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Industrial Psychology Flashcards

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1
Q

Job Analysis: Description/Methods:

A

systematic method for collecting the information needed to describe job requirements and provide information that helps recruitment, selection, training program design
*information can be obtained by observing employees, perform the job, interviewing employees, supervisors, a reviewing company records.
Job oriented methods- provide information about the characteristics of a task that are performed on the job
Worker Oriented methods- provide information on the knowledge, skills, abilities that a worker needs

PAQ- completed by the job holder, supervisors, and provides quantitative information on six dimensions of worker activity.

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2
Q

Job Analysis vs Job Evaluation

A

Job Analysis- conducted to clarify the requirements of the job
Job Evaluation- performed to determine the relative worth of jobs in order to set salaries and wages.

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3
Q

Comparable Worth

A

a technique of job evaluations to ensure that people who are performing work of comparable value receive comparable pay.
Using the same job evaluation technique for all jobs within an organization so that the wages are established on the basis of each jobs inherent value

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4
Q

Objective Vs Subjective Measures

A

Objective- include quantitative measures such as units produced, sold or rejected , accidents, tardiness and salary.

Subjective Measures: most frequently used performance assessment techniques and take the form of ratings that reflect the judgement of the rater
*supervisors ratings are generally the most reliable

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5
Q

Ultimate vs Actual Criterion

A

ultimate criterion- known as the conceptual or theoretical criterion and refers to an accurate and complete measure of performance
Actual Criterion- way the performance is actually measured

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6
Q

Relative Rating Techniques: Paired Comparison, Forced Distribution

A

require the rater to compare the performance of two or more employees to each other

Paired Comparison: rater compares each ratee with every other ratee in pairs on one or more dimensions of job performance
Forced Distribution: involves assigning ratees to a limited number of categories based on a predefined normal distribution on one or more dimensions of job performance

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7
Q

Absolute Rating Technique-

A

provide information on a ratee’s performance without reference or comparison to other employees

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8
Q

Critical Incident Technique

A

involves first deriving a checklist of critical incidents by having the supervisor observe employees while they work and record specific behaviors that are associated with outstanding and poor performance.
* only addresses extreme job behaviors*

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9
Q

Forced Choice Rating Scale

A

consists of two to four alternatives that are considered to be about equal in terms of desirability and the rater selects the alternative that best or least describes the ratee

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10
Q

BARS

A

Behaviorally anchored rating scale- supervisors or other familiar with the job identify several independent dimensions of job behaviors, (job knowledge, motivation) identify several behavioral anchors( critical incidents) and order and number the behavioral anchors within each dimension from least to most positive or desirable
Rater choses the one behavior for each dimension that best describes the employee.
*easy to provide specific feedback, increases interrater reliabilty,

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11
Q

Rater Biases:

Leniency /Strictness

A

Leniency and strictness occur when a rater tends to avoid the middle range of a rating scale and rates all employees as either too high ( leniency) or too low( strictness)

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12
Q

Central Tendency Bias

A

refers to a raters consistent use of only the middle range of the rating scale

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13
Q

Halo Bias

A

occurs when a raters evaluation of an employee on one dimension of job performance affects his or her evaluation of that employee on other unrelated dimensions or when raters general impression of an employee influences how the rater rates the employee on all dimensions. Can be positive or negative

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14
Q

Frame of reference training

A

provides raters with a common understanding of the multidimensional nature of job example, provides raters with a common understanding of the job performance, and what is effective and ineffective performance on each dimension
*rater bias can be reduced by having raters rate specific behaviors rather than global or traits.

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15
Q

Adverse Impact/80% Rule

A

Title VII of the civil rights acts of 1964 and other legislations prohibit discrimination in hiring, placement, training, promotion, and retention on the basis of race, religion, origin, age,
EEOC- equal employment selection procedures-

selection test- has adverse impact when use of that procedure results in a substantially different selection,, placement, or promotion rate for members of that group.
80% ( Four Fifths) Rule- often used to determine if a procedure has an adverse impact,
hiring rate for the majority group is multiplied by 80% to determine the minimum hiring rate for the minority group.

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16
Q

Differential Validity vs unfairness

A

Differential validity occurs when there is a significant difference in the validity coefficients obtained for subgroups and the correlations found in one or both of these groups are significantly different from zero.

