IO Psych Flashcards

1
Q

Conditions under which you may use a test that discriminates

A

if it has been validated, is useful, and no alternatives available

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2
Q

hiring and substance abuse

A

prohibited from discriminating from someone who is currently or has successfully completed drug rehab

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3
Q

Griggs vs. Duke power co

A

court ruled that a test of general-broad abilities are considered unfair for hiring and promotion

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4
Q

What is adverse impact?

A

4/5th or 80% rule
the percentage of minorities needs to be at least 80% of the percentage of non-minorities

200 non-minority applied and 100 were hired
50% were hired

need to hire at least 40% (4/5ths of 50%) of minority applicants (if 10 minorities applied must hire at least 4)

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5
Q

Unfairness

A

when minorities and non-minorities scoring differently on a predictor test, but similar on a criterion

Predictor-what you use to predict the criterion (outcome)
GRE is a predictor for success in grad school
actual GPA is criterion

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6
Q

how does unfairness look on regression lines

A

2 parallel regression lines

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7
Q

Differential Validity

A

more valid for one group and less valid for another

for whites validity is .45 vs. minorities is .25

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8
Q

Job analysis

A

Analyzing the job-what are the tasks, tools, requirements needed for a job

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9
Q

Job evaluation

A

figuring out how much money a job is worth to an organization

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10
Q

How do we conduct a job analysis

A

Critical incident Technique-systematic approach that leads to successful vs unsuccessful outcome on a job

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11
Q

Biographical inventory (BLANK or BIB)

A

biographical info
information is correlated with success outcome and job turnover

More cumbersome than a standard application

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12
Q

what method of job selection has the lowest validity

A

interviews

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13
Q

how to improve ratings

A
structured
multiple interviewers
trained
rate on ongoing basis
behavioral anchors
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14
Q

A bias in which the initial impression clouds judgement

A

first impression bias

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15
Q

A bias where negative information causes you to overlook positive information

A

negative information bias

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16
Q

This occurrs when you rate person you are interviewing by comparing the to the person who came before

A

contrast effect

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17
Q

This occurs when you generalize from one characteristic of the person to all characteristics

A

halo effect

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18
Q

What quality is assoicated with the most common halo-regarding first impressions

A

attractiveness

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19
Q

Assessment Centers & selection (def, cons, who used for)

A

-simulated job situation under stress to evaluate performance
-time consuming
-typically used for upper management
have excellent criterion related validity

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20
Q

two techniques Assessment centers use

A

in basket-person would receive a list of tasks and give a time frame-ask how they would approach

leaderless group discussion-take all candidates and give them a business problem and observe to examine style of communication, who takes the lead, etc

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21
Q

Work samples

A

used with lower-level employees
good criterion related validity
more liked and valid for non-white

