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Honours Exam > Org Psych > Flashcards

Org Psych Flashcards

1
Q

What did Ross think about the relationship between life values and work values?

A

Work values are an expression of our life values.
Work meaningful when we pursure life values

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2
Q

5 steps for managing stress in the workplace

A
  1. Identification
  2. Primary interventions – reduce or remove stress
  3. Secondary interventions – modify responses, decrease severity
  4. Tertiary interventions – treat health problems
  5. Rehabilitation – plan to return to work
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3
Q

Name problems associated with work related stress

A

Chronic stress leads to serious health problems.

Can lead to burn out: emotional exhaustion, cynicism, reduced personal accomplishment

Work related stress linked to high: unplanned absences, staff turnover, withdrawal and presenteeism, poor work quality

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4
Q

Pros and cons of work sample

A

Helpful for evidencing how someone actual conducts job

Reasonably costly, standardisation difficult, not always clear what is being assessed (i.e., individual performance in group task effected by behaviour of group)

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5
Q

Name some ways to increase employee engagement

A

Goal setting

Employee involvement

Organisational Justice

Organisational comprehension

Employee development opportunities

Sufficient resources

Appealing company vision

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6
Q

What are two main types of psychometric tests.

A

Cognitive ability test
Personality test

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7
Q

What are the six steps of job analysis

A
  1. Classify – the job, position title, level, salary, package
  2. Define – skills, knowledge, competencies required to perform job
  3. Create – summary of requirements, job description, competency framework
  4. Evaluate – performance management for feedback/promotion/reward
  5. Identify – development needs
  6. Plan – future workforce requirements
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8
Q

Expectancy is one of the two main factors in the Process Theory of Motivation. What are the three sub categories of expectancy and what do they refer to?

A

Valence – How desirable is end result/outcome?

Instrumentality – Belief that a certain level of performance will actually achieve outcome

Expectancy – Is it expected that efforts will achieve level of performance needed for outcome

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9
Q

What are the four steps in health and safety regulation and compliance

A
  1. Anticipate: Proactively aware of potential hazards and reduce/remove them before incident
  2. Recognise: Some hazards may be hidden, find them
  3. Evaluate: potential impact and make informed decisions
  4. Control: hazards as much as possible
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10
Q

What were the 4 types of work values outlined by Schartz and Sagiv

A
  1. Intrinsic or self-actualisation (growth/autonomy)
  2. Extrinsic values (material reward/security)
  3. Social or relational values
  4. Self-enhancement of prestige values (influence, power)
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11
Q

Pros and Cons of CV

1 of each

A

Quick filtering
Often exagerrated

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12
Q

What is Macro Level Workforce planning

A

Process to ensure the right number of people with the right skills are employed in the right place at the right time to deliver an organisation’s short- and long-term objectives

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13
Q

What is the FLOW state. What is needed to acheive this

A

Flow state = when skill level meets challenge level. To achieve this, you need: clear goals, immediate feedback, good balance between challenge and skill

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14
Q

What are the two main subcategories of organisational justice. What do they mean?

A

Distributive justice = fairness in outcomes given my contributions compared to others

Procedural justice = fairness in procedures used to decide who gets company resources

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15
Q

What are three functions of performance management?

A

Providing feedback on good/bad performance

Differentiating between employees for purpose of rewarding

Identifying areas for development/training

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16
Q

What are the two main factors in the process theory of motivation?

A

Equity
Expectancy

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17
Q

What methods could be used to support job analysis

There are 5

A

Interview SMEs – interview subject matter experts on the job, systems/processes etc

Observation – observe/document SMEs performing job

Participation – perform job yourself

Critical Incident Technique (Flanagan) – Focus on behaviours from actual critical incidents

Position Analysis Questionnaire (McCormick et al) - self-report questionnaire of job activities/work behaviours

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18
Q

Give an example of some characteristics/tools that predict safety behaviour at work

A

Defiant vs Compliant

Panicky vs Strong

Irritable vs Poised

Distractable vs Vigilant

Reckless vs Cautious

Arrogant vs Trainable

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19
Q

Individual differences in motvation theory

What is Universal Needs Theory. Name two examples

A

All of us have limited set of needs that motivate us

Example: Alderfer – Existence, Relatedness, Growth

Example: McClelland – Achievement, Affiliation, Power

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20
Q

Give a brief overview of goal setting theory

A
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21
Q

What are the three general HR strategies

All start with High _______

A
  1. High performance
  2. High committment
  3. High involvement
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22
Q

Macro and Micro Strategy in HR
Macro = ____
Micro = ____

A

Macro = workforce planning
Micro = job analysis

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23
Q

What is the ‘high committment’ HR strategy. How is this acheived?