Unfairness- occurs when members of one group consistently obtain lower scores on the predictor than members of another group, but the difference in predictor scores is not related to differences in scores on the criterion.

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17
Q

Reliability:

A

refers to the extent to which performance on a measure is unaffected by measurement error

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18
Q

Differential Validity vs unfairness

A

Differential validity occurs when there is a significant difference in the validity coefficients obtained for subgroups and the correlations found in one or both of these groups are significantly different from zero.

Unfairness- occurs when members of one group consistently obtain lower scores on the predictor than members of another group, but the difference in predictor scores is not related to differences in scores on the criterion.

  • employer can use of several defenses to jutisfy continued use of the procedure such as a business necessity, prove that its use is required for the safe and efficient operation.
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19
Q

Incremental Validity

A

increase in decision making accuracy an employer will achieve by using the predictor to make selection decisions

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20
Q

Selection Ratio/Base Rate

A

is the ratio of job openings to job applicants.
example a selection ratio of 1.50 indicates that there is one job opening for every fifty applicants
Low selection rate- (many applicants for one or a few jobs) is preferred, the employer can raise the predictor cutoff score and thereby reduce the risk of hiring flase positives( individuals who score high on the predictor but low on the criterion)

Base rate- percent of employees who are performing satisfactorily without use of the proposed predictor and ranges in value from 0 to 1.0 .
Moderate base rates ( base rates close to .50) are associated with the greatest incremental validity.

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21
Q

Taylor Russel Tables

A

can be used to estimate the percent of new hires that will be successful ( the success ratio) as employees given various combinations of validity coefficients, selection ratios, and base rates.

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22
Q

Multiple Regression vs Multiple Cutoff

A

Multiple Regression: predtictor scores are weighted and summed to yield an estimated criterion score, with each predictor weight being determined by its correlation with the criterion and other predictors.
*compensatory since exceptional performance on one predictor can offset poor performance on another predictor.

Multiple cutoff- noncompensatory which means that a minimum score on each predictor must be obtained before a job applicant will be considered for selection. , can be used in conjunction with multiple regression by first selecting only those people above the minimum cutoff point on all predictors

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23
Q

General mental Cognitive Ability Tests

A

consistently produce the highest validity coeffiencents across jobs and job settings.
average correlation of .53 when criterion is performance ratings and .75 when criterion is an objective measure of performance

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24
Q

Personality tests/Big 5 traits

A

can be useful in organizational settings,
**conscioustiousness has been found to be the best predictor of job performance across different jobs, job settings, and criterion measures

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25
Q

BioData

A

selection tool is based on assumption that the best predictor of future behavior is past behavior,
BIB- biographically information blank- empirically derived form that assesses applicants job history, his or her family background, economic history,
**lack face validity because they do not look lke they are related to job performance

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26
Q

Interviews

A

most commonly used method for obtaining information about job applicants, lower levels of reliability,
maximized when structured interview is used. and combined with another selection procedure.

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27
Q

Work samples/realistic job previews

A

work samples require an individual to perform tasks similar or identical to those actually performed on the job and are most commonly used to select applicants for jobs requiring clerical, mechanical, or technical skills

Realistic job preview- may include a written description of a job, video, discussion with current workers or strategies,

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28
Q

assessment centers

A

used to evaulate managerial level personell, most often to determine if lower level managers should be promoted to higher level positions,
evaualted by a team of evaulators on a number of dimensions, with structured interviews, written tests, and situational tests.
*in basket test is probably the best known of the situational tests, requires participants to take action on lettes, memos hat are typically of those encountered by managers.
Leaderless group discussion- having five or six participants work together without an assigned leader to solve a job related problem

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29
Q

Needs Assessment:

A

training program development begins with needs assessment, consists of 1) organizational analysis to identify organizational goals and determine if training is needed 2) a task anaylsis to identify what must be done to perform the job successfully 3) a person analysis to determine which employees require raining and what knowledge, skills or abilities need to acquire 4) demographic analysis to identify the training needs of different groups of workers

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30
Q

Overlearning

A

promotes ability to be able to perform a behavior or recall information quickly with little or no conscious attention.

different from overtraining- overtraining is excessive stress due to excessive athletic training, anxiety, depression, decrease in motivation

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31
Q

Identical Elements

A

identical elements of a training program refers to the degree of similarity between aspects of the learning and performance environment such as materials, conditions

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32
Q

On the Job- Job rotation

A

involves having trainees perform several jobs over time and is used to train managers,

