Industrial/ Organizational Psych Flashcards
Job analysis
Describes job requirement
Job specific - PAO - position analysis questionnaire
Worker specific - KSAOs - knowledge, skills, abilities, other skills
Job evaluation
Determines job worth
Comparable with used to judge salary
Mostly uses subjective measures bc objective ones are limited in their ability to capture criterion
Self not impacted by halo effect
Supervisor most reliable
Peer- training and successful promotion
Actual v ultimate criterion and relevance
Actual - specific criterion
Ultimate - conceptual criterion
Relevance- how well the ultimate criterion captures the actual criterion (construct validity)
Criterion contamination
When an actual criterion assessed something other than the criterion
Threat to relevance
Happens with evaluator knows an employee’s predictor performance
Industrial Organizational laws
Title VII - Discrimination Law
Uniform Guidelines
Griggs vs Duke
Title VII - discrimination law
Uniform Guidelines - test that effects hiring practices in adverse way are illegal
Griggs vs Duke - tests that use general broad ability are unfair for promotion; must use tests that assess skills used in job
Adverse impact
Unfairness
Differential validity
Adverse impact - 80% rule
Unfairness - different scores on predictor but same on criterion —> can use test if change cut off score
Shown with 2 parallel regression lines
Differential validity - test valid for one group by not other - different validity coefficients
Biographical Information Blank (BIB)
Questions correlated with job success
Good predictor of how well you do on job
Interviews
Poor validity
Structure interviewed with multiple people who are trained in social and interpersonal skills
Assessment Center
Simulated experience used for upper level management that is valid but costly
Inbasket technique
Leaderless group decision
Work samples
More valid among minorities
Train ability tests - when work samples they include a structure period of Lear I hand evaluation they are called tra inability tests
Tests
Personality tests are poor predictors
Interests tests predict satisfaction but POF predictor of success
Test battery good predictor of job success
Realistic job preview
Gives people a realistic job preview with goal of reducing turnover and reduce inaccurate job expectations
Compensatory vs non compensatory tests
Multiple regression is compensatory
Multiple cut offs - must meet cut off for various components
Multiple hurdle - must pass one point at a time —> saves money bc not all predictors used
Performance = abilities, motivation, environment/ opportunity
Forced choice assessment
Helps to reduce halo bias bc the choices are all positive
Behaviorally anchored ratings (BARs)
Ranking on critical incidents related to successful performance
Problems are it’s cumbersome and people are eating you on hypothetical situations and not real life situations
Management by objectives
Employee and supervisor collaborate to develop goals
This increases employee productivity and motivation
Task based errors
Strictness Leniency Central tendency Recency bias Attribution error
Women’s ratings of women lower on male dominated fields
To improve ratings- train raters, multiple raters, multiple ratings, clear standards
Frame of Reference (FOR) trainings
Given examples of different possible likert/descriptive ratings to help people anchor the ratings
Selection ratio
Base rate
Taylor Russel Tables
Selection ratio - ratio of job openings to applicants (1:100)
Lower selection ratio means employer can be more selection and increase cutoff score to reduce false positives (LOW)
Base rate - how many people successful on job without use of a predictor (MODERATE —> highest incremental validity)
Predictor with low Validity (LOW —> highest incremental validity)
Needs Assessmet
4 parts
- Goals & training need to reach goals
- Job analysis (requirements)
- Person analysis - training for individual
- Demographic analysis - training for specific groups (I.e, older workers
Transfer of training
When following conditions are met
- Learning and performance environments have identical elements
- General skills and rules taught
- Training involves examples
- Skills are reinforced in job
Vestibule training
Simulated trainings used when training on the job is too expensive
Behavioral modeling
Most effective when using
- Modeling
- Role playing
- Self-directed application
Utility analysis
Use of equitation to estimate how much the training returns on investment
Holland -matching personality to job
RIASEC
Realistic (labor) Investigative Artistic Social (therapist) Enterprising (entrepreneur) Conventional (accountant)
Consistency determined by how close your codes are
Personality-environment match —> Differentiation (high traits in an area) predicts
Super
Life Career Development
Matching career to personality
Career impacted by social-economic status
- Self concept
- Life span - career maturity manifests as you graduate from one stage to another
