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EPPP 2020 > Industrial/ Organizational Psych > Flashcards

Industrial/ Organizational Psych Flashcards

1
Q

Job analysis

A

Describes job requirement

Job specific - PAO - position analysis questionnaire

Worker specific - KSAOs - knowledge, skills, abilities, other skills

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2
Q

Job evaluation

A

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

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3
Q

Actual v ultimate criterion and relevance

A

Actual - specific criterion

Ultimate - conceptual criterion

Relevance- how well the ultimate criterion captures the actual criterion (construct validity)

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4
Q

Criterion contamination

A

When an actual criterion assessed something other than the criterion

Threat to relevance

Happens with evaluator knows an employee’s predictor performance

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5
Q

Industrial Organizational laws

Title VII - Discrimination Law

Uniform Guidelines

Griggs vs Duke

A

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

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6
Q

Adverse impact

Unfairness

Differential validity

A

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

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7
Q

Biographical Information Blank (BIB)

A

Questions correlated with job success

Good predictor of how well you do on job

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8
Q

Interviews

A

Poor validity

Structure interviewed with multiple people who are trained in social and interpersonal skills

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9
Q

Assessment Center

A

Simulated experience used for upper level management that is valid but costly

Inbasket technique

Leaderless group decision

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10
Q

Work samples

A

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

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11
Q

Tests

A

Personality tests are poor predictors

Interests tests predict satisfaction but POF predictor of success

Test battery good predictor of job success

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12
Q

Realistic job preview

A

Gives people a realistic job preview with goal of reducing turnover and reduce inaccurate job expectations

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13
Q

Compensatory vs non compensatory tests

A

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

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14
Q

Forced choice assessment

A

Helps to reduce halo bias bc the choices are all positive

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15
Q

Behaviorally anchored ratings (BARs)

A

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

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16
Q

Management by objectives

A

Employee and supervisor collaborate to develop goals

This increases employee productivity and motivation

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17
Q

Task based errors

A 
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

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18
Q

Frame of Reference (FOR) trainings

A

Given examples of different possible likert/descriptive ratings to help people anchor the ratings

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19
Q

Selection ratio

Base rate

Taylor Russel Tables

A

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)

20
Q

Needs Assessmet

A

4 parts

  1. Goals & training need to reach goals
  2. Job analysis (requirements)
  3. Person analysis - training for individual
  4. Demographic analysis - training for specific groups (I.e, older workers
21
Q

Transfer of training

A

When following conditions are met

  1. Learning and performance environments have identical elements
  2. General skills and rules taught
  3. Training involves examples
  4. Skills are reinforced in job
22
Q

Vestibule training

A

Simulated trainings used when training on the job is too expensive

23
Q

Behavioral modeling

A

Most effective when using

  1. Modeling
  2. Role playing
  3. Self-directed application
24
Q

Utility analysis

A

Use of equitation to estimate how much the training returns on investment

25
Q

Holland -matching personality to job

A

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

26
Q

Super

A

Life Career Development

Matching career to personality

Career impacted by social-economic status

  1. Self concept
  2. Life span - career maturity manifests as you graduate from one stage to another
  3. Life space (various social roles)

Career maturity is when you meet the developmental task of the period —> assessed with Career Development Inventory

27
Q

Krumboltz

A

Social Learning theory

Focus on continual learning and self-development (not matching to skills or personality)

Career decisions based on 4 factors

  1. Genetics & special abilities
  2. Environmental conditions
  3. Learning experiences (classical and operant)
  4. Task approach skills that result from an interaction between all 3 aboveo
28
Q

Triedmont & O’Hara

A

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)

  1. Anticipation phase- exploration, crystallization, choice and specification
  2. Implementation & adjustment phase - induction, reformation and integration
29
Q

Brousseau & Driver

A

Decision Dynamics career model

Career concept is a person’s vision of their ideal career path

  1. Linear
  2. Expert
  3. Spiral (period moves)
  4. Transitory (move around a lot)
30
Q

Dawson & Lofquist

A

Theory of Work Adjustment (TWA)

Satisfaction - characteristics of job correspond to needs and values

Satisfactoriness - skills correspond to skill demands

31
Q

Roe career and parent-child relationships

A

People choose careers based on basic needs and personality

Proposed jobs toward people or not toward people due to parent-child relationship

32
Q

Scientific management approach to organization (Theory X)

Vs

Human Relations approach (Theory Y)

A

Theory X - Autocratic leadership

People are an extension of a machine, inherently lazy

Vs

Theory Y Human approach - participatory leadership

33
Q

Hawthorne studies

A

How environmental factors effect productivity

Psychological factors mor important for productivity

Productivity increases by being observed

Workgroups get people stuck in group norms

34
Q

Leadership and productivity and satisfaction

A

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

35
Q

Feedler’s Least Preferred Coworker (LPC)

A

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

36
Q

House’s Path goal theory

A

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
37
Q

Hershey & Blanchard Situational Leadership

A

To determine what leadership works best depend on how ready employees are to perform

In ascending order based on readiness:
Telling
Selling
Participating
Delegating
38
Q

Transactional vs

transformational

A

Transactional leaders use rewards and objectives

Transformational uses

39
Q

Power

A 
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

40
Q

Decision making

A

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

41
Q

Negotiation

A

Arbitration - bring in third party to listen what’s going on and make a bi ding decision

42
Q

Hertzberg 2-Factor / Motivation and Hygiene

A

Dissatisfiers- contextual - lower level dissatifiers (money, relationships)

Satisfiers - content - upper level satisfiers

43
Q

Maslow Hierarchy of Needs (5)

A

SELSP

Self-actualization
Esteem
Love and belonging
Safety
Physiological

Not related to work performance

44
Q

Job enrichment and enlargement

Target upper level needs, content

A

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

45
Q

ERG theory (existence, relatedness and growth)

A

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

46
Q

McLelland’s acquired needs (not innate)

A

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.

47
Q

Shane

A

Anchored In jobs

Technical functional
Managerial
Entreupenrial

EPPP 2020 (12 decks)

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