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33
Q

Off the Job- Vestibule training

A

makes use of a physical replication or simulation of the work environment and is useful for when on the job training would be too costly or dangerous

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34
Q

Behavioral Modeling

A

based on banduras social cognitive theory- proposes that learning is facilitated when a person observes a skilled worker perform the target behavior and then is provided with opportunities to practice the behavior,

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35
Q

Kirkpatricks four levels of Criteria

A

four levels that can be used to assess the effectiveness of training programs:

Reaction: evaluate participants reactions the the program ( satisfaction with the training experience)
Learning: evaulate how much participants actually learn from the training program
Behavioral: assess participants change in performance when they return to the job
Results: asssess the value of the training program in terms of orginizational goals
*result criteria in the most important, most difficult to develop

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36
Q

Kirkpatricks four levels of Criteria

A

four levels that can be used to assess the effectiveness of training programs:

Reaction: evaluate participants reactions the the program ( satisfaction with the training experience)
Learning: evaulate how much participants actually learn from the training program
Behavioral: assess participants change in performance when they return to the job
Results: asssess the value of the training program in terms of organizational goals
*result criteria in the most important, most difficult to develop

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37
Q

Utility Analysis

A

used in organizations to evaluate the effectiveness of training programs as well as other procedures and programs using mathematical equation to derive and estimate of institutional gain or loss

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38
Q

Formative and Summative Evaluations

A

Formative- conducted while training program is being developed, results used to make changes to the program before it is implemented
Summative- conducted after a program has been implemented in order to assess its outcomes and may include determining how much trainees have learned

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39
Q

Super’s Life Space, Life span Theory

A

proposed a life space life span theory of career development that integrates self concept, life span and life space

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40
Q

Self concept

A

product of inheirted aptitudes, phsycial makeup, and social learning experiences
Self concept changes over the life span but becomes more stable with increasing age,
Job satisfaction, stability, and success depend on the extent to which a job matches the individuals self concept

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41
Q

Career Maturity

A

describe a persons ability to cope with the developmental tasks of his of her life stage , factors that contribute are awareness of the need to plan ahead, decision making skills, knowledge, and use of information resources
Five stages, growth, exploration, establishment, maintenance, and disengagement.

42
Q

Life Career Rainbow

A

relates an individuals major roles the five life stages and is useful for helping a career counslee recognize the impact of current and future roles on career planning

43
Q

Hollands model RIASEC

differentiation

A

matching an individuals personality to the characteristics of the work environment and propose that a person will be more satisfied, will stay on the job longer, and will be more productive when there is a good personality environment fit.

44
Q

Hollands Realistic type:

A

Likes to work with tools, animals, or machines, good skill working with tools, pratical, sensible,

45
Q

Hollands model RIASEC

differentiation

A

matching an individuals personality to the characteristics of the work environment and propose that a person will be more satisfied, will stay on the job longer, and will be more productive when there is a good personality environment fit.

Differentiation: clear interests as evidenced by a high score on one of the six types and low scores on the others

46
Q

Tiedeman and O’Hara’s Career Decision Making model

A

vocational identity development as an ongoing process that is tied to ego identity development involves differentiation and integration

Anticipation phase: exploration, crystallization, choice and specification, individual explores different career possibilities, and makes a career choice

Implementation and adjustment: induction, reformation, integration , during this phase the individual enters the work situation and eventually becomes an established member of the workforce and achieves a balance between demands of work and his or her own needs.
*primary focus is to help people become more consciously aware of the factor that contribute to the decisions they make at each stage so they can make choices that are based on full knowledge of themselves and relevant external factors

47
Q

Krumboltz Social Learning Theory

A

based on reinforcement theory and work of bandura and that maximum career development of all individuals require each individual to be exposed to the widest array of learning experiences regardless of race, gender or ethnic origin.

persons career decisions influenced by 4 factors:
Genetic endowment and special abilities, environmental conditions and events, learning experiences, and task approach skills
*promoting continual learning and self development

48
Q

David and Lofquists Theory of work adjustment

A

describes satisfaction, tenure and job outcomes as the result of this relationship between the worker and his work environment on two dimensions

Satisfaction: depends on the degree to which the characteristics of a job correspond to his or her needs and values
Satisfactoriness: depends on the extent to which the workers skills correspond to the skill demands on the job

