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PSYC3015 Personality & Intelligence > Lecture 9 > Flashcards

Lecture 9 Flashcards

1
Q

What are the reasons for measuring job performance?

A
  1. Decision-making about individuals
  2. Organisational planning
  3. For the profession: Legal requirements
  4. Feedback
  5. Evaluate procedures or changes
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2
Q

Why is decision-making about individuals an important reason for measuring job performance?

A

o Promotion, bonuses & prizes, probationary periods

o Retention, termination, layoffs

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3
Q

Why is organisational planning an important reason for measuring job performance?

A

o Benchmarking performance
o Identify development needs
o Assist in goal identification

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4
Q

Why is legal requirements (for the profession) an important reason for measuring job performance?

A

o In some occupations, legal requirements for a certain level of performance
o Legal defensibility for hiring/termination decisions

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5
Q

Why is feedback an important reason for measuring job performance?

A

o Individual/team/organisation

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6
Q

Why is the evaluation of procedures or changes an important reason for measuring job performance?

A

o Whether the selection process worked
o Whether the training worked
o Whether other changes (e.g. work design, management restructure) worked

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7
Q

What are the two major assessment approaches for measuring job performance?

A
  • Subjective measures

- Objective measures

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8
Q

What are some examples of subjective measures for measuring job performance?

A

o Ratings from self, peers, supervisor, clients, 360
♣ Graphic rating scales
♣ Behaviourally anchored rating scales (BARS)
♣ Behavioural observation scale
♣ Checklists
♣ Narratives

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9
Q

What are some examples of objective measures for measuring job performance?

A

o Production counts (e.g. number of bricks laid)

o Biodata: absenteeism

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10
Q

Based on Harris & Schaubroeck (1988), how much might self-ratings of job performance different from other ratings?

A

o Self-ratings may differ from others:
♣ Peer/supervisor = .62
♣ Self-supervisor = .35; self/peer = .36

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11
Q

Based on Conway & Huffcutt (1997), what is the reliability of ratings of job performance from supervisors, peers and subordinates?

A

o Reliability is highest for supervisor (.50), then peers (.37), then subordinates (.30)

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12
Q

Based on Conway & Huffcutt (1997), what is the correlation between sources of job performance ratings?

A

o Correlations between sources are low
♣ Self-supervisor = .22
♣ Self/peer = .19
♣ Supervisor/peer = .34

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13
Q

What types of jobs are both reliability and source agreement of job performance higher for?

A

o Both reliability and source agreement is higher for LOW complexity, NON-managerial jobs

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14
Q

What are the 6 sources of error in rating scale data?

A
  1. Social desirability (faking)
  2. Leniency/severity errors
  3. “Halo effect” and “horns effect”
  4. Recency effects
  5. Causal attribution errors
    o Effort > ability
    o Actor-observer bias
  6. Personal biases
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15
Q

What are task performance and contextual performance?

A

o Task performance
♣ Activities that contribute to an organisation’s technical core
♣ Tasks are required by formal job role

o Contextual performance
♣ Activities that contribute to the social and psychological core of the organisation
♣ Tasks are discretionary (and may not be explicitly stated)

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16
Q

What are the correlations of task performance with personality?

A 
♣	Lower correlations with personality
	•	Inspecting, testing, and detecting problems with equipment
	•	Performing routine maintenance
	•	Using technical documentation
	•	Planning and organising work
17
Q

What are the correlations of contextual performance with personality?

A 
♣	Higher correlations with personality
	•	Follow instructions when supervisors are not present
	•	Cooperate with others in the team
	•	Volunteer for additional duty
	•	Avoid unauthorised shortcuts
18
Q

What are the problems with “objective” data?

A
  • Production counts are sometimes not possible
    o E.g. a nanny
  • Production counts cannot always take quality into account
  • Production is dependent on situational variables as well as what the worker does
    o E.g. number of customers served
19
Q

What are the two parts of performance appraisal?

A

o Performance assessment

o Performance feedback

20
Q

What are the 8 feedback principles of performance appraisal?

A
  1. Descriptive (not evaluative)
  2. Specific (not general)
  3. Appropriate (considers needs of employer, worker and situation)
  4. Directed towards changeable behaviours
  5. Well-timed (immediate is better)
  6. Honest (not manipulative, self-serving)
  7. Understood by both parties
  8. Pro-active (specific directions for change)
21
Q

What is job satisfaction?

A

o Job satisfaction: The positive and negative feelings and attitudes about one’s job

22
Q

What are the two types of measures for job satisfaction?

A

o Global measures

o Specific measures

23
Q

What are some examples of the specific measures that are used for job satisfaction?

A

♣ Minnesota Satisfaction Questionnaire (20 facets)

♣ Job Descriptive Index (JDI) (5 facets)

24
Q

What are the 5 facets of the Job Descriptive Index (JDI)?

A
  1. Job
  2. Supervision
  3. Pay
  4. Promotions
  5. Co-workers
25
Q

What is the relationship between job satisfaction and job performance?

A

o Job satisfaction shows a small relationship to job performance (r = .30; N = 54,417)

26
Q

What 3 types of factors can be used to increase job satisfaction?

A
  • Factors related to the work
  • Factors related to the pay
  • Factors related to hours/flexibility
27
Q

What are the factors related to the work that can be used to increase job satisfaction?

A
  1. Job rotation
  2. Job enlargement (gradually add extra tasks)
  3. Job enrichment (add extra responsibility)
28
Q

What are the factors related to the pay that can be used to increase job satisfaction?

A
  1. Perception of fairness of pay
  2. Skill-based/knowledge-based pay
  3. (In theory) merit-based pay (e.g. bonuses, commission)
  4. Profit sharing
29
Q

What are the factors related to hours/flexibility that can be used to increase job satisfaction?

A
  1. Compressed work weeks (e.g. three 10-12hr days)

2. Flextime

30
Q

What are the other constructs related to job performance and job satisfaction?

A
  • Turnover intention
  • Organisational citizenship
  • Counter-productive workplace behaviours
31
Q

What is an example of ‘turnover intention’?

A

o E.g. “I intend to leave this organisation within the next year…”

32
Q

What is an example of ‘organisational citizenship’?

A

o E.g. “Help others who have been absent…”

33
Q

What is an example of ‘counter-productive workplace behaviours’?

A

o E.g. “Taken property from work without permission…”

PSYC3015 Personality & Intelligence (25 decks)

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