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EPPP > IO > Flashcards

IO Flashcards

1
Q

Least preferred co-workers:

high LPCs do best in ____ favorable situations, while low LPCs do best in _____ favorable situations

A

high LPCs do best in moderately favorable situations, while low LPCs do best at the extremes (either highly favorable or highly unfavorable situations).

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2
Q

leniency bias

A

occurs when a rater gives all employees high ratings, regardless of their actual job performance.

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3
Q

technique requires the rater to compare each employee to all other employees in pairs on each dimension of job performance. A disadvantage of this technique is that it can be very time-consuming to use when there are many employees to rate.

A

paired comparison method of performance assessment

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4
Q

Quality circles

A

B. provide management with recommendations for resolving the work-related problems they’ve identified.

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5
Q

80% (four-fifths) rule

A

adverse impact is occurring when the hiring rate for a legally protected group is less than 80% of the hiring rate for the majority group

if male hiring rate is 50%, then the female hiring rate needs to be 40% (or 80% of 50….. .50*.80)

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6
Q

According to Donald Super, the primary determinant of a person’s occupational choice is

A

self-concept

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7
Q

halo effect

A

a rater’s rating of an employee on one dimension of job performance affects how the rater rates the employee on all other dimensions, even when they’re unrelated to that dimension (me giving mosher positive on everything or giving Siddiqi neg on everything)

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8
Q

Behavioral vs. situational interviews

A

Behavioral: ask questions about PAST events
Situational: ask interviewees how they would respond to hypothetical situations

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9
Q

Of the big 5, what is the biggest predictor or job performance? Biggest predictor of leader effectiveness?

A

Job performance: conscientiousness

Leader eff: conscientiousness + extraversion

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10
Q

Range of a reliability or correlation coefficient

A

0 to 1

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11
Q

the extent to which a predictor adequately samples the knowledge or skills it’s intended to measure

A

content validity

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12
Q

the extent to which a predictor measures the construct (hypothetical trait) it was designed to measure

A

construct validity

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13
Q

the degree to which scores on the predictor correlate with scores on the criterion

A

Criterion-related validity; how well does it predict future performance (ranges from - 1 to +1)

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14
Q

even when a predictor’s validity coefficient is low to moderate, adding a new measure can have incremental validity when the:

A 
selection ratio is low (.1 = 1/10 applications will be hired)
base rate (percent of employees who were hired using the current selection procedure w/ good performance) is moderate = .5
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15
Q

Taylor Russell tables tell you

A

How useful a new tool will be (incremental validity) in hiring

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16
Q

Formative and summative program evaluations

A

Formative: goal = training improvement
Summative: goal = establishing whether the training was successful

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17
Q

the various life roles a person assumes at different times and in different contexts (e.g., child, student, worker, parent)

A

life-space (life career rainbow = depicts the relationship between a person’s life stages and major life roles over his/her lifespan.)

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18
Q

• 1) genetic endowment and special abilities
• 2) environmental conditions and events
• 3) learning experiences, and
• 4) task approach skills.
all influence career choice in what model

A

Krumboltz’s (1979) social learning theory of career decision-making

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19
Q

Tiedman’s career decision making model is based off of Erikson’s psychosocial stages of ego-identity development and includes the following phases

A

anticipation and implementation

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20
Q

Hawthorne effect

A

(Mayo study of Western Electric) worker productivity increased while the workers were being studied regardless of physical changes

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21
Q

Does flextime increase job satisfaction and productivity

A

Yes and it decreases tardiness and absenteeism

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22
Q

organizational decisions that are non-repetitive and complex, require unique or creative solutions, and rely on the decision-maker’s judgment and problem-solving skills

A

Non-programmed ( vs. programmed that are routine and often made by lower level employees)

23
Q

considering alternatives only until a minimally acceptable alternative is found

A

satisfice

24
Q

Despite factors like group think and group polarization, group decisions are better than individual decisions when

A

the task is complex and group members have complementary skills

individual decisions are better when the task doesn’t have much structure and requires a lot of creativity

25
Q

Factors that increase groupthink (strivings for unanimity override their motivation to realistically appraise alternative courses of action)

A

high cohesiveness
strong directive leader
isolated from outside opinions
need decision fast

26
Q

Group polarization means that groups make ____ decisions than individuals, particularly due to social comparison and exposure to persuasive arguments

A

more extreme (either risk (risky shift) or more cautious)

27
Q

Leaders who are task-oriented and focus on achieving performance goals are high in ____

A

Initiating structure

leaders high in consideration are person-oriented and focus on fostering the trust and respect of subordinates