A

Aims to enhance employee commitment

Uses practices to promote trust, encourage self-regulation (not micromanaging), self-managing teams etc.

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24
Q

What is equity theory?

A

Based on organisational justice, explains how people develop perceptions of fairness in distribution/exchange of resources

Output/input ratio: what person contributes vs what they receive

Individual differences in equity sensitivity – how strongly people feel about output/input ratio varies

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25
Q

What are four methods/factors to acheive better job design

Think things employees would want

A

Expand – tasks and responsibilities
Enrich – greater employee autonomy
Job Characteristics – variety, significance/impact, autonomy, feedback etc
Relational – factor in social interactions and associated impacts

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26
Q

Name some recruitment channels

A

Recruit/search consultants
Company website
Specialist journals/trade press
Commercial job boards
Professional referral schemes
Networking sites (i.e., LinkedIn)
Links with schools/universities

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27
Q

If psych’s needed in rural area, what elements/questions would you consider during job analysis?

A

How many psych’s needed?
Where are they needed?
What skills/competencies do they need to have?
Which psych specialisations do you recruit?
How will you attract them?
How much to pay them?
What resources to you need to provide?
How can you onboard quickly?

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28
Q

What are the three types of pay

A
  1. Relative worth/graded: pay increases up heirarchy
  2. Individual worth: pay by performance (i.e., sales bonus)
  3. Commercial worth: based on demand/supply
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29
Q

What are competencies?

A

Set of behaviours that are key to good performance

Capture observable/objective behaviours associated with different levels of performance

Make explicit what is being asked

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30
Q

Name four laws/regulations relating to safety at work

A

Fair Work Act, section 340

Common Law: everyone has right to refuse to perform unsafe work

Workers comp law

Privacy Laws, anti-discrimination laws

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31
Q

When is pay most motivating?

A

Beginning of job

32
Q

What are some of the reasons orgs plan for the future?

A

Be proactive
Establish priorities
Forces orgs to make choices (about what they do/don’t do)
Describes where resources/people get allocated
Pulls team together around collective agenda
Drive innovation and change (avoids ‘business as usual’)
Deal with major issues and large-scale change
Keeps managers and employees on same page
Communicates intent and resourcing to staff/sets expectations
Helps keep employees on track
Drives reporting to manager/CEO
Fosters sense of accomplishment/ achievement

33
Q

Name some factors that can lead to work related stress

A

high-demand job, low-demand job, poor support, poor relationships, low role clarity, low control, poor change mgmt, harassment, bullying etc.

34
Q

Name some ways to increase procedural fairness

A

Employees given voice

Decision makers are unbiased

Policies applied consistently

Decision maker listens to all sides

Complaints treated respectfully and full explanations are given

35
Q

What are two examples of personality tests.

What do we know about which factors predict good performance

A

Example: Big 5 (more reliable than other tests)
Conscientiousness + Emotional Stability good predictors or work performance. Other factors vary based on job type.

Example: Character Strengths Interview good at predicting engagement

36
Q

Describe Hertzberg’s 2 Factor theory of motivation

A

Hygiene factors (i.e., pay, job security) decrease employee dissatisfaction, but do not increase satisfaction

Motivational factors (i.e., level of challenge, creativity) increase satisfaction ONLY if minimal hygiene factors already met

37
Q

What is the relationship between safety, health, wellbeing and engagement

A

Safety (i.e., prevent accidents) + Health (encourage health, mitigate stress) + Wellbeing (enhance overall mental/physical/emotional health)

= combine to create engagement

38
Q

What recruitment strategy is missing?

