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EPPP > IO Psych > Flashcards

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
Q

Test battery

A

upper level management

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26
Q

type of job selection approachs

A

multiple regression approach
multiple cut off
multiple hurdle

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27
Q

a compensatory job selection approach by examining a number of predictors

A

multiple regression approach

One predictor can compensate for a low score on another

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28
Q

a non-compensatory job selection approach in which you have to meet and/or exceed a cut off in multiple domains

A

multiple cut off approach

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29
Q

a job selection approach where you have to pass steps in a particular order to be selected

A

multiple hurdle approach

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30
Q

What factors contribute to job performance

A

motivation, ability, and opportunity

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31
Q

Objective performance appraisal

A

quantifiable, observable factors to observe

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32
Q

Subjective performance appraisal

A

2 broad categories are comparative or individual

comparative-compare to peers
individual-just rating the indrividual

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33
Q

straight rankings

A

comparative appraisal

rank employees from best to worst

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34
Q

forced distribution

A

given specific ranges where you can place others (one 2 can be superior)

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35
Q

paired comparison

A

make multiple comparisons

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36
Q

Behaviorally Rating Anchor Scales-disadvantages

A

behavioral anchors based on critical incidents
expensive and time consuming
scales are not measuring day to day activities-rather hypothetical situations

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37
Q

Behavioral Checklist

A

adjectives that describe the person

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38
Q

Forced Choice

A

rating person on pairs of adjectives

believed that this is the best control for rater biases

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39
Q

management by objectives

A

approach to evaluations-employees and supervisors mutually agree on goals
increases motivation & productivity

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40
Q

Rater errors

A

strictness - rate people too strictly
leniency-overly leinent
central tend-rate average

41
Q

Ratee based

A

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
Q

recency biases

A

rating over extended periods of time

more influenced by recent performance

43
Q

when raters are given clear and specific criteria for categories when rating

A

Frame of reference training

44
Q

Programmed instruction

A

booklets, software

teach a large group at the same time

45
Q

simulation training/vestibule

A

simulating actual job situation
use when too hazardas or difficult
simulated flight

46
Q

job rotation

A

rotate through different aspects of the job
used to orient management to expose to different aspects of the org
assoicated with Japanese

47
Q

psychological factors effecting training

A 
individual differences
trainability
pretraining expectations
self-efficacy 
motivation (level of involvement and locus of control-internal)
active practice
spaced practice
48
Q

ways to enhance transfer of training

A

overlearning-good for tasks that are infrequent or under stress
identical elements-similarity between training and task expectations
frequent feedback
reinforcement

49
Q

Holland

A

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
Q

match between personality and work enviroment

A

Holland-congruence

51
Q

how closely your first two code letters are

A

Holland-consistent

more consistent codes tend to be more stable in their jobs

52
Q

environmental identity

A

Holland-your view that the environment you are in is stable

53
Q

Super’s career rainbow theory

A

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
Q

Crumbultz

A

social learning & reinforcement (operant)

career is based on social learning, you, & enviroment

55
Q

Tideman & Oharra

A

opposing processes of differentiation and integration

decision making-structure our career development

56
Q

Shane’s career anchor theory

A

self-concept acts to anchor regarding occupational decision making (autonomy, security, etc)

57
Q

leadership approaches

A

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
Q

Hawthorne study

A

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
Q

effective leader

A

traits
reward & punishments
contingent on situation

60
Q

trait leadership theory

A

drive, honesty, emotional stability, high cog ability
authoritian leaders
democratic
lazze fare

people are more satisfied with democratic leaders

61
Q

reward and punishment leader theories

A

performance contingent rewards improve performance and satisfaction

62
Q

Feedler’s Theory LPC

A

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
Q

Cognitive resource theory

A

Feedler

directive vs. nondirective leadership style

64
Q

?

A

5 styles in degree of participation in decision making

most effective-how impt the decision, how quick you have to make the decision

65
Q

Path goal theory

A

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
Q

Hersy & Blanchard situational leaderdship

A 
leadership approach is based on employees readiness to perform
telling
selling
participate
delegate
67
Q

transactional va. tranformational leaders

A

actional-use conventional means

formational-trying to encourage employees

68
Q

workers willingness to compy

A 
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
Q

rational economic model

A
  • 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
Q

administrative model

A

behavioral approach, satificing style
useful with ambiguous and partial knowledge problems
-choosing the first satisfactory alternative

71
Q

negotiation/arbitration

A

arbitration-when a 3rd party makes a binding decision

72
Q

teams that make hiring, budget, and other decisions that were formerly made by managers

A

self-management work teams

73
Q

Positive and negative effects of the compressed work week

A

positive effects on supervisor ratings of employee performance, overall job satisfaction, and satisfaction with work schedule.

Did not impact job performance or absenteeism

74
Q

Regarding motivation, the theory that predicts that people have 3 basic needs (existence, relatedness, & growth)

A

ERG theory

75
Q

Regarding motivational theories, this theory predicts that valued outcomes lead to increased satisfaction and motivation

A

Expectancy Theory

76
Q

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

A

Equity Theory

77
Q

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

A

two factor theory

78
Q

What type of work-related communication is better for complex, unstructured tasks that have a number of solutions

A

decentralized networks (everyone has same info)

79
Q

What type of work related communication is better for simple structured tasks

A

centralized networks

80
Q

formative evaluation

A

guides program development to produce the best version of the program as possible

81
Q

The value a worker places on the outcome of successful performance

A

valence-expectancy theory

82
Q

Holland and differentiation

A

when a person scores high on one dimension-distinctiveness

83
Q

The introduction of rests and breaks results in

A

a rise in daily output despite the fact that employees actually spend less time on the job

84
Q

Total Quality Management

A

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
Q

Hygiene factors for two factor theory

A 
job security
pay and benefits
relationship with coworkers
working conditions
company policies
86
Q

Ohio State University Study in 1950s found what factors are behaviors of leaders

A

initiating structure and consideration

87
Q

He believed that organizational culture acts are a defense mechanism that helps organizational members avoid uncertainty and anxiety

A

Edgar Schien

88
Q

An organizational development strategy that focuses on the social processes that are a normal part of the job

give name and a distinguishing characteristic

A

Process Consultation

Assumes that behavior changes precedes attitude change

89
Q

McClelland and motivation theory

A

described motivation as being determined by 3 needs:

need for affiliation
need for achievement
need for power

90
Q

McClelland distinguished between 2 types of power

A

personal-use power to dominate others

socialized-use of power to benefit others (associated with more effectiveness as a manager)

91
Q

Maslow’s theory of motivation

A 
physiological
safety
social 
esteem
self-actualization
92
Q

do men and women differ in leadership style

A

no

93
Q

research comparing day, swing, and night shifts has found

A

the night shift has the most detrimental impact on health and may be similar to swing shift regarding neg consequences for social relations

94
Q

premise underlying goal setting theory

A

a person’s conscious goals and intention regulate their behavior

95
Q

there is a ____ relationship between leader intelligence and leader effectiveness

A

weak positive

96
Q

Krumboltz’s approach to career counseling

A

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
Q

valence in expectancy theory refers to

A

subjective worth of outcomes

the value of outcomes to an individual

98
Q

Pavlov found that when dogs were making difficult discriminations between stimuli ______ ocurred

A

experimental neurosis

EPPP (11 decks)

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