Industrial Organizational Psychology Flashcards
A leader, the best way to reach our group goals is by maximizing my authority in making decisions for the group. This line demonstrates what structural principle is under classical organizational theory.
Scalar principle
A set of propositions that explains or predicts how groups and individuals behave in varying organizational structures and circumstances.
Organizational theory
Product of Job analysis
Job Description
What are the two fundamental requirements of organizational structures?
Division of labor and coordination
The division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities
Organizational structure
Form of coordination
Informal communication
Formal Hierarchy
Standardization
Org. Structure in which employees are organized around geographic areas, outputs (products or services), or clients.
Divisional structure
Org structure built around self-directed teams that complete an entire piece of work.
Team-based structure
An org structure that has wide span of control, no formal leader, highly decentralized, low formalization because teams are given relatively few rules about how to organize their work.
Team-based
Org structure that overlays two structure (such as a geographic divisional and functional structure) in order to LEVERAGE the benefits of both. It is usually has two chains of command.
Matrix Structure
An alliance of several org for the purpose of creating a product or serving a client. This structure is more decentralized and more flexible than other structures.
Network structure
systematic process for collecting and analyzing information about a job.
Job Analysis
foundation of all human resource function
Job analysis
Line of authority from lowest to top
Scalar Chain
Emphasis on kindness and justice
Equity
Harmony and union among personnel is strength. Camaraderie
Esprit de corps
Importance of Job Analysis
Writing Job Description
Employee selection
Training
Person-power training
Performance appraisal
Job classification
Job Evaluation
Job Design
Compliance with Legal Guidelines
Organizational analysis
A written results of the job analysis
Job Description
A written summary of the tasks performed in a job, the conditions under which the job is performed, and the requirements needed to perform the job.
Job Descriptions
Worker Mobility
Personpower planning
Promoting employees until they reach their highest level of incompetence
Peter Principles
process of obtaining information about a job by talking to a person performing it.
Job Analysis Interview
Eight Sections of Job Description:
Job Title
Brief Summary
Work Activities
Tools and Equipment Used
Job Context
Work Performance
Compensation information
Job Competencies
KSAO’s represents as:
Knowledge, Skills, Ability and Other Characteristics
Steps in conducting Job Analysis:
Step 1: Identify Task Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs
Step 5: Selecting Test to Tap KSAO’s
A job analysis method in which a group or panel of job experts identifies the objectives and standards to be met by the ideal worker.
Ammerman Technique
A job analysis method in which the job analyst watches job incumbents perform their jobs.
Observing incumbents
A job analysis method in which the job analyst actually performs the job being analyzed
Job Participation
A proper written task statements must contain?
Action and Object
- Action- what is done
Object- to which the action is done
The process of determining the monetary worth of a job. Determining the Job worth.
Job Evaluation
Two Stages of Job Evaluation.
Internal pay equity and External Pay equity
A group of SMEs rate each task statement on the frequency and the importance
Task analysis
The extent to which employees within an organization are “Paid Fairly” compared with other employees within the same org.
Internal Pay Equity
A field of inquiry dedicated to the advancing knowledge
about the nature of groups, the law of their development
and their interrelations with individuals, other groups and
larger institutions.
Group dynamic
The extent to which employees within an organization are “Paid Fairly” compared with other employees outside the org.
External pay equity
Breaking down job into simple tasks. But it could result to boredom and negative attitudes, and fails to offer sense of accomplishments
Job simplification
Having employees perform different tasks. It reduces boredom and provides relief from repetitive movements
Job Rotation
Giving more responsibilities to employee. Combining two or more simplified jobs.
Job Enlargement (Horizontal)
the enhancement of employees’ interest in and attitude toward work tasks by improving their quality of life on the job. This methods include (a) reducing boredom by giving employees a variety of different tasks and (b) allowing employees to plan their own work activities.
Job Enrichment
“Job worth” How much employees in a position should be paid.
