IO Flashcards
What factors correlate with job turnover?
Satisfaction, length of time on job, expressed interest to stay (all negative correlation)
NO relationship with productivity.
Career development theories
- Holland, RIASEC, knowledge of oneself and the working world
- Super, career rainbow, eight life roles, five stages, developmental
- Krumboltz, social learning, modeling and reinforcement
- Tideman & OHara (2 things), differentiation and integration
- schein, career anchor, self-concept stabilizes/ anchors career decisions, eight anchors
Measures of trainability /preparability
Correlate with training success, but not job performance
Alderfer’s ERG Theory
Existence, relatedness, growth
All influential, non-hierarchical, work on all of them simultaneously
Satisfying a need may lead to even more need for that thing
Better empirical support than Maslow
Maslow’s hierarchy of needs theory
Physiological
Safety
Social
Esteem
Self-actualization
Precede hierarchically
Herzberg’s 2-factor theory
Motivator-hygiene theory
Factors that impact satisfaction are different than those that impact dissatisfaction
Lower level needs, hygiene, dissatisfiers, job context
Upper level needs, motivators, satisfiers, job content
Job enrichment and job enlargement both work on upper level needs, and reduce boredom
McClellands acquired needs Theory
Have three basic needs which are not inborn, you can acquire over time
Achievement - nAch
Affiliation - nAff
Power - nPower
Job evaluation versus job analysis
Job evaluation: process for determining the financial worth of a job to an organization
Job analysis: process that analyzes the tasks and operations performed on a job, as well as training and education needed for the job. Can then be used to develop measures of job performance
Theory x y and z
Theory. X: same as scientific Management approach, focuses on productivity, views workers as lazy dishonest and dumb, autocratic leaders
Theory y: human relations approach, participative leadership, Hawthorne studies psychological factors are more important than physical factors for productivity
Theory Z: Japanese approach, focuses on lifelong employment, loyalty, slow production, group decision making
Organizational development
Focuses on systematic ways to bring about planned change (not in helping employees adapt to organizational change). Interventions focus on total organizational change. Based in systems Theory.
Looks at factors such as communication, interaction, and team building. Goal is to increase task performance.
More rigorous OD research is not necessarily effective
Griggs versus Duke power company, 1971
Tests of general broad abilities are unfair, need to use tests that measure skills of specific jobs
Management by objectives
Agreement between manager and employee on goals and evaluation metrics
Increases motivation and productivity
Strategies to improve accuracy of performance ratings
- Train raters
- Have multiple raters
- Make ratings on an ongoing basis
- Base ratings on clear performance standards taken from a job analysis
Frame of reference (FoR) training
Raters are given clear criteria for what constitutes levels of performance
Holland’s personality job fit Theory
RIASEC
Realistic
Investigative
Artistic
Social
Enterprising
Conventional
Congruence: match between personality and work environment
Consistency: consistent personality, closeness of letters, more consistency is more stable on job
Super’s life career rainbow career development Theory
Five stages:
Growth
Exploration
Establishment
Maintenance
Decline/ disengagement
Master tasks of each stage in order to move on to the next
Self-Concept expressed through chosen career
Tideman and O’Hara’s career development Theory
Differentiation and integration
Differentiation: ability to distinguish who we are versus others and differentiate between environments
Integration: unify what we know about ourselves, our job, etc
Self-awareness is key
Based on Ericson’s ego identity development
Schein’s career anchor theory
Person self-concept stabilizes or anchors their career decisions
Eight categories or anchors
1. Technical/functional competence: become an expert
2. Managerial competence: manage others
3. Autonomy/independence: self-direction
4. Security/stability: stable and predictable career path
5. Creativity: create new things
6. Service/dedication to a cause: help others make a positive impact
7. Pure challenge:
8. Lifestyle: specific work-life balance
Fielders contingency, LPC Theory of leadership
High LPC leaders: relationship oriented
Low LPC leaders: task oriented
Low LPC leaders do best at extremes (high or low favorability)
Hi, Alexander is to best in moderately favorable situations
Cognitive resource theory of leadership
Directive versus non-directive
Leadership style will be more or less effective based on the cognitive abilities of employees
Vroom and yetton’s normative model of leadership
Five styles of decision making based on amount of employee involvement
- Autocratic
- Consultative
- Group with leader
- Group without leader
- Autocratic with info
Most effective style depends on importance of decision, degree employees accept the leader, time required
Involves a decision-tree
House’s path goal theory of leadership
Leaders increase personal payoffs and smooth path to rewards. Best leadership style depends on the situation.
Four types:
1. Directive
2. Supportive
3. Participative
4. Achievement-oriented
Door
Sitting room
Parlor
Anterior chamber where you get the reward/achievement
Hersey And Blanchard’s situational theory of leadership
Readiness to perform
How ready employees are to perform determines how task-oriented their leader needs to be
Four types:
Telling
Selling
Delegating
Participating
Two organizational decision making theories
Rational economic versus administrative
Rational economic = classical: clear definition of problem, weigh all possible solutions
Administrative = behavioral = satisficing = Herbert Simon: choose first satisfactory solution. Useful with ambiguous problems, only partial knowledge, or when you have time constraint
