertaken by an organization to ensure products/services serve intended purposes (which are defined by users of the product or services.
Process to ensure QA
Assmts conducted over time to determine reliability; controlling and monitoring materials, processes, mgmt., and personnel.
Quality Control QC
Finding defects/errors before customer presented with product; based on organizational standards and expectations, not external feedback; QC can inform QA process
Total Quality Management TQM
Attempting to embed QA in all aspects of organization; assigning responsibility for QA to organization’s production, process, and distribution members. Improving quality and meeting demands.
Assessment
Methods & procedures used to evaluate & understand individuals in the workplace. That outcome is used to make decisions about individual performance, skill and training levels, aptitude, as well as organizational processes.
Contextual performance
Bxs performed by an employee that are not part of his or her regular tasks, but that reflects positively on the organization or otherwise assist the organization. AKA organizational citizenship.
What happens when selection ratio is high
This indicates that most applicants will be hired, including those that will be unsuccessful.
What happens when selection ratio is low
Indicates few applicants hired per number applied, minimizes inclusion of unsuccessful candidates
What happens when base rates are high
Indicates that most employees are successful, thus most candidates will be as well and the test won’t be necessary or helpful.
What happens when base rates are low
Indicates the test won’t discriminate those who won’t be successful
What happens when base rates are close to .50?
Validity coeffecients will be best able to determine success of the candidate.
What is the best scenario regarding selection ratio?
Selection ratio is low, base rate is moderate, then even lower validity coefficients are informative.
Ways to mitigate adverse impact
Separate cutoff scores for different groups, banding, selection of predictors determined to be valid and reliable.
Banding
using ranges of scores where all scores within a range are considered equivalent
Criterion contamination
Occurs when the assessment on the conceptual criterion (e.g., job performance) is made not only by relevant actual criteria measures, but also in terms of actual criteria that could be considered extraneous.
Job Analysis
Method to describe jobs and human attributes necessary to perform them (KSAOs). Used to inform selection, placement, training, and other organizational processes.
Focus of job analysis
selection, placement, training and development, job redesign
Selection
Choosing the right person for the right job
placement
assigning person with appropriate assignments
Training and development
modification of knowledge, skills and abilities
Job Redesign
remaking the assignment fit person more appropriately
Components of Job Analysis
Determining KSAOs; group tasks into positions, then into jobs, then into job families; task statements (descriptions of the work), subject matter experts
Subject Matter Experts (SME)
current holders of position, supervisors, verify task statements
Functional job analysis
Task statements include how employee accomplishes the task (i.e. the physical, mental, and interpersonal resources called upon for job completion)
Worker-based job analysis
Focused directly on KSAOs, task statements (represents KSAOs: knowledge of, skill in, ability to); and linkage analysis (confirms linkage of KSAOs to immediate task.
Assessment of KSAOs
Interviews, work diaries, questionnaires, direct observation, id’ing CIs; position analysis questionnaire
Needs assessment
A 3-part process (organization, operations, and person analysis) for ID’ing specific job relevant skills and bxs that must be trained to achieve optimal organizational and individual performance.
Job Evaluation
An organizational activity supported by job analysis that consists of ID’ing the monetary value of each job to the organization; this helps organizations determine how much to pay individuals in different positions
Realistic job description
AKA a realistic job preview (RJP). It is a technique for providing practical information about a job to prospective employees: includes information about the task and context of the work
Job Characteristics Assessment
Hackman and Oldman; To understand how employment positions affect motivation, satisfaction, and performance of employees.
Employee motivation related to what 3 psychological states while working
knowledge of actual results, sense of responsibility, and job meaningfulness
Job Characteristics Model
States that in order for an employee to be highly motivated, they must have these 5 characteristics: skill variety, task identity, task significance, autonomy and feedback
Utility analysis
Performed when organization wants to understand economic return of a HR strategy they employ/are contemplating; utility is dollar payoof of one strategy over another; conducted w/reference to selection or training program & compared to performance and productivity
Utility value equation
Utility value = rewards (profits w/new strategy) x expected payoff over time (how long strategy will produce benefit) x # of applicants accommodated - expense of strategy
High utility value
Strategy profitable/cost effective
Effective Analysis
Often conducted with Utility Analysis to determine which strategy was statistically related to performance improvements
Taylor-Russell Selection Tables
A utility model predicting success ratio of HR strategies based on validity, selection ratio, and base rate
Differential validity
When there is a significant difference in the predictive validity for different subgroups (usually ethnic groups)
Four characteristics of assessment centers
Supervisors and mid-level managers evaluated only; group/team oriented: assesed in groups of 10-20; multiple evaluators used; variety of asset activities implemented.