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22
Q

Poor predictors of job performance

A

letters of rec

personality tests

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23
Q

tests for selection and dec

A

wonderlick personnel test-good predictors

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24
Q

Interest tests

A

correlates more with satisfaction than with actual performance

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25
Test battery
upper level management
26
type of job selection approachs
multiple regression approach multiple cut off multiple hurdle
27
a compensatory job selection approach by examining a number of predictors
multiple regression approach One predictor can compensate for a low score on another
28
a non-compensatory job selection approach in which you have to meet and/or exceed a cut off in multiple domains
multiple cut off approach
29
a job selection approach where you have to pass steps in a particular order to be selected
multiple hurdle approach
30
What factors contribute to job performance
motivation, ability, and opportunity
31
Objective performance appraisal
quantifiable, observable factors to observe
32
Subjective performance appraisal
2 broad categories are comparative or individual comparative-compare to peers individual-just rating the indrividual
33
straight rankings
comparative appraisal | rank employees from best to worst
34
forced distribution
given specific ranges where you can place others (one 2 can be superior)
35
paired comparison
make multiple comparisons
36
Behaviorally Rating Anchor Scales-disadvantages
behavioral anchors based on critical incidents expensive and time consuming scales are not measuring day to day activities-rather hypothetical situations
37
Behavioral Checklist
adjectives that describe the person
38
Forced Choice
rating person on pairs of adjectives | believed that this is the best control for rater biases
39
management by objectives
approach to evaluations-employees and supervisors mutually agree on goals increases motivation & productivity
40
Rater errors
strictness - rate people too strictly leniency-overly leinent central tend-rate average
41
Ratee based
halo personal biases prejudices own race more favorable both black and white raters gave lower appraisals to black sex-ratings of women were lower when they were less than 20% of the raters age-older people are rated lower
42
recency biases
rating over extended periods of time | more influenced by recent performance
43
when raters are given clear and specific criteria for categories when rating
Frame of reference training
44
Programmed instruction
booklets, software | teach a large group at the same time
45
simulation training/vestibule
simulating actual job situation use when too hazardas or difficult simulated flight
46
job rotation
rotate through different aspects of the job used to orient management to expose to different aspects of the org assoicated with Japanese
47
psychological factors effecting training
``` individual differences trainability pretraining expectations self-efficacy motivation (level of involvement and locus of control-internal) active practice spaced practice ```
48
ways to enhance transfer of training
overlearning-good for tasks that are infrequent or under stress identical elements-similarity between training and task expectations frequent feedback reinforcement
49
Holland
Holland matching personality with job traits knowing oneself-strengths, interests, info about work world RIASEC model-realistic, investigative, artistic, social, enterprising, conventional (can have up to 3 letter codes) Organized in shape of a hexagon adjacent themes are most similar-opposite are dissimilar
50
match between personality and work enviroment
Holland-congruence
51
how closely your first two code letters are
Holland-consistent | more consistent codes tend to be more stable in their jobs
52
environmental identity
Holland-your view that the environment you are in is stable
53
Super's career rainbow theory
spanning across career (like a rainbow) influenced by socioeconomical status developmental stages of career development career maturity-master the tasks at each particular stage express self-concept via career you choose
54
Crumbultz
social learning & reinforcement (operant) | career is based on social learning, you, & enviroment
55
Tideman & Oharra
opposing processes of differentiation and integration | decision making-structure our career development
56
Shane's career anchor theory
self-concept acts to anchor regarding occupational decision making (autonomy, security, etc)
57
leadership approaches
scientific management approach-autocratic, aggressive, and use of intimidation; people are no more than an extension of a machine (Theory X) human relations approach-focus on people rather than productivity; influenced by Hawthorne studies (Theory Y)
58
Hawthorne study
examined how environmental factors influence productivity leaders allowed workers to set their own production pace and form social groups results: changing environmental factors didn't make much of a difference productivity increased changed when being observed
59
effective leader
traits reward & punishments contingent on situation
60
trait leadership theory
drive, honesty, emotional stability, high cog ability authoritian leaders democratic lazze fare people are more satisfied with democratic leaders
61
reward and punishment leader theories
performance contingent rewards improve performance and satisfaction
62
Feedler's Theory LPC
Least preferred coworker-LPC three step process to figure out type of leadership approach high lpc or low lpc high LPC-gives their least preferred coworker a high rating (people oriented) low LPC-least preferred worker is given lower rating (task oriented) situational control or favorableness-how likely the task will be accomplished Low LPC do best in extremes (situation is highly unfavorable or favorable) High LPC do best in moderately favorable situations curvelinear relationship
63
Cognitive resource theory
Feedler | directive vs. nondirective leadership style
64
?
5 styles in degree of participation in decision making | most effective-how impt the decision, how quick you have to make the decision
65
Path goal theory
House a contingency theory because the best style depends on the nature of the situation ``` leaders increase personal payoffs and make path to payoffs easier directive supportive achiev oriented particpative ```
66
Hersy & Blanchard situational leaderdship
``` leadership approach is based on employees readiness to perform telling selling participate delegate ```
67
transactional va. tranformational leaders
actional-use conventional means | formational-trying to encourage employees
68
workers willingness to compy
``` rewards power coercive power legitimate power-based on position in org referent power-admiring/role model expert power-specific expertise ``` combo of referent & expert creates to most comply
69
rational economic model
- classical approach to problem solving in orgs | - we have to cleary define problem and can make a good decision if we know all possible alternatives
70
administrative model
behavioral approach, satificing style useful with ambiguous and partial knowledge problems -choosing the first satisfactory alternative
71
negotiation/arbitration
arbitration-when a 3rd party makes a binding decision
72
teams that make hiring, budget, and other decisions that were formerly made by managers
self-management work teams
73
Positive and negative effects of the compressed work week
positive effects on supervisor ratings of employee performance, overall job satisfaction, and satisfaction with work schedule. Did not impact job performance or absenteeism
74
Regarding motivation, the theory that predicts that people have 3 basic needs (existence, relatedness, & growth)
ERG theory
75
Regarding motivational theories, this theory predicts that valued outcomes lead to increased satisfaction and motivation
Expectancy Theory
76
Theory that predicts that motivation is related to the comparisons we make between our input/outcome and the input/outcome of workers performing a similar job
Equity Theory
77
A theory of satisfaction & motivation; satisfaction and motivation are affected by 2 job related factors (hygiene-job context and motivator factors (job content) Workers with that are high responsibility, challenge, and autonomy are satisfied
two factor theory
78
What type of work-related communication is better for complex, unstructured tasks that have a number of solutions
decentralized networks (everyone has same info)
79
What type of work related communication is better for simple structured tasks
centralized networks
80
formative evaluation
guides program development to produce the best version of the program as possible
81
The value a worker places on the outcome of successful performance
valence-expectancy theory
82
Holland and differentiation
when a person scores high on one dimension-distinctiveness
83
The introduction of rests and breaks results in
a rise in daily output despite the fact that employees actually spend less time on the job
84
Total Quality Management
a theory of management that emphasizes customer satisfaction, employee involvement, and continuous change research has found that despite the goal of commitment to employee involvement, employees often do not participate fully in problem solving and decision making
85
Hygiene factors for two factor theory
``` job security pay and benefits relationship with coworkers working conditions company policies ```
86
Ohio State University Study in 1950s found what factors are behaviors of leaders
initiating structure and consideration
87
He believed that organizational culture acts are a defense mechanism that helps organizational members avoid uncertainty and anxiety
Edgar Schien
88
An organizational development strategy that focuses on the social processes that are a normal part of the job give name and a distinguishing characteristic
Process Consultation Assumes that behavior changes precedes attitude change
89
McClelland and motivation theory
described motivation as being determined by 3 needs: need for affiliation need for achievement need for power
90
McClelland distinguished between 2 types of power
personal-use power to dominate others socialized-use of power to benefit others (associated with more effectiveness as a manager)
91
Maslow's theory of motivation
``` physiological safety social esteem self-actualization ```
92
do men and women differ in leadership style
no
93
research comparing day, swing, and night shifts has found
the night shift has the most detrimental impact on health and may be similar to swing shift regarding neg consequences for social relations
94
premise underlying goal setting theory
a person's conscious goals and intention regulate their behavior
95
there is a ____ relationship between leader intelligence and leader effectiveness
weak positive
96
Krumboltz's approach to career counseling
not focused on matching rather the purpose of career counseling is to help the person develop attitudes and skills that will enable them to adapt to changing work requirements
97
valence in expectancy theory refers to
subjective worth of outcomes the value of outcomes to an individual
98
Pavlov found that when dogs were making difficult discriminations between stimuli ______ ocurred
experimental neurosis