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Psychometrician Board Exam > Industrial/Organizational Psychology > Flashcards

Industrial/Organizational Psychology Flashcards

1
Q

Fields of I/O Psychology

A
  1. Personnel Psychology
  2. Organizational Psychology
  3. Human Factors/Ergonomics
  4. Occupational Health and Safety
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2
Q

Hypotheses vs Theories

A
  • Hypotheses - well thought-out suggestions or ideas

* Theories - systematic sets of assumptions regarding the nature and cause of particular events

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3
Q

Different Research Methods

A
  1. Experiment
  2. Quasi-experiment
  3. Case study
  4. Survey
  5. Interview
  6. Natural observation
  7. Independent and Dependent Variables
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4
Q

Difference between mail, email and phone surveys?

A

Mail Surveys
•Pre-contact participants
•Personalize the survey (e.g., original signature)
•Ensure survey responses will be anonymous by using identification numbers
•Use a first-class stamp (15% more likely to be opened)
•Increasing Response Rates

Email Surveys
•Compared to regular mail, email - faster, cheaper (5-20% of regular mail cost), results in longer, more candid open-ended responses and have similar response rates (about 30%)
•Survey length does not affect response rates - Increasing Response Rates

Phone Surveys
•Immediately identify self and affiliation
•Provide a phone number if participant is suspicious
•Stress the importance of the information
•Keep the interview short
•Limit the number of response options
•Speak clearly

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5
Q

Meta-analysis Steps

A
  • Obtain relevant studies
  • Convert test statistics into effect sizes
  • Compute mean effect size
  • Correct effect sizes for sources of error
  • Determine if effect size is significant
  • Determine if effect can be generalized or if there are moderators
  • Finding Studies
  • Establish time frame for studies
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6
Q

Deciding which studies to use

A
  • Must be empirical
  • Must have the appropriate statistic to convert to an ‘r’ or a ‘d’
  • Must have complete set of information
  • Must be accurate
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7
Q

Importance of Job Analysis

A
  • Writing job descriptions
  • Employee selection
  • Training
  • Person power planning
  • Performance appraisal
  • Job classification
  • Job evaluation
  • Job design
  • Compliance with legal guidelines
  • Organizational analysis
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8
Q

JD Sections

A
  • Job Title
  • Brief summary
  • Work activities
  • Tools and equipment used
  • Work context
  • Work performance
  • Compensation information
  • Job Competencies
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9
Q

What composes a Job Title

A

Describes the nature of the job

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10
Q

What composes a Brief Summary

A

Job description; easy to understand

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11
Q

What composes work activities

A

-List only one activity per statement
–Statements should be able to “stand alone”
–Should be written in an easy to understand style
–Use precise rather than general words

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12
Q

What composes a work context?

A
  • Work schedule
  • Degree of supervision
  • Ergonomic information (Physical and Psychological Stress; Indoors v. outdoors; Lighting/heat/noise/physical space; Clean v. dirty environment; Standing/sitting/bending/lifting)
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13
Q

What composes Work performance?

A

Describes how performance is evaluated

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14
Q

What should a work perfomance include?

A

–Standards used
–Frequency of evaluation
–Evaluation dimensions
–Evaluator

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15
Q

What composes compensation information?

A
  • Job evaluation dimensions
  • Exempt status
  • Pay grade
  • Job group
  • EEO-1 Category
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16
Q

What composes job competencies?

A

–Knowledge, skill, ability, and other characteristics (KSAOs)
–Job specifications

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17
Q

Who can conduct job analysis?

A 
•	Internal Department
–	Human resources
–	Compensation
–	Training
–	Engineering
•	Internal task force
•	Supervisors
•	Employees
•	Consultants
•	Interns/class projects
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18
Q

How do you conduct a job analysis?

