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QUESTIONS > IO Psychology > Flashcards

IO Psychology Flashcards

1
Q

Is a branch of psychology that applies the principles of psychology to the workplace.

A

Industrial Organizational Psychology

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2
Q

Study and practice in such areas as analyzing jobs, recruiting applicants, selecting employees, determining salary levels, training employees, and evaluating employee performance.

A

Personnel Psychology

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3
Q

Leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change and group processes within an organization.

A

Organizational Psychology

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4
Q

Workplace design, human machine interaction and physical fatigue and stress

A

Human Factors/Ergonomics

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5
Q

Outcome of this procedure may be a tool in checking employee motivation as proposed by John Stacy Adam.

A

Job Evaluation (monetary worth/salary)

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6
Q

Our level of motivation and job satisfaction are related to how fairly we believe treated in comparison with others.

A

Equity Theory by
John Stacy Adam

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7
Q

Personal elements that we put in our job (effort,time,energy)

A

Input

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8
Q

Elements we receive from doing our jobs (pay, benefits, perquisites)

A

Output

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9
Q

Rated as the most effective recruitment method, but consider only those referrals from successful employees.

A

Referral

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10
Q

Realistic Job Preview Theory
Personality Similarity Theory
Socialization Theory
Differential Recruitment -Score Theory

A

Theories that support Referral System

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11
Q

Example of an employee selection method that reduces the chance of adverse impact

A

Work Samples

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12
Q

Work Samples

A

High in:
Content Validity
Criterion Validity
Face Validity
Low in:
Race Discrimination

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13
Q

Having goals helps to increase performance of employees at work. But goals must be….
SMART

A

Specific
Measurable
Attainable
Relevant
Time- bound

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14
Q

Using lectures to provide

A

Knowledge

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15
Q

Using Case Studies to

A

Apply Knowledge

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16
Q

Using Simulation Exercises to

A

Practice New Skills

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17
Q

Practicing Interpersonal Skills through

A

Role Play

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18
Q

Behavior Modelling for

A

Ideal Behavior

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19
Q

Errors in Completing the Rating Form

A

✓Distribution Errors
- leniency
- strictness
- central tendency
✓ Halo Error
✓ Proximity Error- influene others
✓ Contrast Error
✓ Sampling Problems
- Recency/ Primacy
- Infrequent

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20
Q

Rating forms

A

1-4 Even

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21
Q

Two different jobs performing similar task/s

A

Synthetic Validity

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22
Q

Taylor Russell Tables

A

Designed to estimate the percentage of future employees who will be successful on the job of an organization uses a particular test

Data needed:
✓Criterion V Coefficient
✓Selection Ratio
✓Base rate of current performance

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23
Q

Lawshe Table

A

Designed to determine the probability of future success of a single applicant

Data needed:
✓ Validity Coefficient
✓ Base Rate
✓ Applicant’s test score

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24
Q

Validity Generalization

A

Extent to which a test found valid for a job in one location is also valid for the same job in a different location

25
Q

Ways to Evaluate Training Results

A

Content Validity
Employee Reactions
Employee Learning
Application of Training
Business Impact
Return of Investment

26
Q

Establishing the Methods of Usefulness of a Selection Device

A

Methods used:
Taylor Russell Tables
Proportion of Correct Decisions
Lawshe Tables
BCG Utility Formula

27
Q

Brodgen Cronbach Gleser Utility Formula (BCG)

A

Estimates the amount of money an organization would save if it used the test to select employees

Data needed:
✓ number of applicants hired per year
✓ average tenure
✓ test validity
✓ SD of performance
✓ Mean standardized predictor score

28
Q

Looking for qualified applicants

A

Recruitment

29
Q

Choosing who to hire from the pool of applicants

A

Selection

30
Q

Effective employee selection Techniques
Valid:

A

Content, Criterion, Construct

31
Q

Effective employees Selection Technique

Reduce Chance of Legal Challenge

A

Face Validity, x invasion of privacy, x adverse impact

32
Q

EFFECTIVE EMPLOYEE SELECTION TECHNIQUES

Cost Effective:

A

To purchase, administer, and score

33
Q

Predicting Performance Using
Personality, Interest, Character

Common test Used:

A

Common test Used:
HPI
CPI
MCMI
PAI
SII
CRT

34
Q

Hogan Personality Inventory (HPI)

A

“The Brightside of Personality”
How People behave in their day-to-day life when they are at their best

35
Q

California Psychological Inventory (CPI)

A

Reveals more on social communication and interpersonal relationship tendencies

36
Q

Milon Clinical Mutliaxial Inventory (MCMI)

A

Identifies personality disorders
With 10 Clinical Scales and 4 Correctional Scales

37
Q

Personality Assessment Inventory (PAI)

A

Provide information relevant for clinical diagnosis, treatment planning and screening for psychopathology

38
Q

Strong Interest Inventory (SII)

A

Provides insights into a person’s career interests to facilitate career counseling or determining the appropriate career choice for an individual

39
Q

Galatea Effect

A

Self love

40
Q

Pygmalion/ Rosenthal Effect +

A

Positive beliefs of your supervisor
Increase your self esteem

41
Q

Golem Effect -

A

Negative beliefs of your supervisor
Decreases your self esteem

42
Q

Functional Job Analysis (FJA)

A

Rates the extent to which an incumbent is involved with functions in the categories of
✓Data (info and ideas)
✓ People (clients, customers, co-workers)
✓ Things (tools, equipment, machine)

43
Q

Kurt Lewin

A

Leadership, group dynamics, job satisfaction
Linked to the advent of Participative
Management (PM)

Authoritarian
Participative
Delegative

44
Q

Authoritarian Leader

A

Direct and control all activities without meaningful participation by other members of the team.

45
Q

Participative Leader

A

Encourage group members to participate, but retain the final say over the decision-making process.

46
Q

Delegative Leader

A

Or laissez-faire leaders
Give little or no guidance to group members

47
Q

Expectancy

A

Effort
Can I hit my targets if I work hard?

48
Q

Instrumentality

A

Performance
Will heating my targets lead to rewards?

49
Q

Valence

A

Reward
Do I find the rewards desirable?

50
Q

Motivation

A

ExIxV
Expectancy x Instrumentality x Valence

51
Q

Making the Hiring Decision

A

•Unadjusted top-down Selection
-Compensatory Approach
•Rule of Three
•Passing Score
•Multiple cut-off
•Multiple Hurdle
•Banding

52
Q

Banding

A

Involves statistical technique based on standard error of measurement (SEM) that allows similar test scores to be grouped

How many parts do two applicants have to be before we say their test scores are significantly different?

53
Q

Critical Incident Technique (CIT)
Developed and first used by John Flanagan

A

This method involves creating a list of incidents of excellent and poor performance

54
Q

Employees role and expectations unclear

A

Role Ambiguity

55
Q

Job Evaluation

A

The process of determining the monetary worth of a job.

56
Q

Internal Pay Equity
External Pay Equity

A

Job Evaluation

57
Q

Internal Pay Equity

A

Comparing jobs within an organization to ensure that the people in job worth the most money are paid accordingly

58
Q

External Pay Equity

A

Comparing the job to external market

59
Q

360 Degree Feedback

A

Feedback is obtained from multiple sources including supervisors, peers, subordinates.

QUESTIONS (4 decks)

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