A

Flexible: 
(i.e., remote location) hard to find the perfect applicant. Need flexible methods – i.e., upskilling existing staff 

39
Q

What is the ‘high involvement’ HR strategy. How is this acheived?

A

Aims to enhance employee opportunity

By enhancing employee involvement in decisions, building power, increasing access to information

40
Q

What recruitment strategy is missing?

A

Autonomous: Very precise job descriptions. Strategy implemented through specific recruitment channels. 

Innovative: Diverse recruitment strategy, less defined, applicants filtered through sophisticated process. 

41
Q

What is micro-level job analysis?

A

Job analysis identifies the knowledge, skills, and behaviours that contribute to good job performance for a specific role

42
Q

What is the ‘high performance’ HR strategy. How is this acheived?

A

Aims to improve performance, productivity, quality, profits

Uses training and development, incentive pay, rigorous selection processes

43
Q

How can org psychs assist with workforce planning at macro level

A

Examining future/desired state (culture, workforce, leadership)

Assess current state and determine gap (then plan)

Design, develop, deliver interventions and programs (fill the gap)

44
Q

What is validity/reliability of assessment centres?

A

Fairly good association with performance rating when raters properly trained – interrater reliability can be lower, reliabillity across different exercises/methods can also be low

45
Q

Six methods of recruiting/assessing candidates

A

CV
References
Interviews
Psychometric Tests
Work Sample
Assessment Centre

46
Q

What are pros and cons of personality tests

A

Pro: cost effective, can identify hidden potential, can be used to check value alignment (good for performance)

Con: 50% lie. Not valid for all populations

47
Q

What is the major issue with interviews?

A

Impacted by Bias

48
Q

5 ways individuals can manage stress in workplace

A
  1. Remove stressor
  2. Withdraw from stressors – holidays/breaks
  3. Change stress perceptions – positive self-concept, humour
  4. Control consequences – health lifestyle, fitness, wellness etc.
  5. Receive social support
49
Q

What is the relationship between justice and motivation?

A

Injustice is extremely demotivating

50
Q

Disadvantage of references/referees

A

Very low validity

51
Q

What are 6 steps for managing absenteeism

A
  1. Monitor employees for patterns
  2. Deal with cause of absenteeism (i.e., conflict)
  3. Embrace flexible working conditions
  4. Manage reasonable workloads appropriately
  5. Encourage sick employees to stay at home
  6. Interview employees when they come back to work
52
Q

What is the relationship between motivation + retention

Name 4 things

A
  • Motivation increases retention - important because onboarding costs high
  • Manager engagement at onboarding increases motivation and predicts retention
  • Recognising discretionary effort crucial for motivation and retention
  • Motivation increases performance and social cohesion –> improves retention
53
Q

What kind of tasks/things fall under the umbrella work sample

A

Role plays
presentations
written samples
in-tray exercises (i.e., priorotise list of tasks)

54
Q

Describe the ‘prevent harm, intervene early, support recovery’ model of workplace safety

A

Prevent harm: identify hazards, assess risk, implement control, consult workers

Intervene: regularly review control measures, support early signs stress, provide early assistance

Support recovery: support access to treatment, assist recovery at work or planning to return to work, review effectiveness of measures to prevent future harm

55
Q

Name 5 types of bias that effect interviews

A

Halo/horns - making overall judgement based on one piece of information (i.e., how they are dressed)

Primacy/recency - who was first/last easier to recall

Stereotypes – assuming members of a group share same characteristics

Attribution bias – attributing behavior to character flaws instead of situations

‘Like me’ effect – attracted to people similar to us

56
Q

What recruitment strategy is missing?

A

Status Quo: 
Not hard to find applicants but tend to recruit through existing networks. Few selection processes in place. 

57
Q

What are the 5 broad categories of competencies in the NSW framework

A

Personal attributes
Relationships
Results
Business Enablers
People Management

58
Q

What are the three overarching levels of analysis in org psych?

A
  1. Individuals
  2. Teams
  3. Organisations

Org psych must understand impacts at each level

59
Q

Theories on encouraging/managing performance have focused on three main areas:

A
  • Individual differences/personality
  • Role of job itself
  • Rewards in helping/hindering motivation
60
Q

Which recruitment strategy is missing?