Job Evaluation
A questionnaire sent to other organization to see how much they are paying their employees in positions similar to those in the org sending the survey
Salary Survey
The process of attracting employees to an organization.
Recruitment
Steps in selecting employees:
Job Analysis
Selection of testing methods
Test Validation
Recruitment
Screening
Testing
Selecting
Hiring/Rejecting
Internal Recruitment: Types of promotion, that are not competitive type wherein their are career progression. Ex. Engr 1 to Engr
Noncompetitive Promotions
Internal Recruitment: Types of promotion, that is competitive, internal and and/or external applicants compete with one another for a limited number of higher positions.
Competitive Promotions
External Recruitment: Media Advertisements,____ typically ask the applicant to respond in four ways: respond by calling, Apply-in-person, Send-resume Ads, Blind box
Newspaper Ads
Types of external recruitment tool that org is anonymous because the company might fear having no applicants if they knew the name of the company. They want to hire 1st for replacement before termination.
Blind Box ads
Recruitment method in which help of “wanted” signs are placed so that they can be viewed by people who visit the org. Ex. Store windows, Bulletin Boards, restaurant placemats
Point of purchase methods
Send recruiters to college campuses
Campus Recruiters
Also called “Headhunters”. Recruiters that specialize in placing applicants in high paying-jobs. Expensive.
Executive Search Firms
An employment service operated by a state/ local government, designed to match applicants with job openings.
Public Employment Agencies
An organization that specializes in finding jobs for applicants and finding applicants for org looking for employees
Employment Agency
A method of recruitment in which a current employee refers a friend or family member for a job.
Employee Referral
Vrooms theory that motivation is a function of expectancy, instrumentality and valence
Expectancy Theory
Recruitment method in which several employers are available at one location so that many applicants can obtain information at one time
Job Fair
The process of determining the monetary worth of a job.
Job Evaluation
A method of performance appraisal in which employees are ranked from best to worst. Usually use when there are only few employees to rank. easiest and most common
Rank Order
A method a recruitment in which job applicants are told both positive and negative aspects of a job.
Realistic Job Preview (RJP)
A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.
Direct Mail
A group job analysis interview consisting of subject-matter experts (SMEs).
SME conference
A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers.
Situational leadership theory
A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Skill-level determiner
Newspaper advertisements run by applicants looking for jobs rather than by organizations looking for applicants.
Situation-wanted ads
An exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job.
Simulation
Interviews in which questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores
Structured interviews
The listening style of a person who pays attention mainly to the way in which words are spoken.
Stylistic listening
Medium use of interview in which the applicant and interviewer are in the same room
Face-to-Face Interview
The extent to which an
employee wants to remain with an organization and
cares about the organization.
Affective commitment
In path–goal theory, a
leadership style in which the leader sets challenging
goals and rewards achievement.
Achievement-oriented style
The conflict style of a person
who tends to respond to conflict by giving in to the
other person.
Accommodating style
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers.
360-degree feedback
A basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill.
Ability
The fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future.
Acceptance stage
one applicant and one interviewer
one-on-one interview
series of one-on-one interview. Ex. hr-dept head- CEO
serial interview
multiple interviewers asking questions and evaluating answers of the same applicant at the same time
Panel interview
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions
Participative style
Have multiple applicants answering questions during the same interview
Group interview
One could put together several combinations of interview type
serial-panel-group interview
Similar with serial with differ in passing time between the first and subsequent interview. Ex. Hr- After a week- CEO
Return Interview
Medium use of interview in which the interview conducted virtually
Video Conference
Medium use of interview in which often used to screen applicants but do not allow the use of visual cues. Preliminary interview.
Telephone interview
Medium use of interview in which an applicant answering the series of written questions and then sending the answers back through regular mail or email.
Written Interview
Interviews in which questions
are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.
Structured interviews
An interview in which applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.