49
Q

Lazarus and Folkmans Coping Strategies

A

two coping strategies:
Problem focused strategies- managing or modifying the problem that is causing stress, engaging in job search activities, additional training
Symptom focused strategies: venting of feelings, denial, disengagement.
Problem focused strategies have been linked to better probability of reemployment

50
Q

Downsizing/Survivor Syndrome

A

downsizing occurs when an organization attempts to reduce its cost by reducing the size of the work force and eliminating entire divisions of businesses. Negative effects for those who have been laid off but also those who remain on the job

Survivor syndrome- characterized by depression, anxiety, guilt, stress related illness, and decreased job satisfaction

51
Q

Scientific management

A

frederick taylor- involves scientifically analyzing jobs into their component parts and standardizing it, selecting, training, and placing workers in jobs in which they are mentally and physically suited, fostering cooperation between supervisors and managers to minimize deviation, managers and workers assume responsibility to their own share of their work

52
Q

Human Relations Movement

Hawthorne Effect

A

refers to an improvement in job performance resulting from participation in a research study( novelty of the situation, increased attention)

53
Q

McGregors Theory X and Theory Y managers

A

Managers view of his or her role depends on the managers assumptions about employee chacteristics
Theory X: believes that employees dislike work and avoid it whenever possible and must be directed and controlled
Theory Y: work as natural play and assume that employes are capable of self control and self direction

54
Q

Hollands Realistic type:

A

Likes to work with tools, animals, or machines, good skill working with tools, practical, sensible,

55
Q

Maslow Need Hierarchy Theory :

A

motivation is the result of five basic needs, physiological, safety, social, esteem and self actualization, each need acts a motivator only when lower order needs have been sastified.
*mixed research and little support for five distinct needs, although unfulfilled needs do take precedence over other needs

56
Q

Need for Achievement:

A

McClelland used the thematic apperception test(TAT) to identify needs that underlie job motivation need for achievement, need for power, and need for affiliation

need for achievement has been investigated the most, and employees with high need for achievement usually choose tasks of moderate difficulty and risk, these employees also prefer frequent, concrete feedback, and view monetary rewards as a source of feedback and recognition

57
Q

Two factor Theory Herzeberg

A

theory of satisfaction and motivation,
Lower level needs ( hygiene)- have little effect on job satisfaction and motivation but produce dissatisfaction when they are unfulfilled, pay, benefits, co worker relationships, supervision, job security, and physical work conditions

Higher level needs ( motivator) - increase job satisfaction and motivation when they are fulfilled but do not cause dissatisfaction when they are unfulfilled, opportunities for responsibility, advancement, recognition, and achievement

58
Q

Job Enrichment vs Job Enlargement

A

Herzeberg-
Job enrichment- way to increase worker motivation, combining several jobs into a larger job so that they employee performs a meaningful unit of work, and is given greater responsibility, freedom, autonomy, and control. *strongest impact on job satisfaction , welcomed by younger and well educated employees, and employees high in need for achievement

Job enlargement: entails increasing the jobs horizontal loading by increasing the number of variety of tasks. does not have substantial impact on satisfaction and motivation

59
Q

Locke and Lathams Goal setting theory:

A

employees are motivated to achieve goals they have consciously accepted and committed too.
Specific goals and moderately difficulty goals produce higher levels of productivity , and providing employees with feedback about their performance.* combination of goal setting plus feedback is superior to either of them alone

*when task requires workers to work independently, individual goals are preferred, however when task requires cooperation and interdependence , group goals are more effective and combination of two may be no more effective than group goals alone

60
Q

Equity Theory:

A

proposes that employees compare the ratio of their own outputs( skills, experience, education) to outcomes ( financial and non financial rewards) to the input/outcome ratios of those who are performing similar jobs,
* when employees perceive the ratios to be equal, they are comfortable, however when employees believe their ratio is different ( underpaid, overpaid) they experience a state of inequity and try to make the situation more equitable by altering input/ outcomes, changing the comparison person, or leaving the situation

61
Q

Porter, Lawler, Vroom, Expectancy Theory:

A

an employee will work hard if he or she believes that high effort will lead to successful task performance( expectancy) believes that successful performance will lead to rewards ( high instrumentality) and views the reward as desirable ( valance)

62
Q

Bandura Social Cognitive Theory:

A

self regulation of behavior and includes goal setting, self observation, self evaluation, and self reaction