A 
Step 1: Identify tasks performed
Step 2: Write task statements
Step 3: Rate task statements
Step 4: Determine essential KSAOs
Step 5: Select tests to tap KSAOs
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19
Q

Characteristics of well-written task statements

A

-One action and one object
-Appropriate reading level
–The statement should make sense by itself
–All statements should be written in the same tense
–Should include the tools and equipment used to complete the task
–Task statements should not be competencies
–Task statements should not be policies

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20
Q

Tasks can be rated on a variety of scales

A 
–Importance*
–Part-of-the-job
–Frequency of performance*
–Time spent
–Relative time spent
–Complexity
–Criticality
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21
Q

What can be used to determine Essential KSAO (General Information about Worker Activities)?

A
  • Positional Analysis Questionnaire
  • Structured Job Analysis Methods
  • Job Structure Profile
  • Job Elements Inventory
  • Functional Job Analysis
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22
Q

What are the 6 main dimensions assessed in Positional Analysis Questionnaire?

A
  • Information input
  • Mental processes
  • Work output
  • Relationships with others
  • Job context
  • Other
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23
Q

What can be used to determine Essential KSAO (Method information about KSAOs)?

A
  • Job components inventory
  • Job Adaptability inventory
  • Personality-related position requirements form
  • Fleishman Job Analysis
  • Critical Incident Technique
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24
Q

5 main categories of job components inventory

A
  • Tools and equipment used
  • Perceptual and physical requirements
  • Mathematical requirements
  • Communication requirements
  • Decision making and responsibility
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25
Q

8 dimensions of adaptability inventory

A
  • Handling emergencies
  • Handling work stress
  • Solving problems creatively
  • Dealing with uncertainty
  • Learning
  • Interpersonal adaptability
  • Cultural adaptability
  • Physically orienting adaptability
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26
Q

KSAO: Knowledge?

A

A body of information needed to perform a task

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27
Q

KSAO: Skill?

A

proficiency to perform a certain task

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28
Q

KSAO: Ability?

A

basic capacity for performing a wide range if different tasks, acquiring a knowledge, or developing a skill

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29
Q

KSAO: Other characteristics?

A

Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience

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30
Q

Employee Complaint Process

A 
•	Alleged discriminatory act
•	Internal investigation
•	Internal resolution process
–	Essential to have a formal policy
–	Options
•	Dictate a decision
•	Mediate a solution
•	Arbitrate a decision
–	Appeal procedure is important
•	External resolution process
–	State agencies in deferral states
–	EEOC
–	Law suit
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31
Q

Alternative Dispute Resolution

A 
•	Mediation
–	Neutral third party
–	Disputants reach agreement
•	Arbitration
–	Neutral third party
–	Arbitrator makes decision
•	Binding
•	Nonbinding
•	Dictation
–	Third party makes decision
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32
Q

EEOC Complaint Process

A
  1. Alleged discriminatory act
  2. Complaint filed
    a. 180 days for nondeferral states
    b. 300 days for deferral states
  3. Employer notified within 10 days
  4. Investigation (goal is to complete in 120 days)
    a. Reasonable cause found
    1) attempt to reach agreement
    2) if no agreement, EEOC can file suit
    b. Reasonable cause not found
    1) right to sue letter issued to employee
    2) employee has 90 days to file suit
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33
Q

What is content validity?

A

method of rationally matching tasks with the necessary knowledge, skills, abilities, and other characteristics (KSAOs) to perform the job

34
Q

What is a criterion validity?

A

Correlate test scores with relevant criteria

35
Q

What is validity generalization?

