IO

Question 1

Job analysis vs. job evaluation

Answer 1

analysis: used to clarify the requirements of a job
evaluation: determine the worth of a job to set salary

Question 2

Frame of reference trainin

Answer 2

Can help reduce rate bias and increase accuracy.
provides raters with a common conception of the multidimensional nature of job performance and what constitutes effective and ineffective performance in each dimension

Question 3

Reliability vs. validity

Answer 3

R: extent to which performance on a measure is unaffected by measurement error

V: extent to which a measure assesses what it is intended to assess

Question 4

80% rule, adverse impact

Answer 4

used to determine wither a hiring/promotion pattern is discriminatory

Question 5

Evaluation of training program

Answer 5

Kirkpatrick
evaluation criteria
1. reaction : participant satisfaction
2. learning: how much did they learn
3. behavioral: change in performance when they return to job
4. results: assess value of training program in terms of orgs goals.

Question 6

Super’s theory on career development

Answer 6

self-concept: satisfaction, success, and stability depend on degree to which job matches person’s self-concept

life span: career maturity in stages - growth, exploration, establishment, maintenance, disengagement.

Life space: life-career rainbow to see impact of life stages and roles on career dev

Question 7

Holland’s model of career dev

Answer 7

emphasizes person-environment fit. 
RIASEC (6 personality/work environment types)
realistic
investigative
artistic
social
enterprising
conventional

Question 8

Krumboltz social learning theory

Answer 8

did not emphasize matching person charcteristics to job characteristics
emphasized learning and self-development

Question 9

Theory of work adjustment

Answer 9

satisfaction vs. satisfactoriness

satisfaction: degree to which job correspond to their needs and values
satisfactoriness: degree to which workers skills correspond to demands of the job

Question 10

Theory X and Theory Y managers

Answer 10

X: employees dislike work and avoid it whenever possible, they must be controlled

y: employees are capable of self-control and self-direction. work is as natural as play

Question 11

Maslow’s hierarchy of needs

Answer 11

each needs acts as a motivator. lower ones must be achieved first. once it has been satisfied it is no longer a motivator

self-actualization
esteem
social (belongingness and love)
safety
physiological

Question 12

Need for achievement

Answer 12

People high in nACH choose tasks of moderate difficulty and risk
prefer frequent and concrete feedback
prefer to assume personal responsibility rather than delegate
do not make good managers, make good entreprenaurs.

Question 13

Herzbergs two factor theory

Answer 13

on job motivation and satisfaction
job context - little effect on mot and sat but if not present can reduce sat.
job content- motivating and satisfying

Job enrichment: increasing job vertical loading by giving an employee more higher level tasks. can increase satisfaction

job enlargement: increase horizontal loading by increasing number and variety of tasks.

Question 14

Expectancy (VIE) theory

Answer 14

Valence
instrumentality
expectancy

people will work hard if they expect that it will lead to success, that success will lead to reward, and that the reward is desirable

Question 15

Role of pay in job satisfaction

Answer 15

perception that they are being treated fairly/equitably is more predictive of job satisfaction than pay

Question 16

Effects of job satisfaction

Answer 16

performance: + but weak
turnover: dissatsfaction has highest impact on turnover when unemployment rates are low.

mental health: dissatisfaction associated with burnout, lower self-esteem, depression, anxiety

Question 17

Gender and leadership

Answer 17

women and men dont differ in terms of their structure or level of task orientation. female leaders more likely to be democratic in decision making style

Question 18

Fiedler’s contingency theory

Answer 18

leadership effectiveness is a combo of leadership style and favorableness of the situation

Least preferred coworker (LPC) scale for leadership style: high LPC describe LPC in positive terms, are relationship oriented. Low LPC refer to LPC in negative terms, are task oriented.

situational favorableness refers to the amount of power and influence a leader has.

Question 19

House’s path-goal theory

Answer 19

an effective leader is one who can carve a path for supervisees that allows them to fulfill personal goals through the achievement of group and organizational goals.

Question 20

situational leadership

Answer 20

leader: task/relationship style
employee: ability/willingness

telling: L (+T, -R); E (-A, -W)
selling: L (+T, +R); E (-A, +W)
participating: L (-T, +R); E (+A, -W)
delegating: L (-T, -R); E (+A, +W)

Question 21

Vroom, Yetton, Jago Normative (decision making) model

Answer 21

five basic decision making strategies that vary interms of degree to which employees participate in decision making

Decision making tree with questions

Autocratic I, II
Consultative I, II
Group

Question 22

Transformational leader

Answer 22

Recognize the need for change
create a vision to guide change
accomplish change effectively

Transactional leaders in contrast focus on stability rather than change, focus on reward and punishment

Question 23

5 stages of group development

Answer 23

forming
norming 
storming
performing 
adjourning

Question 24

brainstorming as a group vs. alone

Answer 24

brainstorming alone produces more and better ideas than as a group

Question 25

Lewin’s force feild analysis

Answer 25

organizations consistently responsd to forces that promote (driving) or resist (restrain) change.

unfreezing: theres a problem
changing: moving in a new direction
refreezing: supporting the change and reestablish stability

Question 26

Self managed work teams (SMWT)

Answer 26

make suggestions and hiring and other decisions previously made by managers. Leadership rotates. Trained in “team think” which is opposite of “group think”

Question 27

compressed workweek

Answer 27

+supervisor ratings of employee performance, employee satisfaction, and employee attitudes.

does not have an impact on job performance or absenteeism

Question 28

Felxtime

Answer 28

+productivity, satifaction, reduced absenteism.

less stress and decreased work family conflict