63
Q

Job Satisfaction: Disposition, Age, Pay

A

Job Satisfaction- employees cognitive, affective and evaluative reactions to his or her job
Disposition- found that satisfaction levels of over 5,000 men remained stable over a five year period despite changes in occupations and employers, twin studies show genetic contribution to job satisfaction

Age: U shaped relationship with young employees reporting a high level of satisfaction when they begin their jobs followed by decline in satisfaction then an increase in satisfaction with increasing age

Pay: some studies suggest pay is a key determinant of job satisfaction while other studies indicate that pay is less important than interesting work, job security, interpersonal relations and other factors,

64
Q

Turnover:

A

job dissatisfaction has been linked to high rates of turnover, absenteeism, and tardiness, strongest relationship between turnover and satisfaction with average correlation being -.40

65
Q

Organizational Commitment types:

A

refers to the strength of an employees psychological attachments to an organization

Affective commitment: workers identification with emotional attachment and involvement in the organization
Continuance commitment: workers perceptions regarding the social and monetary costs of leaving the organization
Normative: workers sense of obligation to remain with the organization because he or she believes it is the right thing to do
*affective communication has been found to be most linked to turnover, job performance, personal stress,

66
Q

Ohio Leadership Studies

A

two basic and independent dimensions of leadership

consideration: amount of warmth, concern, rapport, and support displayed by the leader, leaders high in consideration are people oriented

Initiating Structure: extent to which a leader defines, directs, structures his or her role and role of subordinates, leaders high in initiating structure are task oriented

67
Q

Gender Differences in Leadership:

A

male and females do not differ in terms of consideration or initiating structure but female leaders are more likely than male leaders to rely on democratic ( participative ) decision making style

68
Q

Fielders Contingency Theory:

A

leadership effectiveness if the result of the interaction between leaders style and favorableness of the situation
High LPC leade- relationship oriented and concerned with primarily maintaining supportive and trusting relationships with subordinates
Low LPC- task oriented and most interested in goal achievement
Situational Favorableness: amount of influence and power a leader has, determined by the nature of the leaderships relationship with employees, nature of the task, and leaders position power

LOW LPC leaders performing best in very unfavorable and very favorable situations
High LPC leaders performing best in moderately favorable situations

69
Q

House’s Path Goal Theory:

A

effective leader is one who can help identify a path for subordinates that allow them to fulfill personal goals through the achievement of group and organizational goals
leaders functions are to clarify goals and the path that will leader to their achievement, provide rewards to employees through support,
Directive, supportive, participative or achievement style depends on characteristics of employee and work environment

70
Q

Situational Leadership:

A

Telling leader- high task low relationship stlye best for employees who are low in ability, low in willingness
Selling leader- high task, high relationships most effective for low ability, high willingness
Particpating leader: low task high relationship style and most effective for high ability, low willingness
Delegating leader, low task , low relationship and most effective for employees high in willingness, and high ability

71
Q

Vroom Normative ( Decision- Making) Model:

A

focuses on a leaders decision making style and 11 situational factors and five decision making strategies
A1( autocratic) - leader makes decisions alone
A2- (autocratic)- leader seeks input from employees but makes final decision himself
C1- ( constulatative) - explains the problem to each employee on one to one but decision t may not reflect input from employees
C2- ( consultative) - explains problem to employees as a group, but decision may not reflect input
group- the leader explains problems to the group, and group makes final decisin

72
Q

Transformational vs Transactional Leader:

A

Transformational leaders- ability to recognize the need for change, create a vision that guides change, seek to empower employees, inspire employees by providing sense of vision and sense of mission
use framing- defining the organizations foals and activities in ways that make them more meaningful

Transactional leaders- focus more on stability, emphasize behaviors related to normal work related activities and rely on reward and punishment

73
Q

Idiosyncrasy Credits

A

when a person in a group is allowed to occasionally violate norms when he or she has gained prestige, status and respect by functioning competently in the group, serving as the group leader, or consistently conforming to group norms in the past

74
Q

Five Types of Group Tasks:

A

Additive: individual contributions of group members are added together to form the group product
Compensatory: inputs of group members are averaged together to create a single product
Disjunctive: group members must select the solution or decision offered by one of the group members
Conjunctive: groups overall performance is limited by that of the worst performing member
Discretionary: group members decide how to combine the contributions of individual members
group performance is superior to individual performance on additive and compensatory tasks,