A
  • Based on meta-analysis

* Borrows validity from other studies or organizations

36
Q

Type of Harassment

A
  • Quid Pro Quo

* Hostile Environment

37
Q

Quid Pro Quo Harassment Claims

A
  • Granting of sexual favors is tied to employment decisions
  • Single incident is enough
  • Organization is always liable
38
Q

Hostile Environment

Harassment Claims

A
  • Pattern of conduct
  • Related to gender
  • Is unwanted
  • Is negative to the “reasonable person”
  • Affects a term, condition, or privilege of employment
39
Q

Behaviors That Could Be Sexual Harassment

A
  • Sexual comments
  • Undue attention
  • Verbal sexual abuse
  • Verbal sexual displays
  • Body language
  • Invitations
  • Physical advances
  • Explicit sexual invitations
40
Q

Behaviors are offensive if they:

A
  • Perpetuate stereotypes
  • Degrade another group
  • Build-up own group
  • Make others feel uncomfortable
41
Q

What is disability?

A

A physical or mental impairment that substantially limits one or more major life activities

42
Q

What is an effective recruitment method should be?

A
  • Get the attention of the public
  • Screen unqualified applicants
  • Motivate qualified people to apply
  • Be cost effective
  • Be timely
43
Q

What are formal/direct recruitment methods?

A
  • Media advertisements
  • Point of purchase
  • Direct mail
  • Employment agencies
  • College recruiters
  • Computer databases
  • Special events
  • Employee referral programs
44
Q

What are informal/indirect recruitment methods?

A
  • Situation-wanted ads
  • Direct applications
  • Employee referrals
45
Q

5 Major Types of Newspaper Employment Ads

A
  • Apply in person
  • Call
  • Send resume
  • Blink box
  • Employment agency
46
Q

How do interviews differ?

A 
•Structure
  oUnstructured
  oStructured
•Style
  oOne-on-one
  oSerial
  oReturn
  oPanel
  oGroup
•Medium
  oFace-to-face
  oTelephone
  oVideoconference
  oWritten
47
Q

Goals of a structuredinterview

A

•Understand the Applicant
oClarify and confirm resume information
oObtain new information
•Predict Job Performance
oAsk questions focused on past behavior
oAsk questions focused on knowledge and skills
oAsk questions focused on future behavior
•Predict Organizational Fit
oUse several interviewers
oCombine interview impression with test scores
•Sell the Organization to the Applicant
oProvide information about the position/organization
oAnswer the applicant’s questions

48
Q

How do you create a structured interview

A
  • Conduct a thorough job analysis
  • Determine best way to measure each KSAO
  • Construct Questions
  • Determine rating anchors for each question
  • Choose two or more members for the interview panel
49
Q

How do you conduct a structured interview?

A
  • Build rapport
  • Explain the process and the agenda
  • Ask the questions
  • Score the answer and take notes after each question
  • Provide information about the job and the organization (e.g., salary, benefits, climate)
  • Answer interviewee’s questions
  • End the interview on a pleasant note
50
Q

General considerations in resumes

A 
•	Length
•	Paper color and type
•	How it will be sent
o	mailed
o	faxed
o	scanned
•	Job objectives
51
Q

What are important psychological principles?

A
  • Primacy
  • Priming
  • Short-term memory
  • Relevancy
  • Negative information bias
  • Unusualness
  • Anderson’s adding versus averaging principle
52
Q

What are types of resumes?

A
  • Chronological
  • Functional
  • Psychological
53
Q

Importance of References in Resumes

A
  • Check for resume fraud
  • Find new information about the applicant
  • Check for potential discipline problems
  • Predict future performance
54
Q

Personnel Selection Methods (Real meaning of recommendations)

A
  • Training & Education
  • Experience
  • Knowledge
  • Ability
  • Skills
  • Personality & Character
  • Medical
55
Q

Assessment Centers

A

A selection technique that uses multiple job-related assessment exercises and multiple assessors to observe and record behaviors of candidates performing job-related tasks

56
Q

Guidelines for Assessment Center Practices

Joiner (2000)

A
  • Based on job analysis
  • Behavioral classification
  • Assessment techniques
  • Use multiple assessment exercises
  • Simulations
  • Use multiple assessors
  • Assessor training
  • Recording behavior
  • Reports
  • Overall judgment based on integration of information
57
Q

Assessment Center Exercises

A
  • Leaderless group discussions
  • In-basket technique
  • Simulations
  • Role plays
  • Case analyses and business games
58
Q

What is personality?