Unstructured interview
Problems with unstructured interview:
*Poor Intuitive Ability
*Lack of Job relatedness
*Primacy Effects
*Contrast Effect
*Negative-Information Bias
*Interviewer-Interviewee Similarity
*Interviewee Appearance
*Nonverbal Cues
Interviewers often base their hiring decisions on “gut reactions” or intuition which is inaccurate predictors of a variety of factors ranging from future employees success.
Poor Intuitive Ability
Interviewer conduct interviews base on questions that are not related to any particular jobs (competencies)
Lack of Job relatedness
The fact that information presented early in an interview carries more weight than information presented later. “First Impressions”
Primacy effect
A pattern of grapevine communication in which a message is passed randomly among all employees.
Probability grapevine
When the performance of one applicant affects the perception of the performance of the next applicant.
Contrast effect
A type of rating error in which the rating of the performance level of one employee affects the ratings given to the next employee being rated.
Contrast error
The extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization.
Continuance commitment
The effort employees make to get along with their peers, improve the organization, and “go the extra mile.”
Contextual performance
The fact that negative information receives more weight in an employment decision than does positive information.
This seems to occur only when the interviewers aren’t aware of job requirements
The applicants are afraid to be honest for the fear that one negative info might cost them their job opportunities
Negative information bias
An interviewee receive a higher score base on the similarity in personality, attitude, gender or race of interviewer.
Interviewer-Interviewee Similarity
A computer-based employee communication network used exclusively by one org.
Intranet
A type of structured interview question that clarifies info on the résumé or application.
Ex. You joined the annual summer fair. What is that?
Clarifier
A type of structured interview question in which a wrong answer will disqualify the applicant from further consideration.
Ex. Are you available to work in weekends? or Do you have a psychometrician license?
Disqualifier
A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Ex. You listed that you are proficient in excel, can you create a pivot table? or You listed that you are fluent in spanish, (ask the applicant in spanish)
Skill-level determiner
Proficiency to perform a particular task
Skill
A type of structured interview question in which applicants are given a situation and asked how they would handle it. (situational question)
Ex. how would you handle an angry customer?
Future-focused question
A type of structured-interview question that taps an applicant’s experience. Better predictors of high-level positions than future-focused approach.
Past-focused question
A type of structured-interview question that taps how well an applicant’s personality and values will fit with the organizational culture.
Organizational fit questions
A method of scoring interview
questions in which the answer is either right or wrong. Scored on the basis of correctness (e.g., What is the legal drinking age in Phil.?)
Right/wrong scoring
A method of scoring interview answers that compares an applicant’s answer with benchmark answers.
Typical-answer approach
Standard answers to interview questions, the quality of which has been agreed on by job experts.
Benchmark answers
A method of scoring interview answers that provides points for each part of an answer that matches the scoring key.
Key-issues approach
CONDUCTING THE STRUCTURED INTERVIEW
- Build Rapport
- Explain the Interview process
- Ask Interview Questions
- Provide Information about the Job and the Organization
- Answer Questions applicants might have
- End the interview on a pleasant note
An assessment center exercise
designed to simulate the types of information that daily come across a manager’s or employee’s desk in order to observe the applicant’s responses to such information.
In-basket technique
The listening style of a person who cares about only the main points of a communication.
Inclusive listening
A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.
IMPACT theory
An organizational climate in which important information is not available.
Ignorance
Leaders use available information to make a decision without consulting their subordinates.
Autocratic I strategy
Leaders obtain necessary information from their subordinates and then make their own decision.
Autocratic II strategy
The conflict style of a person who reacts
to conflict by pretending that it does not exist. “ignore the conflict”
Avoiding style
A method of selection involving application
blanks that contain questions that research has shown will predict job performance.
Biodata
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
Behaviorally anchored rating scales (BARS)
A method of performance appraisal in which supervisors rate the frequency of observed behaviors.
Behavioral observation scales (BOS)
Leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group.
Consultative I strategy
Leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group.