- Life space (various social roles)
Career maturity is when you meet the developmental task of the period —> assessed with Career Development Inventory
Krumboltz
Social Learning theory
Focus on continual learning and self-development (not matching to skills or personality)
Career decisions based on 4 factors
- Genetics & special abilities
- Environmental conditions
- Learning experiences (classical and operant)
- Task approach skills that result from an interaction between all 3 aboveo
Triedmont & O’Hara
Decision Making Model
Vocational identity development
Believe that career counseling helps people become aware of their career decisions
Career development tied to ego (in Eriksons stages) and process of integration and differentiation
2 phases (dynamic)
- Anticipation phase- exploration, crystallization, choice and specification
- Implementation & adjustment phase - induction, reformation and integration
Brousseau & Driver
Decision Dynamics career model
Career concept is a person’s vision of their ideal career path
- Linear
- Expert
- Spiral (period moves)
- Transitory (move around a lot)
Dawson & Lofquist
Theory of Work Adjustment (TWA)
Satisfaction - characteristics of job correspond to needs and values
Satisfactoriness - skills correspond to skill demands
Roe career and parent-child relationships
People choose careers based on basic needs and personality
Proposed jobs toward people or not toward people due to parent-child relationship
Scientific management approach to organization (Theory X)
Vs
Human Relations approach (Theory Y)
Theory X - Autocratic leadership
People are an extension of a machine, inherently lazy
Vs
Theory Y Human approach - participatory leadership
Hawthorne studies
How environmental factors effect productivity
Psychological factors mor important for productivity
Productivity increases by being observed
Workgroups get people stuck in group norms
Leadership and productivity and satisfaction
Autocratic/authoritarian —> just as productive as democratic
Democratic —> most satisfied, productive
Lassier Faire —> least productive
Performance contingent rewards —> satisfaction and productive
Non-contingent rewards or punishment not helpful
Feedler’s Least Preferred Coworker (LPC)
High LPC (people person)- still gets high rating to least preferred person
Low LPC (task oriented) - low rating of least orders person
Favorableness/situational - how likely task will be completed
Low LPC (task oriented) do best at the extremes, when situations are favorable or unfavorable
High LPCs do best in moderately favorable situations
House’s Path goal theory
Leaders Increasing personal pay offs to employee and making paths easier
Locus of control and ability are factors contributing to what employees want in a leader 4 leadership styles Directive Supportive Achievement-Oriented Participatory
Hershey & Blanchard Situational Leadership
To determine what leadership works best depend on how ready employees are to perform
In ascending order based on readiness: Telling Selling Participating Delegating
Transactional vs
transformational
Transactional leaders use rewards and objectives
Transformational uses
Power
Reward Coercive Legitimate - power based on position Referent - power comes from identifying or looking up to someone Expert - specific expert skill
Referent and expert —> why people comply with managers
Decision making
Rational economic model/ classical approach - we have to clearly define problem, and only rational about if we know all the possible cons/pros and choose the best choice
Administrative approach/ satisficing style/Simon’s approach / Behavioral approach - choose first satisfactory alternative when we make a decision
Negotiation
Arbitration - bring in third party to listen what’s going on and make a bi ding decision
Hertzberg 2-Factor / Motivation and Hygiene
Dissatisfiers- contextual - lower level dissatifiers (money, relationships)
Satisfiers - content - upper level satisfiers
Maslow Hierarchy of Needs (5)
SELSP
Self-actualization Esteem Love and belonging Safety Physiological
Not related to work performance
Job enrichment and enlargement
Target upper level needs, content
Job enrichment- expand job to build satisfiers (freedom, challenging tasks) —> increased satisfaction, performance, decrease turnover and absenteeism; reduced boredom
Job enlargement- expands variety of task but not more responsibility or autonomy —> increase satisfaction but not performance
ERG theory (existence, relatedness and growth)
Not hierarchical, all at same level
Just bc you meet a need doesn’t mean you move on to the next; the need could become stronger
Better empirical support than Maslow’s theory
McLelland’s acquired needs (not innate)
Achievement - people high on this typically set moderate goals and like feedback and recognition
Affiliation
Power
These are not inborn needs. They can be grown by training.
Shane
Anchored In jobs
Technical functional
Managerial
Entreupenrial
