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INDUSTRIAL PSYCH > PRELIMS LESSON 1 > Flashcards

PRELIMS LESSON 1 Flashcards

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1
Q

Principles of Scientific Management

A
  1. Each job should be carefully analyzed so that the optimal way of doing tasks can be specified.
  2. Employees should be selected according to characteristics that are related to job performance. Managers should study existing employees to find out what personal characteristics are important.
  3. Employees should be carefully trained to do their job tasks.
  4. Employees should be rewarded for the productivity to encourage high levels of performance.
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2
Q

Who made the Time and Motion Studies?

A

Lillian and Frank Gilbreth

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3
Q

It involves measuring and timing people’s motion as they did tasks with the goal of developing more efficient ways of working.

A

Lillian and Frank Gilbreth’s Time and Motion Studies

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4
Q

Who conducted the Hawthorne Studies?

A

Elton Mayo

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5
Q

What did Elton Mayo study at the Western Electric Plant at Hawthorne, Chicago?

A

Elton Mayo measured the relationship between productivity and work setting (1927- 1932)

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6
Q

The change of behavior because they were being studied.

A

Hawthorne Effect

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7
Q

COMMON AREAS OF CONCENTRATION FOR INDUSTRIAL/ORGANIZATIONAL

A
  1. Selection and Placement
  2. Training and Development
  3. Organizational Development
  4. Performance Measurement
  5. Quality of work life
  6. Engineering psychology
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8
Q

HUMAN RESOURCE AREAS

A 
•	Recruitment, Selection, Placement 
•	Training and Development 
•	Performance and Employee Management 
•	Compensation and Benefits/ Rewards Management 
Employee Relations and Discipline
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9
Q

• Process that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks.

A

JOB ANALYSIS

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10
Q

2 Approaches in Job Analysis

A
  1. Job-Oriented Approach

2. Person-Oriented Approach

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11
Q

focuses on the tasks done on the job, describing the job

A

Job-Oriented Approach

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12
Q

personal characteristics needed for a job

A

Person-Oriented Approach

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13
Q

• Hierarchy of Higher level descriptions ( Levine, 2002)

A
  1. Duty – major component of a job
  2. Task- complete piece of work that accomplishes some particular objective.
  3. Activities- individual parts that make up the task.
  4. Actions
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14
Q

“a collection of discrete but related facts and information about a particular domain . . . acquired through formal education or training, or accumulated through specific experiences”.

A

• Knowledge

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15
Q

Individual attributes of knowledge, skills, abilities, and other characteristics that are required to successfully perform job tasks.

A

KSAOs

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16
Q

a practiced act, or the capacity to perform a specific task or job duty. What a person is able to do on the job

A

Skill

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17
Q

the stable capacity to engage in a specific behavior. Person’s aptitude or capabilities to do job tasks/ learn to do job tasks or potential to develop skills

A

Ability

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18
Q

ELEMENTS OF JOB ANALYSIS

A
  1. Procedures must be systematic.
  2. A job is broken into smaller units. It describes components of jobs rather than the overall job.
  3. Analysis results in some written product, either electronic or on paper.
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19
Q

PURPOSES OF JOB ANALYSIS

A 
Career Development 
Legal Issues
Performance Appraisal
Selection
Training
Research
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20
Q
  • Establishing essential functions of a job for fairness in employment.
A

• Legal Issues

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21
Q

provides a list of major components of the job for performance evaluation.

A

• Performance Appraisal

22
Q

SOURCES OF JOB ANALYSIS

A

Supervisor
Analysts
Trained Observers
Experts

23
Q

WAYS OF PROVIDING INFORMATION IN JOB ANALYSIS

A 
Performing a job
Observation
Interview
Questionnaire
Multiple Methods
24
Q

METHODS IN JOB ANALYSIS

A
  1. Job Component Inventory
  2. Functional Job
  3. Position Analysis
  4. Task Inventories
25
Q

• Developed to address the need to match job requirements to workers characteristics

A

Job Component Inventory

26
Q

• Simultaneous assessment of the job requirements and KSAO of a person.

A

Job Component Inventory

27
Q

• Analysis Provides both a description of a job and scores on several dimensions for the job and potential workers.

A

Functional Job

28
Q

• Questionnaire deals with the task requirements or elements of jobs and KSAOs for a job.

A

Position Analysis

29
Q

• A questionnaire that contains a list of specific tasks that might be done on the job that is being analyzed or a rating scale for tasks.

A

Task Inventories

30
Q

 Descriptions of the functions and duties performed and the responsibilities involved, and the relation of the job to other jobs in the company.

A

JOB DESCRIPTIONS

31
Q

specification of the minimum personal qualifications in terms of a trait, skill, knowledge, and ability required of a worker to perform the job satisfactorily.

A

JOB SPECIFICATIONS

32
Q

 Process of systematically determining the relative worth of jobs to create a job structure for the organization.

A

JOB EVALUATION

33
Q

-quantifying techniques in order to determine a salary for a job

A

JOB EVALUATION

34
Q

Characteristics that will serve as the basis for the evaluation of the salary

A

COMPENSABLE WORTH

35
Q

Characteristics in Compensable Worth

A
  • Skills required– know how
  • Education required
  • Responsibility
  • Working conditions
  • Effect- consequences of error on the job
36
Q

Means that different but comparable jobs should be paid the same.

A

COMPARABLE WORTH

37
Q

SALARY ADMINISTRATION

A

Internal Job
Value
External Job Value

38
Q

A theory that individuals compare job inputs and outcomes with those of others and then respond to eliminate inequities.

A

EQUITY THEORY BY J. STACY ADAMS

39
Q

• Concerned with the development and application of scientific principles to the workplace.

A

INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY

40
Q

• Major divisions of I/O Psych

A

Organizational and Personnel

41
Q

• Understanding the behavior and enhancing the well-being of employees in the workplace.

A

ORGANIZATIONAL PSYCHOLOGY

42
Q

-tries to understand people in the organization, and how they will coordinate with each other

A

ORGANIZATIONAL PSYCHOLOGY

43
Q

• Concern of employee efficiency and performance

A

INDUSTRIAL PSYCHOLOGY

44
Q

founded one of the first psychological laboratories in 1876 in Leipzig, Germany.

A

• Wilhelm Wundt

45
Q

first apply psychology to problems of organizations.

A

• Hugo Munstenberg

46
Q

He applied psychology to advertising and selling.

A

• Walter Dill Scott

47
Q

The Theory of Everything 1908

A

• Walter Dill Scott

48
Q

Psychology and Industrial Efficiency (1913)

A

• Hugo Munstenberg

49
Q

Scientific Management and employment management (personnel) movements

A

• Frederick Wislow Taylor

50
Q

aims to maximize human efficiency by promoting competition, loyalty, concentration, and imitation.

A

• Frederick Wislow Taylor

INDUSTRIAL PSYCH (11 decks)

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