Consultative II strategy
A type of rating error that occurs when
raters allow either a single attribute or an overall impression of an individual to affect the ratings they make on each relevant job dimension.
Halo error
When employees change their behavior due solely to the fact that they are receiving attention or are being observed.
Hawthorne effect
Conflict between an individual and the other members of a group.
Individual–group conflict
An exercise, usually found in assessment centers, that is designed to simulate the business and marketing activities that take place in an
organization.
Business game
A method of selecting employees in which applicants participate in several job-related activities, at least one of which must be a simulation,
and are rated by several trained evaluators.
Assessment center
A selection technique, usually found in assessment centers, in which applicants meet in small groups and are given a problem to solve or an issue to discuss.
Leaderless group discussion
The intentional placement of untrue information on a résumé
Résumé fraud
A method of selecting employees in which an applicant is asked to perform samples of actual job-related tasks.
Work sample
A leadership theory that focuses on the interaction between leaders and subordinates
Leader–member exchange (LMX) theory
Communication among employees in an organization that is not directly related to the completion of an organizational task
Informal communication
The process of confirming the accuracy of résumé and job application information.
Reference check
A letter expressing an opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for success.
Letter of recommendation
The expression of an opinion, either orally or through a written checklist, regarding
an applicant’s ability, previous performance, work habits, character, or potential for future success.
Reference
Leadership power that exists when followers can identify with a leader and the leader’s
goals
Referent power
Poorly substantiated information that is passed along the grapevine
Rumor
A variation on top-down selection in which the names of the top three applicants are
given to a hiring authority who can then select any of the three.
Rule of three
Recruitment ads in which applicants are instructed to call rather than to apply in person or send résumés.
Respond by calling ads
The first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive
Sacred cow hunt
The conflict style of a person who responds to conflict by always trying to win.
Forcing style
A series of studies, conducted at the Western Electric plant in Hawthorne, Illinois, that have come to represent any change in behavior when people react to a change in the environment.
Hawthorne studies
A state of mind in which a group is so concerned about its own cohesiveness that it ignores important information.
Groupthink
A person who screens potential communication for someone else and allows only the most important information to pass through.
Gatekeeper
When high self-expectations result in
higher levels of performance.
Galatea effect
A group incentive system in which employees are paid a bonus based on improvements in group productivity
Gainsharing
Leaders share the problem with the group and let the group reach a decision or solution
Group I strategy
In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.
Hygiene factors
In path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.
Instrumental style
A method of performance appraisal that involves rating employee performance on an interval or ratio scale.
Graphic rating scale
The shared values, beliefs, and traditions that exist among individuals in an org.
Organizational culture
The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles (DOT).
Occupational Information Network (O*NET)
The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.
Organizational analysis
In equity theory, what employees get from
their jobs.
Outputs
A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.
Organizational justice
Unnecessary paperwork generated within
organizations out of force of habit.
Paper cow
A form of ranking in which a group of employees to be ranked are compared one pair at a time.
Paired comparison
Also called cross-functional teams, they
consist of representatives from various departments (functions) within an organization.
Parallel teams
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions.
Participative style
The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.
Peter Principle
A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals.
Path–goal theory
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.
Performance appraisal review
A system in which employees are paid on the basis of how much they individually produce.
Pay for performance
The idea that reinforcement is relative both within an individual and between
individuals.
Premack Principle
The perceived fairness of the methods used by an organization to make decisions
Procedural justice
A leadership style in which the leaders
influence others by virtue of their appointed or elected authority; most effective in a climate of instability
Position style
A group incentive method in which employees get a percentage of the profits made by an organization.
Profit sharing
Groups formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.
Project teams
Research method in which the experimenter either does not manipulate the independent variable or in which subjects are not randomly assigned to conditions.
Quasi-experiment
A type of sexual harassment in which the granting of sexual favors is tied to an employment decision.
Quid pro quo
Employee groups that meet to propose changes that will improve productivity and the quality of work life.
