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EPPP > Industrial/Organizational Psychology > Flashcards

Industrial/Organizational Psychology Flashcards

1
Q

Position Analysis Questionnaire

A

194 job elements divided into six divisions (info input, mental processes, work output, relationships, job context, other)

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2
Q

Subjective rating techniques

A
  • Personnel comparison systems: paired comparison, forced distribution
  • critical incidents: descriptions of specific + and - job behaviors
  • behaviorally anchored rating scales: Likert scale
  • behavior-observation scales: ratings for each critical incident
  • forced choice checklists
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3
Q

Halo Effect

A

tendency to judge all aspects of a person’s behavior on the basis of a single attribute or characteristic

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4
Q

Central Tendency

A

tendency to assign average ratings to all ratees

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5
Q

Leniency bias vs strictness bias

A

tendency to give all ratees positive ratings vs. tendency to assign negative ratings to all ratees

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6
Q

Contract effect

A

the tendency to give ratings on the basis of comparisons to other ratees

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7
Q

Adverse impact

A
  • determined mathematically using 80% (4/5ths) rule - adverse impact is happening when the selection rate for a minority group is less than 80% of the selection rate for the minority group
  • exception: bona fide occupational qualification
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8
Q

Causes of adverse impact

A
  • differential validity

- unfairness

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9
Q

Score adjustment

A

separate cutoffs, within group norming, banding

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10
Q

Incremental validity

A

positive hit rate - base rate

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11
Q

Utility analysis

A

dollar gain in job performance when using the selection procedure of interest as opposed to using a prior or alternative procedure

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12
Q

Combining predictors

A

multiple regression, multiple cutoff, multiple hurdle

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13
Q

Training

A
  • on the job training
  • vestibule training: training on the job and in simulations
  • classroom
  • programmed instruction
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14
Q

Program Evaluation

A
  • formative evaluations: internal changes, ie learning and satisfaction
  • summative evaluations: effectiveness of program
  • cost-effectiveness
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15
Q

Kilpatrick’s 4 levels of training

A

reaction, learning, behavior, results

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16
Q

Holland’s personality and environment typology

A

RIASEC: realistic, investigative, artistic, social, enterprising, conventional

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17
Q

Roe’s Fields and levels theory

A

vocational choices links children’s experiences with parents with their later occupational choice and the level they achieve within that occupation (3 parenting orientations, 8 occupational fields, 6 occupational levels)

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18
Q

Super’s career and life development theory

A 
Growth: birth - 15
Exploration: 15-24
Establishment: 25-44
Maintenance: 45-64
Decline: 65+
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19
Q

Career maturity

A

the extent that a person has mastered the tasks related to developmental stage

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20
Q

Life space

A
  • varied social roles adopted at different points during the life span
  • Life Career Rainbow: nine major roles an individual adopts during 5 different life stages
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21
Q

Tiedeman and O’Hare decision making

A
  • career-related correlates to Erikson’s psychosocial crises
  • differentiation: realization that an occupation is not fitting with a person’s personality
  • personal reality vs common reality
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22
Q

Gottfredson’s theory of circumscription and compromise

A
  • how gender and prestige influence and limit career choice
  • 4 stages of cognitive development: orientation to size and power, orientation to sex roles, influence of social class, introspection and perceptiveness
  • circumscription: progressive elimination of least preferred options or alternative that occurs as children become increasingly aware of occupational differences
  • compromise: expansion of occupational preferences
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23
Q

Krumboltz’s social learning theory of career decision making

A

career transitions result from learning experiences from planned and unplanned encouters with the people, institutions, and events in each person’s environment

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24
Q

Taylor’s Scientific Management

A

founder of scientific management: use scientific methods to determine best way to do job, divide jobs in elements, use piece rate incentive to motivate workers

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25
Q

Weber’s bureaucracy

A

organizational effectiveness is maximized when the org adopts a structure that is characterized by formal rules and regulations, impersonal treatment of employees, division of labor, hierarchy, and rational, efficient approach