75
Q

Social Loafing:

A

one of the negative outcomes and occurs when an individual exerts less effort as a group member than he or she would have exerted if working alone.
Most likely when members know their contributions will not be recognized or believe that outcomes do not depend on their effort. also increases as group size increases
**can be minimized by making sure the individual contributions are identifiable and rewarding based on contributions

76
Q

Social Facilitation and Inhibition

A

social facilitation occurs when the mere presence of others increase task performance and is most likely to occur when the task is simple or well learned

Social Inhibition- occurs when the presense of others decrease performance and more likely when task is complex or new

77
Q

Tuckerman & Jensens Five stages of Group performance:

A

Forming: members become acquainted and attempt to establish ground rules
Storming: characterized by conflict as group members resist the control of group leader
Norming: group members accept the group, establish ground rules, and individual roles within the group, begin to work together
Performing: group members have accepted each other strengths and weaknesses, focused on getting the job done
Adjourning: group disbands because group goals have been met

78
Q

Centralized vs Decentralized networks

A

Centralized network- all communication must pass through a central person or position
Decentralized network- information flows more freely between members without going through a central person
*centralized tasks are more efficient for simple tasks, decentralized networks better for complex tasks because they provide greater flexibility and exchange of ideas

79
Q

Simons models of decision making

A

rational economic model- decision makers maximize benefits by searching for and considering all possible alternatives before selecting the optimal one

Bounded rationality model- limited capabilities, time, resources and other constraints force decision makers to be less than totally rational, decision makers often “satisfice” rather than optimize or maximize

80
Q

Groupthink vs Group Polarization

A

group think- can occur in highly cohesive groups, especially when the leader is highly directive, and group is working under conditions of high stress, charcterized by illusions or invulerability, collective rationalization, unquestioned morality, strong pressure to conform.
*can reduce group think by encouraging skepticism, appointing someone to play devils advocate, bringing in outside opinions and not stating his or her own opinion prior to group

Group polarization- tendency for groups to make decisions that are more extreme in the direction of the views initially held by group members than decisions would have been by individual members alone.

81
Q

Brainstorming

A

involves encouraging group members to verbalize all ideas that come to mind, requiring members to refrain from evaluating others ideas.
people brainstorming alone can produce more and better ideas in same amount of time as people brainstorming in group.
**effectiveness of brainstorming is improved when group members are heterogeneous in terms of skills, comfortable with each other

82
Q

Mediation Vs Arbitration

A

mediation: third party uses various tactics to facilitate voluntary agreement between the disputants, mediator has no formal power, and cannot impose a settlement, mediator role is to clarify the issues underlying the conflict and open lines of communication
* three processes, setting the stage, problem solving, and achieving a workable agreement

Arbitration: more authority than a mediator and controls both processes and outcomes,
Binding arbitration: two sides agree in advance to accept the settlement
Voluntary arbitration: parties agree only to the arbitration process
final arbitration: must select one of the final offers made by the disputant

83
Q

Lewins Force Field Analysis

A

orgnizations respond to forces that either promote or resist changes, forces that promote change are driving forces and forces that resist change are restraining forces.
Unfreezing: occurs when need for change is recognized and steps are taken to make members of the organization receptive to change
Changing: moving the organization in the new direction and includes helping employees acquire new behaviors, values and attitudes.
Refreezing: supporting the changes that have been made to help stabilize the organization at a new state of equilibrium

84
Q

Quality Circles :

A

initially popular in Japan, consists of small voluntary group of employees who work together on a particular job and meet regularly to discuss job related problems and solutions

85
Q

Self managed work teams :

A

work groups who members are trained in the skills needed to effectively perform the group task, make hiring, budget and other decisions that were previosuly made by managers.
Teamthink- encouraging diverse views, discussing doubts

86
Q

Process Consultation :

A

refers to activities designed to assist members of an organization help themselves by improving their ability to perceive, understand, and alter the processes that are undermining their interactions with one another.
*observes employees during meetings, and shares obtained information with the employees to help them identify new ways to improve their future interactions.

87
Q

Total Quality Management:

A

focus on customer sastifaction, employee involvement and empowerment in the quality of goods and services.
emphasizes teamwork and decision making at all levels,

88
Q

Internal vs External Change agents :

A

internal change agent: member of the organization who is already familiar with the companies culture, norms, and power structure and has a personal interest in the change effort.