28
Q

Is a task oriented leader low or high on the LPC scale

A

Low

29
Q

In Fiedler’s contingency model of leadership (LPCs, favorableness of situation), should leaders change to fit style of employee

A

No, change situation to fit leadership style (which is relatively stable)

30
Q

favorableness of situation

A

how much control a leader has over subordinates

31
Q

According to the situation leadership model, leadership style should depend on a subordinate’s

A

job maturity (willingness + ability)

32
Q

Which theory views interactions between boss and employee as either in-group or outgroup interactions

A

Leader-member exchange

33
Q 
Maslow's hierarchy of needs
1. physiological
2. safety
3. 
4.
5. self-actualization
A
  1. physiological
  2. safety
  3. social
  4. self-esteem
  5. self-actualization

the lowest unfulfilled need is the strongest motivator

34
Q

opportunities for responsibility, challenge, and advancement are what factors in Herzberg’s 2 factor theory

A

motivator factors (also called job content factors; higher order needs)

35
Q

According to Herzberg’s 2 factor theory: when ____ is not met, dissatisfaction results; whereas when ___ is met, satisfaction results

A

inadequate hygiene factors - produce dissatisfaction

adequate motivating factors - produce satissfaction

36
Q

_____ increases satisfaction and work performance more than ____

A

Job enrichment (enriched responsibility/autonomy) > enlargement (larger # of tasks)

37
Q

Workers with high growth-need strength (those that need to fulfill higher order needs) are more likely than those with low GNS to be positively affected by a job that has

A 
the 5 core job characteristics: 
skill variety
task identity
task significance
autonomy
feedback
38
Q

According to equity theory, what will motivate a worker to increase the quality or quantity of their work?

A

Overpayment (they perceive that their input to outcome ratio is less than others; they are being overrewarded for less work)

39
Q

According to expectancy theory (VIE), what will result in high motivation among workers

A
  1. worker values outcome (Valence)
  2. instrumentality - successful performance leads to the outcome
  3. increased effort = successful performance (expetancy)
40
Q

Second stage of General Adaptation Syndrome (Selye):

  1. Alarm stage: sympathetic rx
  3. Exhaustion (SNS dysfunction)
A

Resistance: body adapts to stress; some functions return to normal while cortisol stays high; immune system is elevated

41
Q

survivors syndrome

A

those not laid off during downsizing exhibit reduced job satisfaction and organizational commitment, a sense of loss of control, somatic symptoms, anxiety, depression, insomnia, and guilt about being a survivor.

42
Q

Exhaustion
Depersonalization/cynicism
Inefficacy

all produce what

A

job burnout; early sign = increase in the time and effort put into work without an increase in productivity

43
Q

a sense of control over one’s life, a sense of commitment to family and work, and a tendency to view new experiences as challenges rather than threats are the three main factors of

A

hardiness

44
Q

What is the difference between competency modeling and job analysis?

A

Competency modeling is similar to job analysis but focuses on the core competencies that are required to successfully perform all jobs or a subset of jobs within an organization and are linked to the organization’s values, goals, and strategies.

45
Q

Longitudinal research has found that the job satisfaction of individuals is:
A. stable over time only for those who stay in the same job.
B. stable over time only for those who stay in the same job or career.
C. stable over time and across jobs and careers.
D. unstable over time regardless of job or career stability.

A

The research has found that a person’s level of job satisfaction tends to be the same over time even when he/she changes jobs and careers

46
Q

Organizational analysis, task analysis, person analysis, and demographic analysis are components of

A

needs analysis

47
Q

idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration are all components of

A

transformational leadership

48
Q

Lewin’s model of planned change describes change as involving three phases:

A

unfreezing, changing, and refreezing

49
Q

Overlearning is most useful for

A

skills and knowledge that will be used infrequently on-the-job

50
Q

time and motion analysis

what is it and what theory of leadership is it associated with

A

evaluation of efficiency of industrial process. associated with Taylor’s scientific management - thought time and motion analysis would help figure out the best way to do the job

51
Q

When a predictor has a reliability coefficient of .64, you can conclude that its criterion-related validity coefficient can be no larger than:

A

.8

criterion-related validity coeff <= sq, rel.

52
Q

In the context of Dawis and Lofquist’s (1984) theory of work adjustment, a worker’s job satisfaction is determined by the correspondence between the worker’s:

A

needs and reinforcements provided by the job

53
Q

The Position Analysis Questionnaire

A

allows employer to compare activities ACROSS jobs

structured worker-oriented job analysis questionnaire that addresses six categories of work activity: information input, mental processes, work output, relationships with other people, job context, and other characteristics

EPPP (12 decks)

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