Org Psych

Question 1

Job Analysis

Answer 1

Identify how a job is performed and what it takes to perform the job well. Used for generating job descriptions, performance measures and selection measures.

Question 2

Work oriented vs worker oriented job analysis

Answer 2

Work oriented- focuses on tasks for the job
Worker-oriented focuses on knowledge, skills, abilities and other employee characteristics

Question 3

Competency Modeling

Answer 3

Always worker-oriented, what are the core competencies needed for all jobs in an organization

Question 4

Job evaluation

Answer 4

To determine the comparable worth of a job, make compensation decisions. starts with a job analysis then uses point system to generate value of the job.

Question 5

Types of performance appraisal measures

Answer 5

Objective- e.g., productivity, absences, etc.
Subjective- performance ratings, subject to bias
* absolute- without considering other employees
* Relative- compared to other employees

Question 6

Types of relative performance ratings

Answer 6

• paired comparisons- all employees in pairs vs each other
• forced distribution- assign predetermined % of employees to each category (poor, below average, average, etc.)

Question 7

Types of absolute rating scales

Answer 7

• critical incident technique- focuses on extremes of behavior associated with very poor or excellent performance
• graphic rating scales- likert type, very subject to bias.
• behaviorally anchored rating scales- assigns behavioral description to each item, helps reduce bias

Question 8

criterion deficiency vs criterion contamination

Answer 8

When looking at actual criterion of a performance measure,
criterion deficiency = the measure missed this aspect
criterion contamination = unrelated characteristics (e.g., gender, race) affected ratings on measure

Question 9

Distribution error
Halo error
Contrast Error
Similarity bias

Answer 9

• distribution error- includes central tendency (rate all as average), leniency bias (rate all positively), strictness bias (rate all negatively)
• Halo error: ratings on one characteristic affect ratings on other characteristics (either positively or negatively)
• Contrast error: ratings for an employee affected by comparing to the employee just previously rated
• similarity bias: rate employees who are similar to rater positively

Question 10

Frame of reference training

Answer 10

For job raters, helps them understand nature of job performance and company’s definition of successful vs unsuccessful performance. Reduces rater bias.

Question 11

What are the most valid predictors of job performance?

Answer 11

Mental ability tests, followed by structured and unstructured interviews.

Question 12

Behavioral interviews vs situational interviews

Answer 12

Behavioral interivews- ask about past behavior

Situational interviews- ask about hypothetical situations. Recent meta-analysis showed situational interviews are better predictors than behavioral interivews.

Question 13

What are the pros and cons of general mental ability tests as job predictors?

Answer 13

Pros: most valid predictors
Cons: potentially biased against certain racial/ethnic groups

Question 14

Which personality traits are used for job prediction and which specific trait is the best predictor?

Answer 14

Big Five personality traits (openness to experience, extraversion, conscientiousness, agreeableness and emotional stability).

Conscientiousness is the best predictor.

Question 15

Overt integrity tests vs personality-based integrity tests

Answer 15

Integrity tests used to predict counterproductive behaviors.

Overt integrity tests- record of past behaviors (e.g., theft), better predictors of counterproductive behaviors.

Personality based integrity tests- assess traits linked to counterproductive behaviors, dishonesty, disciplinary problems, etc. Better predictors of job performance.

Question 16

Work sample
trainability work sample test

Answer 16

Work sample- peform on-the-job activities in realistic conditions
Trainability work sample test- to see how trainable a candidate is, provide training then test their learning. Part of a realistic job preview (RJP)

Question 17

Assessment centres

Answer 17

Multiple raters evaluate candidates on multiple performance dimensions with multiple methods (personality/ability tests, structured interviews, work samples). Used for managerial level jobs.

Question 18

In-basket exercise
Leaderless group discussion

Answer 18

In-basket exercise: respond to calls, messages, memos. Assesses decision-making skills.

Leaderless group discussion- have group work together to solve a problem. Assesses leadership potential.

Question 19

What are pros and cons of using biodata?

Answer 19

Pros: Good predictors for several jobs.
Cons: May lack face validity.

Question 20

Compensatory methods of combining predictors

Answer 20

Performance on one aspect can compensate for low performance on another aspect.

Clinical judgment- subjective decision. can be biased.

Multiple regression- assign a weight to each predictor.

Question 21

Noncompensatory methods for combining predictors

Answer 21

High score on one predictor cannot compensate for low score on another. Can be combined with multiple regression for candidates who meet all the cutoffs.

Multiple cutoff- must meet cutoff for each predictor to be considered.

Multiple hurdles- sequential; must meet cutoff on each predictor to be tested on the next one. Good if testing is expensive.