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26
Q

Human Relations approach

A

worker performance is affected primarily by social factors including attitudes toward supervisors and coworker and informal work group norms (Hawthorne Effect)

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27
Q

Systems approach

A

an organization is an open system that receives input from both within and without, changes in one part of the org affect all other part, the whole org is an entity greater than the sum of its constituent parts

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28
Q

Theory Z

A
  • Japanese management philosophy (Theory J) vs American philosophy (Theory A) - Theory Z is best aspects of A and J
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29
Q

Total Quality Management

A

changes in org structure, culture, and job characteristics: flattening of traditional hierarchy, increased teamwork, reduced ratio of managers to nonmanagers, cooperation, fairness

30
Q

Autocratic leaders

A

make decisions alone and instruct subordinates what to do

31
Q

Democratic leaders

A

involve subordinates in decision making

32
Q

Laissez-faire

A

allow subordinate to make decisions on their own with little guidance or help

33
Q

Leader styles

A
  • autocratic: highest productivity
  • democratic: subordinates are most satisfied, creative, have better relationships with the leader, and are more likely to continue working in the absence of the leader
34
Q

Consideration vs initiating structure

A

consideration: person-oriented, focus on the human relations aspects
- initiating: task-oriented, focus on setting goals, rule following, and clarifying roles

35
Q

Personality traits in leader

A
  • some evidence that leaders have intelligence, drive, creativity, stress tolerance, self-confidence, integrity
  • limited evidence that there is a single trait or set of traits that make a good leader
36
Q

Theory X vs Theory Y leaders

A

Theory X: consistent with scientific management, work is distasteful and workers need motivation
Theory Y: human relations approach, workers are self-directed, responsible, and work can be play

37
Q

Fiedler’s Contingency Theory

A

leader’s effectiveness is determined by a combo of leader’s style and characteristics of the situation
LPC: least preferred coworker scale

38
Q

House’s Path-Goal Theory of Leadership

A

predicts that subordinates satisfaction and motivation are maximized when they perceived that their leader is helping them achieve desired goals
Leaders: instrumental (directive), supportive leaders, participative leaders, achievement-oriented leaders

39
Q

Hersey and Blanchard’s Situational Leadership Model

A

leadership depends on task, relationship, job maturity of subordinate: telling style, selling style, participating style, delegating style

40
Q

Transformational vs transactional leadership

A

Transformational: change-focused, influence and motivate subordinates
Transactional leaders: focus on stability, contingent reinforcement, ie rewards, threats, promises, punishment

41
Q

Vroom and Yetton’s Normative Model

A

5 leadership styles distinguished by extent to which leader includes group members in decisions making from none to all: AI (autocratic), AII (autocratic), CI (consultative), CII (consultative), GII (group decision)

42
Q

Leader Member Exchange (LMX) Theory

A

leadership as a process that is centered on the interactions between leaders and members, with the dyadic relationship between them being the focal point
- in group or out group categories: relationship between leader and group member

43
Q

Phases of organization development

A 
1 - entry
2 - contracting
3 - diagnosis
4 - feedback
5 - planning
6 - intervention
7 - evaluation
44
Q

Quality of Work Life

A

org effectiveness increases as worker satisfaction, motivation, and commitment increase
- intervention: quality circles

45
Q

Organizational change strategies

A
  • empirical-rational: people are rational and follow own self-interest
  • normative-reeducative: social norms underlie patterns of behavior
  • power-coercieve: rewards, punishment, authority to coerce employees
46
Q

Communication

A

centralized and decentralized

47
Q

Individual decision-making

A

rational-economic model: attempt to find optimal solution, maximizing
administrative model: minimally acceptable solution, satisficing

48
Q

Driver’s decision-making

A 
Decisive style: most satisficing
Flexible style
Hierarchic style
Integrative
Systemic: most maximzing
49
Q

Loss aversion

A

tendency to be influenced more by potential losses than potential gains when making decisions