A

Muddling through: 
Not a strategy, not planning, just muddling through 

61
Q

What are four challenges associated with macro level workforce planning

A
  1. Predicting future
  2. Ensuring match between supply and demand in environment of uncertainty
  3. How strategy is implemented by line managers
  4. Levels of analysis - how does it impact individual, team, and org
62
Q

Why is it important that job competencies accurately match the job requirements?

A

Increases performance and satisfaction

63
Q

What are the four steps involved in workforce planning. What does each involve?

A
  1. Strategy: If business goals change – can current HR resources meet goal? Identify what would need to change if not
  2. Analysis: In depth analyses of current HR resources and impact of business goal change on future capabilities/demands. + analyse external factors that may influence HR/business objectives.
  3. Forecast: Forecast demand of org and availability of supply. What is needed to achieve goals given forecast
  4. Action Planning: Develop solutions to meet HR resource plan: Upskilling current staff? Methods for retaining? Downsize plans? Hiring?
64
Q

What are the two categories of factors in Hertzberg’s 2 factor theory:

Provide example of each

A

Hygiene factors = pay, job security, working conditions, policies, work relationships

Motivational factors = level of challenge, work itself, responsibility, recognition, interest, autonomy, creativity

65
Q

Give an example of a physical, emotional, behavioural, and ‘conservation of resources’ consequence of work related distress

A

Physical: reduced health + increased mortality

Emotional: decreased job satisfaction and org commitment; moodiness + depression

Behavioural: lower job performance and organisational citizenship behaviours

Conservation of resources: goodbye discretionary effort

66
Q

How did Thomas define work?

Three things

A

produces something,
obligatory or necessary,
effortful beyond pleasure

67
Q

What are examples of non-pay flexible benefits?

A

work life balance
flex hours
gym
childcare

68
Q

Recuitment strategy depends on two factors relating to the org. What are they?

A
  1. Labour marker power
  2. Internal resources/organisational intelligence
69
Q

What are some non-financial reasons for work?

A

Work provides meaning. Most would work if they did not need money.

Other reasons include identification with org, opportunity for creativity, maintaining relationships

70
Q

Equity is one of the two main factors in the Process Theory of Motivation. What Does this refer to

A

Social comparisons – compare our efforts to others and expect to be rewarded fairly in comparison

71
Q

Name some ways people respond to inequity in the work place

A

Reduce efforts/withdraw discretionary efforts

Ask for increased pay/benefits

Increase other’s inputs (i.e., ask coworker to work harder)

Reduce other’s outputs (i.e., ask boss to stop preferential treatment)

Change perceptions or change who they compare themselves to

Quit/leave field

72
Q

What are general things to consider to make recruitment fair?

A

**Validity: **
Criterion (how well measure predicts outcome)
Face (assessing what it says it is)
Content (based on research

Reliability: inter-rater, test-retest, internal consistency, version equivalence

**Extra measures: **affirmative action, positive action, preferential selection, quotas

73
Q

What are formal/informal contracts

A

Formal contracts - regulate relationship between parties. Sets out expectations for both parties. Outlines statutory requirements and/or enterprise bargaining requirements.

Psychological contracts – reciprocal promises/obligations, influences employee attitudes + behaviours, can be transactional or relational

74
Q

Describe cognitive ability tests. Give an example of one test.
Outline validity

A

Determine persons maximum performance in abstract, verbal, or numerical reasoning

Example: General Mental Ability (GMA)

Measures speed of processing complex info, good predictor of job performance

Better validity when test is specific to role

75
Q

What are 7 ways to minimise bias in interviews

A

Interviewer training

Clear/unambiguous assessment criteria, related to performance only

Record interviews, and justify decisions based on criteria

Use standardised and structured interviews (ask same questions in consistent manner)

Use behaviourally anchored rating scale (BARS) to score applicants

Behavioural interviews – describe a time you have X…

Situational interviews – give scenario, ask how applicant would react

76
Q

What is the importance of trust?

A

Making deposits in trust bank increases discretionary effort + increases self-efficacy

Easy to destroy, heavy cost as it violates psychological contract

Honours Exam (9 decks)

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