A

collection of traits that persist across time and situations and differentiate one person from another

59
Q

Five Factor Model (The Big 5)

A
  • Openness to Experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism (emotional stability)
60
Q

What is a polygraph testing?

A

a machine that measures the physiological responses that accompany the verbal responses an individual makes to a direct questions asked by polygraph operator.

61
Q

Limitation of the Polygraph

A
  • Emotions other than guilt can trigger responses
  • Countermeasures used to avoid detection
  • Frequency of false positives
  • Frequency of false negatives
62
Q

Differentiate the paper and pencil integrity test

A
  • Overt integrity tests: Directly ask for attitudes about theft and occurrences of theft behavior
  • Personality based measures: measure traits linked to several theft related employee behaviors that are detrimental to the organization
63
Q

What is a conditional reasoning test?

A

• Applicants are given a series of statements and asked to select the reason that justifies each statement

64
Q

Optimal employee selection systems

A

Reliable
Valid
Reduce the chance of a legal challenge
Cost effective

65
Q

What is a reliability?

A

extent to which a score from a test is consistent and free from errors of measurement

66
Q

Methods of determining reliability

A

–Test-retest (temporal stability)
–Alternate forms (form stability)
–Internal reliability (item stability)
–Scorer reliability

67
Q

What is internal reliability?

A

measurement error strictly in terms of consistency or inconsistency in the content of the test.

68
Q

How do you determine internal reliability?

A
  • Split-Half Method*

- Spearman-Brown Formula

69
Q

Common Methods for Correlating Split-half Methods

A

• Cronbach’s Coefficient Alpha
– Used with ratio or interval data.
• Kuder-Richardson Formula
– Used for test with dichotomous items (yes-no true-false)

70
Q

When is interrater reliability used?

A

• Used when human judgment of performance is involved in the selection proces

71
Q

What is Validity?

A

degree to which inferences from scores on tests or assessments are justified by the evidence

72
Q

Differentiate different ways to measure validity

A

Content Validity the extent to which test items sample the content that they are supposed to measure

Criterion validity refers to the extent to which a test score is related to some measure of job performance called a criterion

Construct Validity -extent to which a test actually measures the construct that it purports to measure

73
Q

Common Utility Methods

A
  • Taylor-Russell Tables
  • Proportion of Correct Decisions
  • The Brogden-Cronbach-Gleser Model
74
Q

Measurement bias?

A

– A test is biased if there are group differences in test scores (e.g., race, gender) that are unrelated to the construct being measured (e.g., integrity)

75
Q

Predictive bias

A

– A test is fair if people of equal probability of success on a job have an equal chance of being hired

76
Q

Linear Approaches to Making the Selection Decision

A
  • Unadjusted Top-down Selection
  • Passing Scores
  • Banding
77
Q

Steps in Developing the System

A
  • Create a task-force that includes all levels in the organization
  • Determine why you are evaluating performance (your goal)
  • Identify environmental and cultural variables that could affect the system
  • Determine the sources to be used in appraising performance.
78
Q

Training Step

A 
•	Determine training needs
•	Develop training program
–	Establish goals and objectives
–	Choose best training method
–	Prepare the training
–	Motivate employees
–	Conduct the training
•	Evaluate training success
79
Q

What is Pygmalion effect or Rosenthal effect?

A

higher expectations lead to an increase in performance

80
Q

What is Golem effect?

A

lower expectations placed upon individuals either by supervisors or the individual themselves lead to poorer performance by the individual.

81
Q

Equity vs Expectancy Theory

A

Equity Theory - motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity

Expectancy Theory - behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be.

82
Q

Types of Org Communication

A
  • Upward
  • Downward
  • Business
  • Informal
  • Interpersonal

Psychometrician Board Exam (4 decks)

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