50
Q

Organization justice

A

Distributive justice: fairness of outcomes
Procedural justice: fairness of process
Interactional justice: perceptions of an interpersonal exchange
Informational justice: amount of information provided about procedures
Interpersonal justice: how an individual is treated

51
Q

Organizational culture

A

Behavior and observable artifacts - what a group is doing
Values - ideologies, norms, and goals
Underlying assumptions - thoughts, beliefs, perceptions, emotions

52
Q

Physical Appearance

A
  • less attractive women are judged to be more suitable by male executives
  • physically attractive men are judged to be more suitable
53
Q

Leadership Styles

A
  • women managers are evaluated less favorably than male managers, esp when they use leadership styles considered male (autocractic, non-participative)
  • when men use stereotypically female (interpersonal, democratic) styles, they are not evaluated less favorably
54
Q

P = A x M

A

Work performance P = ability A x motivation M

55
Q

Maslow’s Hierarchy of Needs

A 
1 - physiological needs
2 - safety needs
3 - social needs
4 - esteem needs
5 - self-actualization
56
Q

Alderger’s ERG Theory

A

3 needs: existence, relatedness, growth

57
Q

McClelland’s Need for Achievement

A
  • through TAT, primary need for achievement
  • high need: autonomy, personal responsibility, prefer difficult goals, seek recognition, high motivation
  • Other needs: power, affiliation
58
Q

Herzber’s two-factor theory

A
  • motivation and satisfaction

- job enrichment - meets worker’s motivator needs

59
Q

Job Characteristics model

A

5 job characteristics that influence motivation, job satisfaction, etc: skill variety, task identity, task significance, autonomy, feedback

60
Q

Goal-setting theory

A

1- goals are a basis for motivation

2- goals direct behavior

61
Q

Management by Objective (MBO)

A

involves having an employee and supervisor agree to specific, measurable goals that the employee will accomplish during a specific time period

62
Q

Research on goals

A
  • goal setting with feedback has significant positive effect on performance, but adding incentives has little additional effect
  • relationship between goals and self-esteem
63
Q

Equity Theory

A
  • people assess both their inputs (contributions to work) and outcomes (rewards they receive from work), then unconsciously compare that ratio to coworkers
  • if ratios are comparable, state of equity exists and employees maintain current level of performance
  • underpayment equity: person perceives ratio to be great, in that they are putting in more and getting less back
  • overpayment equity: ratio is less than others, motivates person to increase work quality or quantity
64
Q

Expectancy theory

A

motivation is a function of:
1 - the belief that efforts will lead to successful performance (expectancy beliefs)
2 - successful performance will result in certain outcomes (instrumentality beliefs)
3 - desirability of those outcomes (valence)

65
Q

Deci’s model of motivation

A
  • intrinsic reinforcement is more important to motivation
  • extrinsic reinforcement tends to reduce motivation of those who obtain intrinsic reward from work
  • when rewards are taken away, person is no longer motivated to engage in behavior
66
Q

Job Satisfaction

A
  • age is correlated with satisfaction
  • higher managerial level correlated with satisfaction
  • whites more satisfied
  • degree to which a job permits the person to utilize their skills
  • when pay is clearly tied to performance, there is a positive correlation between pay and satisfaction - negative when it pay is not involved
67
Q

Organizational commitment

A

the extent to which a person identifies with an organization and is willing to work to help the organization achieve its goals

68
Q

Person-machine systems

A

systems in which both components must work together to accomplish the job

69
Q

Work schedules

A
  • compressed work week: 4 10’s
  • flextime: flexible working hours
  • shift-work
70
Q

Stress

A
  • 64% of respondents said their jobs involved stress
  • 1 out of 4 workers reported physical harassment, threats, or assaults
  • Type A personality - vulnerable to job and life stress; Type B - less vulnerable
71
Q

Safety

A
  • 50-80% of accidents are due to human errors
  • correlate with young age, noxious environmental variables such as heat or noise, alcohol use, poor attitudes towards safety, poor vision, emotional instability

EPPP (10 decks)

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