Industrial Organizational

Question 1

What are the three fields of I-O psych?

Answer 1

Industrial, organizational, and human factors

Question 2

What is industrial psychology?

Answer 2

Job analysis, selection, training, performance appraisals, psychometrics.

Question 3

What is the Hawthorne Effect?

Answer 3

People work harder/differently when they know they are being watched

Question 4

What are the 3 parts of job analysis?

Answer 4

Foundation for employee selection, training, and performance evaluations (later named work analysis).

Question 5

What is task analysis?

Answer 5

Duties required for successful completion of the job

Question 6

What is worker analysis?

Answer 6

Characteristics of the worker that enable them to complete their duties (KSAO’s)- Knowledge, skills, and abilities.

Question 7

What is organizational analysis?

Answer 7

Dynamics within an organization that affect job

Question 8

What is selection?

Answer 8

The method by which individuals are selected out of a pool of applicants for a particular job. Ideally, it is those who are capable and willing who are chosen.

Question 9

History of Quantitative Selection

Answer 9

Based in the works of Wilhelm Wundt, Binet, Spearman, and Thurstone. The idea that standardized instruments could capture important psychological constructs.

Question 10

Yerke’s Intelligence Testing

Answer 10

Used in WW1 and placed 17000 draftees.

Question 11

When did intelligence testing come to the foreground?

Answer 11

During WW2

Question 12

What is Quantitative Selection?

Answer 12

Multiple dimensions of people are examined through multiple sources. Dimensions include personality, education, knowledge, mock-performance. Sources include references, peer ratings, and interviewee.

Question 13

What are the rules for selection?

Answer 13

It is illegal to discriminate according to race, ethnicity, gender, and disability. (US Civil Rights Act of 1964).

Question 14

What is training?

Answer 14

Planned and systemic activities designed to promote the acquisition of knowledge, skills, and attitudes needed to improve the individual, team, and organizational effectiveness.

Question 15

What are the three steps to developing training programs?

Answer 15

1. Assessment. 2. Design Essentials 3. Evaluating the training

Question 16

Performance Appraisals

Answer 16

Retrospective synthesis by one individual of the efforts or performance of others

Question 17

Performance Appraisal Error: Severity/Leniency

Answer 17

When my rating is meaner than it should be/nicer than it should be

Question 18

Performance Appraisal Error: Halo Effect

Answer 18

If I like you, you’re getting a good evaluation

Question 19

Performance Appraisal Error: Primacy-Recency Effect

Answer 19

If the person before you did good, you’ll do good too

Question 20

Performance Appraisal Error: Central Tendency

Answer 20

Whatever the average is, that’s what you’re probably doing

Question 21

Performance Appraisal Error: Similar-to-me

Answer 21

We’re the same and that makes me feel good so you’ll get a higher rating.

Question 22

What are the instruments involved in remedying performance appraisal errors?

Answer 22

Forced-choice, behaviourally-anchored responses scale (BARS), behavioural observation scale (BOS), trait versus behaviour scales, frame-of-reference (FOR) training.

Question 23

Partial Correlation

Answer 23

Looking at the correlation between two things, after removing the effect of a third.

Question 24

Multiple Correlation

Answer 24

Looking at the effect of multiple things on some outcome, controlling for the effect of each on each other (effectively multiple simultaneous partial correlations).

Question 25

Average Correlations

Answer 25

Across many studies (across many multiple correlations), controlling for study-specific elements.

Question 26

Job Attitudes

Answer 26

Affected by a large range of variables such as job satisfaction, organizational commitment, job involvement, and perceived organizational support.

Question 27

Work-to-Family Conflict

Answer 27

Societal changes lead to dual income earning families. Has a bi-directional impact (may be either work to family conflict, WFC, or family to work, FWC). May have work-related, nonwork-related, and stress-related outcomes.

Question 28

What framework did Burns offer on leadership?

Answer 28

1) Transformational leadership - Idealized influence (charismatic), inspirational motivation, intellectual stimulation, individualized consideration.
2) Transactional leadership - Contingent reward, active management-by-exception (only recognizes mistakes), passive management-by-exception (waits until things are really bad).
3) Laissez-faire - No leadership

Question 29

Which forms leaderships are most effective? Which are least?

Answer 29

Transformational leadership is most impactful, followed closely by contingent reward behaviours. Laissez-faire is not effective.

Question 30

Organizational Culture

Answer 30

Encompasses the values, visions, hierarchies, norms, reward structures, and the interactions between employees. It can predict the effectiveness depending on the measure of effectiveness and culture.

Question 31

What are the three layers of organizational culture?

Answer 31

1) Observable artifacts - symbols, language, narratives, and practices.
2) Espoused values - management of organizational beliefs about ideal states.
3) Basic assumptions - generally unobservable and unquestioned.

Question 32

Human factors

Answer 32

Studying the interface between humans and machines, stations, devices, programs (for work). Evaluates both designed products (usability), and human limits (cognitive capabilities required).

Question 33

Levels of Interdependence in a team

Answer 33

Pooled: Sum of individuals doing the same task. Sequential: One individual’s task relies on another
Reciprocal: Back and Forth
Within Team: Collaborative

Question 34

What is the IPO model?

Answer 34

Inputs (resources) Processes (activities) Outputs (products)

Question 35

What did Tuckman come up with?

Answer 35

Norming, storming, forming and performing