Organisational Psychology Flashcards

Question

What is Self Appraisal? What is a potential con of Self Appraisal?

Answer 1

Employees assess their own performance Employees may downplay their weaknesses ## Footnote Pro: Employees know their own job best and have information readily at hand about their performance. Con: Employees are likely to emphasise their strengths and downplay their weaknesses.

Answer 2

Employers assess their employees They may downplay negative feedback ## Footnote Some managers may lack the skills and confidence needed to conduct useful appraisals.

Answer 3

Multiple people appraise an employee, including peers, customers, subordinates, and supervisors. Provides feedback from a variety of sources\ Focuses on employee weaknesses instead of strengths ## Footnote Pros include feedback from various sources and revealing specific career development areas.

Answer 4

Employees assess their manager ## Footnote Anonymity is crucial for honest feedback about a manager's performance.

Answer 5

To achieve honest feedback ## Footnote Employees may only give positive ratings if they fear their manager will see their responses.

Answer 6

Qualitative Processes involve descriptive spoken or written feedback. Questions are often ‘open’ and require a detailed answer which provides opinion and reasoning.

Answer 7

Quantitative Processes involve numerical feedback. This could be through counting or measuring performance through observation. It could also be obtained using a rating scale.

Answer 8

Advantages - It enables more complex aspects of a person's experience to be studied. - Fewer restrictions or assumptions are placed on the data to be collected. - Not everything can be quantified, or quantified easily. - - Individuals can be studied in more depth. - Good for exploratory research and hypothesis generation. - The participants are able to provide data in their own words and in their own way. Disadvantages - It is more difficult to determine the validity and reliability of linguistic data. - There is more subjectivity involved in analyzing the data. - "Data overload" – open-ended questions can sometimes create lots of data, which can take a long time to analyze! - Time-consuming.

Answer 9

Advantages - Quantitative research allows the researcher to measure and analyze data. - The researcher is more objective about the findings of the research. - Quantitative research can be used to test hypotheses in experiments because of its ability to measure data using statistics. Disadvantages - The main disadvantage of quantitative research is the context of the study or experiment is ignored. - Quantitative research does not study things in a natural setting or discuss the meaning things have for different people. - A large sample of the population must be studied for more accurate results.

Answer 10

Soft skills relate to how you work; they include interpersonal skills, listening and communication skills, time management, empathy, and emotional intelligence.

Answer 11

Hard skills are specific technical abilities and knowledge related to a job, often acquired through training. Such as programming languages or accounting software.

Answer 12

Hard skills are job-specific abilities and knowledge, while soft skills are personal traits that impact how you work.

Answer 13

Essential = Must-have attributes to do the job. Preferable = Not essential but significantly enhances a candidate's ability to perform the role and could give them an advantage Desirable = Characteristics that are useful but not essential

Answer 14

Conscientiousness, Agreeableness, Extraversion, Neuroticism, Openness.

Answer 15

Unconscious describes the associations we hold, outside our conscious awareness and control. Certain words may attract or defer certain groups. Gender Bias in language (e.g., chairman, nanny) Unconscious racist bias (e.g. "offensive or not inclusive terminology"

Answer 16

Structured interviews, work samples, aptitude and psychometric tests.

Answer 17

A person’s willingness to exert effort to pursue a goal.

Answer 18

The drive to achieve a goal that comes from within a person.

Answer 19

Working on a task for a reward rather than for enjoyment.

Answer 20

the alteration of behaviour by the subjects of a study due to their awareness of being observed.

Answer 21

It helps achieve success by combining skills, goals, and accountability.

Answer 22

Extroverts & introverts, sensors & intuitives, thinkers & feelers, judges & perceivers.

Answer 23

Teams succeed when they have diverse behaviors, categorized into nine clusters of behavioral attributes.

Answer 24

the practice of making decisions as a group, resulting typically in unchallenged, poor-quality decision-making.

Answer 25

It helps maintain productivity, trust, and collaboration while preventing dysfunction.

Answer 26

The Hersey-Blanchard Model of Leadership suggests that no single leadership style is better than another. It proposes leaders should adapt their leadership style based on the maturity level of their followers. Directing (S1) – High directive, Low support behaviour Coaching (S2) – High directive, high support behaviour Supporting (S3) – Low directive, high support behaviour Delegating (S4) – Low directive, low support behaviour

Answer 27

Directing style: A High directive, Low support behaviour wherein the leader gives explicit directions and supervises work closely. This style is geared toward low maturity followers.

Answer 28

Coaching style: A High directive, high support behaviour in which the leader attempts to sell their ideas to the group by explaining task directions in a persuasive manner. This, too, is used with moderate followers. Unlike the previous style, these followers have the ability but are unwilling to do the job.

Answer 29

Supporting style: A Low directive, high support behaviour that emphasizes shared ideas and decisions. Managers can use this style with moderate followers who are experienced but may lack the confidence to do the tasks assigned.

Answer 30

Delegating style: Low directive, low support behaviour wherein the leader allows the group to take responsibility for task decisions. This is best used with high maturity followers.

Answer 31

According to Edgar Schein organizations form culture in due course of time as the employees go through various changes, adapt to the external environment and solve problems.

Answer 32

Observable Language, clothing Manners, slogans Rituals and myths Office design

Answer 33

Stated by managment Strategies Values Goals Norms

Answer 34

Not observable - unconscious beliefs that people within an organisation hold to be true without challenging them Social relationships Attitudes Perception of reality Idea of man

Answer 35

Subcultures consist of the core values of the dominant culture and additional values unique to the subculture. Subcultures can form due to people doing the same job, working in the same space, having the same values, or being similar in some way

Answer 36

Countercultures do not align with the dominant culture of the company or organisation and cause friction and potentially long-term problems such as reduced productivity or high staff turnover. Countercultures can form when workers feel undervalued or misunderstood. They can also arise due to a change in internal policies, communications or leadership.

Answer 37

Subcultures and inevitable, normal and healthy. They only threaten the dominant culture of an organization when they evolve into countercultures.

Answer 38

Culture includes how people feel about the organisation and the beliefs, values, and assumptions that provide the identity and set the standards of behaviour . "the way we do things around here”

Answer 39

Climate describes the shared perceptions of the people in a group or organisation "the feel of the work environment"