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EPPP > IO PSYCH SNOREFEST 2021 > Flashcards

IO PSYCH SNOREFEST 2021 Flashcards

1
Q

Title VII of the Civil Rights Act

A

Equal Employment Opportunity act; one can’t discriminate on basis of anything.

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2
Q

ADA

A

Bans discrimination in employment, transpo, access to building based on physical disabilities.

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3
Q

Griggs v Duke Power company

A

Tests that measured broad abilities, in which minority groups passed at a lower rate than whites, were unfair to use in regard to making hiring decisions.

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4
Q

3 problems can result in discrimination. First is adverse impact

A

Based on 4/5ths rule, which states that the percentage of minorities selected must be at least 4/5ths of the percentage of non-minorities selected.

EX: Med school applicants. If out of 100 non-minority applicants, twenty are selected, the selection ratio is .2. .2 times .8 is .16, so minimal acceptable rate for selection of minority applicants is 16%.

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5
Q

Second problem is UNFAIRNESS

A

Unfairness occurs when minorities and non-minorities score differently on the predictor test, yet perform similarly on criterion.

EX: MCAT or GRE. Minorities tend to perform worse, but the performance is not representative of performance in grad/med school.

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6
Q

Third problem is DIFFERENTIAL VALIDITY

A

Differential validity means that the test is more valid for predicting the performance for one group than another.

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7
Q

Job analysis

A

Describes the nature of the tasks performed by workers on a particular job.

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8
Q

Critical incident technique

A

Ascertaining the specific actions that lead to desirable or undesirable consequences on the job.

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9
Q

Biographical inventory

A

covers applicant’s life in greater detail. Correlates higher with desirable/undesirable characteristics. Good predictor of job success.

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10
Q

Interviewer biases (FNTIT):

A

First impression bias: tendency to be swayed by initial impression of candidate.

Negative information bias: tendency for 1 or 2 negative items to cause interviewer to overlook strengths.

Contrast effect: interviewer’s ratings of a candidate are affected by performance of previous candidate.

Interviewer prejudices: personal likes, dislikes, beliefs affecting assessment of applicant.

Halo effect: generalizing from one characteristic to the entire candidate in a positive or negative direction (attractiveness –> likeable).

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11
Q

Different job applicant tests (5):

A

Cognitive ability (good predictor), personality tests (bad predictor), interest tests (poor predictors), work sample (good), test batteries (good).

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12
Q

Assessment Center

A

Method of selection that places new job applicants and candidates for promotion in a simulated job situation. EX: Men in black lol

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13
Q

Selection procedures – multiple regression approach

A

Low scores on one predictor can be compensated for by high scores on another (e.g., low GPA accounted for by high SAT).

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14
Q

Selection procedures – multiple cutoff

A

Noncompensatory – only applicants who exceed the cutoff on each predictor will be considered (e.g., only if GPA is higher than 3, SAT higher than 1400).

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15
Q

Selection procedures – multiple hurdle

A

Predictors are applied in a particular order, and an applicant must pass the cutoff score on the first predictor in order to continue in the selection process. (e.g., first 3.0, then 1400).

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16
Q

Performance is a function of ____, ____, and ____.

A

Ability, motivation, opportunity.

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17
Q

Three methods for employee appraisals

A

Objective, subjective, focused

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18
Q

Subjective- Comparative

Straight rankings

A

Listing workers from best to worst

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19
Q

Subjective- Comparative

Forced distribution

A

Ranked to fit a distribution(bell curve)

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20
Q

Subjective- Comparative

Paired comparison

A

Each employee is compared to every other employee in pairs

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21
Q

Subjective- Individual methods

Graphic rating

A

Involves ratings on several aspects (quantity, punctuality) assessed on Likert scale.

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22
Q

Subjective- Individual methods

Behaviorally anchored rating scales

A

Based on critical incidents. EX: employees rated on various aspects of job that are linked to performance.

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23
Q

Subjective- Individual methods

Behavioral observation scale

A

BOS involves rating the extent to which a person engages in every behavior.

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24
Q

Subjective- Individual methods

Forced choice

A

Rater must choose between 2 seemingly equally desirable/undesirable choices.