External change agent- ( consultant) able to see the situation more objectively, bring in a new perspective, better received by members of the organization, be more willing to take risks.

89
Q

Type of Organizational Justice :

A

Procedural Justice: fairness of the way in which a procedure or policy is implemented
Distributive Justice: fairness of the outcomes of an organizational procedure or policy
Interactional Justice: refers to how people feel about the quality and content of person to person interactions

90
Q

Hofstede’s Five Dimensions of National Culture

A

Power Distance: extent to which people accept an unequal distribution of power
Uncertainty avoidance: willingness or ability of people to tolerate ambiguity and uncertainty
Individualism: extent to which individuals or closely knit social structures are the basis of the social system
Masculinity: value placed on assertiveness, independence and competitiveness
Long term orientation: extent to which people focus on the future vs the past

91
Q

Scheins Three Levels of Organizational Culture

A

observable artifacts: companys dress code, stories, rituals and annual reports
Espoused Values and beliefs: orgnizations norms, goals and ideologies
Basic underlying assumptions: unconscious, taken for granted perceptions, beliefs, thoughts and emotions

92
Q

Person- Organization Fit:

A

extent to which the values held by specific individuals match those of the orgnizationals culture,
**associated with a number of benefits including job satisfaction, motivation, organizational commitment
Achieved through selection and socialization process

93
Q

Yerkes- Dodson Law

A

relationship between level of arousal and performance is described by an inverted U shape - moderate levels of arousal being associated with the best performance
easy tasks the optimal level of arousal is higher, difficult tasks optimal level is lower

  • fatigue one of the causes of reduced arousal and has a number of adverse consequences including increased accident rates, reduced job proficiency,
  • frequent short breaks more effective than longer less frequent ones
94
Q

Demand Control Model

A

job demand- refer to the requirements of the job in terms of workload, time pressures and responsbility,
Job control- decision latitude and workers autonomy and discretion using different skills
*combination of high job demands and low job control produces the most stress , emotional exhaustion, depression
include machine based jobs and service jobs

95
Q

Job Burnout

A

caused by accumulated stress associated with overwork, feeling of low personal accomplishment,depersonalization , and emotional exhaustion.
Workers experiencing burnout tend to be inflexible about work rules, feel efforts are useless, and unappreciated.

96
Q

Work family conflict: Descriptions/effects

A

occurs when the role demands of career and family are incompatible because work interferes with the family, conflicts btwn work and family are aossiacted with number of negative outcomes such as reduced job, marital and life satisfaction.

**work family conflict more stressful for women, men experience more work family conflicts as a result of work expectations while women experience more conflicts due to family expectations

  • assuming multiple roles has beneficial effects for women such as social support, buffer against stress, enhances womens self esteem
97
Q

Work Design: Person- Machine Fit

A

performance is the result of an interaction between people and machines, and any failure in performance is due to a person machine mismatch,

98
Q

Americans with Disabilities Act

A

requires employers with more than 15 employees to avoid discriminating against people who have a disability,
*not included, pedophila, tranvestism, exhibitonism, gender identity disorder, sexual behavior disorders, gambling, or substance use disorders resulting from illegal drugs

*ADA requires employers to make reasonable accomdations for employees who can perform the essential functions of job, acquiring or modfying equipment, restructuring the job, altering the work schedule
specifically prohibits requiring a medical exam prior to making an employment offer , and medical exam can only be requested after an offer is made if it is job related all required to all applicants.
**exception is drug testing, and ADA permits employers to adminster a drug test before and after hiring

99
Q

Compressed workweek vs flextime

A

decreases the number of days by increasing the number of hours worked per day.

  • positive effects on supervisor rating, employee overall job satisfaction and employee satisfaction with the work schedule
  • *does not have a strong impact on object measures of job performance such as absenteeism.,

Flextime: employees a choice of when to begin and end work while providing a core time when all employees must be present.
*positive efects on employee productivity, overall job satisfaction, work schedule, and absenteeism, but does not have strong impact on self related performance e

100
Q

Work Shifts

A

fixed shifts are prefered to rotating shifts.

  • swing shift has the most negative impact on family and social activities
  • graveyard shift is associated with the most social, health, and work related problems , employees who choose to work the nigh shift report fewer physical or psychological problems

Clinical Psychology (7 decks)

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