Goals of assmt centers
Evaluate individuals on many dimensions; info. used to make predictions on typical managerial skills
360-degree feedback
Multisource feedback procedure in which multiple rating sources provide feedback to managers. Sources include supervisors, subordinated, peers, and managers’ self-ratings. Allows managers to see discrepancies in how they see self and others see them.
Job Selection Procedures
interviews, work samples, biota, and personality or cognitive tests. Procedures are known as predictors since they are assumed to predict job performance (criterion)
What big 5 trait is most related to job performance?
Conscientiousness
High conscientiousness, agreeableness, and emotional stability =
High measures of integrity
Low agreeableness, low conscientiousness, high extraversion and high neuroticism =
antisocial personality dx
Big 5, most to least stable
Extraversion, agreeableness, openness to experience, conscientiousness, and nueroticism
Which of the big 5 explains a level of independence, imagination,and curiosity?
Openness to experience
Which of the big 5 has a methodical approach to life, self-control, and achievement orientation?
Concientous
Which of the big 5 relates to level of sociability, talkativeness, assertiveness?
Extroversion/introversion
Which of the big 5 has a level of friendliness, likability, and cooperativeness?
Agreeableness
Which of the big 5 is explained by level of calmness, anxiety, and emotionality?
Neuroticism
Acquired Needs Theory
McClelland and colleagues uncovered three major factors that motivate ppl in workplace and life: Need for Achievement, Need for Power, and Need for Affiliation
Self-Regulation Theory
Banduar, approach assumes that people consciously set goals for themselves, monitor feedback to self-evaluate, and confirm or correct based on that feedback. Effectiveness and self-efficacy develops from this process.
Civil rights act of 1964
Legislation that protects demographic groups such as AA, Hispanic, and women from employment discrimination
Age Discrimination in Employment Act
Legislation that protects individuals 40 yrs or older from discrimination in selection, termination, pay, and training.
Equal Employment Opportunity Commission (EEOC)
Investigative agency of Fed. Gov. that seeks to confirm or disconfirm instances of discrimination, ad to seek resolution of discrimination claims
Job characteristics assessment evaluates:
Skill variety, task identity, task significance, autonomy and task feedback
Skill variety
can make a job more meaningful
task identity
can enhance job satisfaction whether the employee does an entire job or piece of a job
task significance
the more impact a task has on others, the more meaningful
autonomy
freedom employees have to conduct their jobs as they see fit
task feedback
enhance job satisfaction by enabling an employee to know if they are doing their jobs correctly
Holland’s RIASEC
Matching individual traits and job characteristics allows predication of job success and satisfaction. Realistic, investigative, artistic, social (helper) enterprising, conventional (organizer)
Which one of Holland’s domains has to do with someone who is asocial, conforming, materialistic, persistent, practical and inflexible?
Realistic (doer)
Which one of Holland’s domains has to deal with someone who is analytical, cautious, critical, complex curious, independent, introspective, pessimistic, rational and reserved?
Investigative (thinker)
Holland:complicated, emotional, disorderly, expressive, idealistic, imaginative, impulsive, independent, introspective, nonconforming
Artistic (creator)
Holland: cooperative, patient, friendly, generous, helpful, idealistic, warm empathic, kind social, tactful
Social (helper)
Holland: inquisitive, adventurous, agreeable, ambitious, energetic, excitement-seeking, extroverted, flirtatious, optimistic and self-confident
Enterprising (persuader)
Holland: careful, conforming, conscientious, defensive, efficient, inflexible, orderly, persistent, practical and prudish
Conventional (organizer)
Holland - ECR
conforming personalities
Holland - SAI
non-conforming personalities
Holland RI
introverted personalities
Holland ES
extroverted personalities
biodata
info collected about previous jobs, education, and personal history; a good predictor of some organizational behavior, such as turnover
Work sample
Measure job skills by taking samples of bx in realistic job situations; good predictors of job performance; less likely to discriminate against minorities (better at assessing motor than verbal skills)
Multiple hurdle system
involves a minimum cut-off being set on one predictor that entitles candidate to proceed to next hurdle
Multiple cut-off selection technique
applicant must succeed on all predictors; tests not administered in any particular order
Job evaluations help to determine:
compensation
External equity
wages compared to other employees
Internal equity
wages within organization
Job evaluation - value
identified by compensable factors: skill, responsibility/accountability, working conditions
Job performance
Observable things employees do to contribute to the goals of the organization
Americans with Disabilities Act (ADA)
Requires that employers with 15 or more employees give applicants with disabilities the same consideration for a position that a non-disabled applicant would receive. Also, when feasible, an employer must make reasonable accommodations.