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25
Subjective- Individual methods Behavioral checklist
Checks of all descriptives that apply to employees being rated.
26
Instrument errors Deficiency errors
Excluding important aspects of the job from evaluations.
27
Instrument errors Contamination errors
Rating an employee on non-important aspects of the jobs
28
Tasked-based rater biases Strictness set
Rater is overly strict and gives everyone low ratings
29
Tasked-based rater biases Leniency set
Rater is overly lenient and gives everyone scores high..
30
Tasked-based rater biases Central tendency set
Rater tends to rate everyone as average
31
Ratee-based biases Halo error
Employee's performance rating is based on one positive or negative aspect of the individual e.g., style of dress
32
Ratee-based biases Personal biases
Occurs when prejudices affect evaluation of employees.
33
Other sources of error Recency bias
Tendency of an evaluator to be most influenced by an employee's recent behaviors
34
Other sources of error Attribution errors
Tendency of supervisors to attribute poor performance to internal factors for workers they don't like, and to external factors for workers they do like.
35
Other sources of error Other
Supervisors tend to rate employees higher when the supervisor participated in the hiring decision.
36
Holland's personality-job fit theory
Individuals and job traits can be matched, and that close matches will correlate with job success/satisfaction.
37
Holland's personality types categorization (RIASEC)
Realistic, investigative, artistic, social, enterprising, and conventional.
38
Realistic
Refers to physical activities that require skill, strength, and coordination.
39
Investigative
Involves thinking, organizing, and understanding.
40
Artistic
Ambiguous and unsystematic activities that allow creative expression.
41
Social
Activities that involve helping and developing other jobs.
42
Enterprising
Opportunity to influence others and obtain power
43
Conventional
Rule-regulated, orderly, unambiguous.
44
Career maturity
Individual's ability to effectively master the tasks of a given stage in preparation for moving to the next stage.
45
Krumboltz's social learning theory
Career development is based on social learning, environmental conditions, genetic influences, and learning experiences.
46
Tiedeman and O'hara's theory of career development
Differentiation: making distinctions about the different aspects of oneself, and the environment. Integration: unifying these different aspects resulting in better decision making.
47
Schein's career anchor theory
People's self-concepts or "career anchors" revolved around 8 categories: autonomy, security, technical competence, general managerial competence, entrepreneurial creativity, service to a cause, pure challenge, and lifestyle.
48
Hawthorne effect
People work harder when they are being directly supervised.
49
Fielder's contingency (LPC) theory
Looks at whether the leader is task-oriented or relationship oriented. LPC theory predicts that leaders who are not highly preferred are most effective as leaders in situations that are highly favorable or unfavorable.
50
Cognitive Resource Theory
Looks at whether a directive vs. non-directive leadership style will be more effective depending on the cognitive resources of the employees.
51
Vroom & Yetton's normative model
Focuses on a single aspect of leadership, decision making.
52
House's path-goal theory
Recommends that the leader increase personal payoffs for subordinates and make the paths to the payoffs easier.
53
Hersey and Blanchard's situational leadership
If the employee isn't ready to perform, leader should tell them what to do; if they are more ready to perform, they need less task orientation from the leader.
54
Motivation - Herzberg's two-factor theory
Lower level needs: relates to job context, such as pay, working conditions, supervision. Dissatisfaction results when lower level needs are not met, but meeting them doesn't produce satisfaction Upper level needs: motivators or satisfiers, related to job content, including achievement, responsibility, and opportunity. Meeting these needs INCREASE satisfaction and motivation. Argues: enrichment and enlargement affect workers by reducing boredom. AKA vertically expanding job responsibilities.
55
Alderfer's ERG theory
Divides needs into those based on existence, relatedness, and growth.
56
General expectancy theory of motivation
People behave in ways that are based on their perceived expectancy that certain rewards will follow, and that in the workplace employees perform at a level that results in the greatest payoff.
57
Adams's equity theory
Ratio of self-inputs/slef-outcomes versus others' inputs/others' outcomes. inequity is a motivating state; we'll adjust our performance if we see things that appear unfair. If you and someone else do the same work and you get more bonuses, then the other person will decrease his work effort.
58
Locke's goal setting approach
Goals should be: 1. Specific 2. Intermediate - high level difficulty 3. able to elicit feedback 4. Self-efficacy will increase performance 5. Employees must accept goals
59
Self-concept theory
Self-concept changes over life and develops as a result of experience. Career development mirrors self-concept.
60
Transformational leaders
Focus on empowering workers through inspiration and charisma Transformational leaders use intellectual stimulation in order to influence subordinates.
61
Benefits of realistic job preview?
Increases longevity of employment
62
Theory Y
Workers can be expected to seek challenges on the job
63
When a worker enjoys the type of work he does, what could you expect to see?
Decreased tardiness and missed days
64
Organizational development
Goal is increased performance. Involves focus on relationships, and is based on systems theory.
65
Which employees have lower turnover rates?
Poorly paid, under-40's. Low reward so higher intrinsic motivation to keep going./
66
Job satisfaction
It stems from innate factors. It increases with age. There is a direct relationship between job satisfaction and physical and mental health problems.
67
Quality control circles
a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems
68
Gender and leadership
Group members tend to turn to male bosses more commonly than female bosses for info on how to complete a task.
69
What trait is most associated with job performance across all jobs?
Conscientiousness
70
Protocol analysis
subjects are trained to think aloud as they solve a problem, and their verbal behaviour forms the basic data to be analyzed.
71
When should management reward group performance more than individual performance?
on a task that is high in interdependence.
72
Who conducted the tests in brown v board of education
Kenneth Clark
73
When does group polarization occur
When group members make more extreme decisions than they would have individually
74
Comparing job enrichment vs job enlargement
Job enrichment involves more responsibility Job enlargement increases variety.

EPPP (12 decks)

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