Quality circles
An exercise, usually found in assessment
centers, that is designed to simulate the business and marketing activities that take place in an organization.
Business game
A leadership style in which the individual
leads by controlling reward and punishment; most effective in a climate of crisis
Coercive style
the real backbone of the assessment center because they observe an applicant “in action”. Exposed in actual equipment.
Simulation
Predicting Employee performance: Knowledge and Ability: Abilities involving the knowledge and use of information such as math and grammar
Cognitive ability
A type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance
Central tendency error
A person who enjoys change and makes
changes for the sake of it. “if ain’t broke, break it”.
Change agent
A person who is not afraid of change but makes changes only when there is a compelling reason to do so. “if ain’t broke, leave it alone; if it’s broke, fix it”.
Change analyst
A person who hates change and will do anything to keep change from occurring. ““It may be broken, but it’s still better than the unknown”.
Change resister
A person who is willing to change. “If it’s broke, I’ll help fix it”.
Receptive Changer
A person who will initially resist change but will eventually go along with it. “are you sure it’s broken?”.
Reluctant changer
The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want.
Collaborating style
An aim or purpose shared by members
of a group.
Common goal
A style of resolving conflicts in which an individual allows each side to get SOME of
what it wants. “give and take” tactics
Compromising style
A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.
Cooperative problem solving
The psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
Conflict
An event that affects one member of a group will affect the other group members.
Corresponding effects
Predicting Employee performance: Knowledge and Ability:
- Measure of facility with such processes as spatial relations and form perception
Perceptual ability
Predicting Employee performance: Knowledge and Ability:
-Tests that measure an applicant’s level of physical ability required for a job.
Physical ability tests
Predicting Employee performance: Knowledge and Ability:
-Measure of facility with such processes as finger dexterity and motor coordination.
Psychomotor ability
A person who is willing to change
Receptive changer
Letter of recommendation issues: An organization’s failure to meet its legal duty to supply relevant information to a prospective employer about a former employee’s potential for legal trouble.
Negligent reference
A psychological assessment designed to measure various aspects of an applicant’s
personality
Personality inventory
A type of honesty test that measures personality traits thought to be related to antisocial behavior.
Personality-based integrity test
The fourth and final stage of the team process, in which teams work toward accomplishing their goals.
Performing
A psychological test designed to identify vocational areas in which an individual
might be interested.
Interest inventory
The perceived fairness of the interpersonal treatment that employees receive.
Interactional justice
Also called an honesty test; a psychological test designed to predict an applicant’s tendency to steal.
Integrity test
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees
Impoverished leadership
A letter from an organization to an applicant informing the applicant that he or she will not receive a job offer.
Rejection letter
REJECTING AN APPLICANT, To do list:
~ Personally addressed and signed letter
~ Appreciation for applying for a position
~ Compliment the Applicant’s Qualifications
~ Comment about the high qualification of other applicants and the individual who was actually hired
~ A wish of good luck in future endeavors
~ Promise to keep the applicant resume on file
An incentive plan in which employees receive pay bonuses based on performance appraisal scores.
Merit pay
A statistical procedure in which the scores from more than one criterion-valid test are weighted according to how well each test score predicts the criterion.
Multiple regression
Selection practice of administering one test at a time so that applicants must pass that test before being allowed to take the next test.
Multiple-hurdle approach
A selection strategy in which applicants must meet or exceed the passing score on more than one selection test.
Multiple-cutoff approach
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.
Multiple-source feedback
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be successful.
Need for achievement
Three needs theory (David McClelland): The extent to which a person desires to be around other people
Need for affiliation
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be in control of other people.
Need for power
A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization.
Tactical style
A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.
Task interdependence
Selecting applicants in straight rank order of their test scores.
Top-down selection
The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.
Task structuredness
Visionary leadership in which the leader changes the nature and goals of an organization.
Transformational leadership
The extent to which behavior learned in training will be performed on the job.
Transfer of training