Super’s Career Development Theory
Applying lifespan and life space into a coherent career identity development theory; graphically represented as a life-career rainbow. Life space=social roles; lifespan=stage of life or stage of career; not everyone goes thru all stages; some may recycle back thru with new careers
Super’s growth stage
Age 4-13; developing a personal self-concept; understanding of meaning and utility of work.
Super’s exploration stage
Age 14-24; examining oneself; developing realistic sense of self; trying out different roles; expanding awareness of vocational possibilities
Super’s establishment stage
Age 25-45; focusing efforts into a single career; advancing in that career; phase with the most creative output in one’s vocation
Super’s maintenance stage
Age 45-65; emphasizes keeping employment; identifying personal limitations; focus on concerns over newly hired competition; learning new skills to keep up
Super’s disengagement stage
Age 65+; process of pulling away from one’s duties; reducing responsibilities at work for mental, physical, or emotional reasons; eventually results in retirement and immersion in other life roles
Tiedman and O’Hara’s Career Development
Using cognitive development theory as a base, career development viewed as an element of one’s ego identity and as a continuing process throughout one’s lifetime.
Tiedman and O’Hara’s differentiation
Making distinctions about different aspects of oneself and one’e environment
Tiedman and O’Hara’s Integration
Unifying these different aspects and results in making better decisions, more refined goals, and developing useful plans
Tiedman and O’Hara’s Decision making
seven stages: exploration crystalliation, choice, clarification, induction, reformation, and integration
Tiedman and O’Hara’s styles of decision-making
Planning (most effective), intuitive, impulsive, agonizing, delaying, paralytic, fatalistic, and compliant.
Donald Super
Viewed career and vocation as a combination of 8 life roles, including: child, student, leisure, citizen, worker, spouse, homemaker, pensioner.
Holland’s Vocational Theory
Holland proposed that people like to be around others who have similar personalities; in choosing a career, it means that people choose jobs where they can be around other people who are like them.
Krumboltz’s Social Learning Theory of Career Choice and Counseling
Focuses on interacting with the environment in making career decisions, with emphasis on the learning resulting from those interactions.
What do specific and difficult goals do for employees?
Enhances motivation and performacne and keeps bx goal-oriented
Critical Incident Technique
For each employee, positive and negative behaviors that are assumed to influence job performance and noted and tallied. Results used to encourage pos bx and correct neg ones
Order of merit comparison
AKA simple ranking, this method of employee comparison involves ranking employees in terms of their performance on some specified dimension of job performance; it is easier, yet less precise, then paired comparison
Peer appraisals
Peers are likely to interact with fellow employees more frequently and know more about daily performance. There are several types of peer appraisal including: peer nominations, peer ratings, and peer rankings.
Peer nominations
Most useful for id’ing persons w/extreme high or low levels of KSAOs
Peer ratings
best for providing feedback
Peer rankings
best for discriminating various levels of performance from highest to lowest on each dimension
Paired comparison model
Used to compare all individuals within a group to each other, or individuals with the same job title to each other on various dimensions of a job or task
Frame of reference training
Focused on correcting possible rater distortions resulting from unintentional rater biases. Familiarized raters w/nature of job performance, content and nature of performance, good/bad work-related bx. More effective than psychometric training
Productivity
Refers to the proportion of effectiveness to the cost incurred by achieving that effectiveness
Selection
The organizational practice of choosing the right individual for a job
Psychometric training
A method of rater training that focuses on raising rater awareness about common sources of rater bias in hopes that this awareness will reduce rating distortions
Administrative training
A type of rater training that focuses on compensating for scale deficiencies by developing consensus about, for example, definitions among raters.
Incentive/reinforcement theory
Assumes that desired bx can be obtained through use of incentive systems or tangible rewards. Rewards contingent on individual unit of productivity
Reinforcement theory - to change worker motivation
Adjust the way reinforcements are delivered, (salary, benefits, days off) or punish
Reinforcement theory - Highest rates of responding
When individuals are on partial reinforcement schedule or number of units produced
Locke’s Goal-Setting Theory of Motivation
Asserts that setting specific and difficult goals motivates people and enhances performance
Equity Theory
Motivational theory that was developed by J. Stacey Adams who suggested that individuals relate their inputs (work efforts) and outcomes (compensation, promotions) relative to those of others.
Path-Goal Theory
Motivational and leadership theory that suggested that workers rationally weigh options before choosing how much effort to exert
Herzberg’s Two-Factor Theory
States that motivation comes from the nature of the job itself, not from external awards or job compensation. (Job motivation and job satisfaction related to motivational factors - achmt, recognition, responsibility)
