Quiz 1 Flashcards
the candle problem
an experiment in which a box of tacks, matches and a candle was in a room. participants would have to hang the candle on the wall so the wax wouldn’t drip on the floor
talked about motivation: added incentives vs averages. rewards grow took longer.
contingent motivators
when presented with rewards, rewards tend to stymie creative progress…….. not for dummy problems
ROWE
results only work environment. They don’t have to have meetings, scheduled work times or anything. yet their productivity is amazing.
results of study at mit
good teams had two things
1‘‘equality in distribution of conversational turn-taking.’
- ‘‘average social sensitivity’’
What is I/O?
An area of scientific study and professional practice that addresses psychological concepts and principals in the work world.
The Industrial aspect of I/O
Industrial Psychology focuses on measurement of job requirements and individual’s knowledge, skills, ability, and performance so as to match individuals with suitable jobs
The Organizational aspect of I/O
Organizational psychology is more focused on the macro, and looks at theories concerning motivation and work attitudes, group and organizational climate as well as organizational change and development.
THE EARLY YEARS
W.L. Bryan (APA President) urges psychologists to apply psychology to “real-life” situations
industrial engineers gain legitimacy in improving efficiency and productivity in workers
Fredrick Taylor
One of the founding members, Taylor realized the value of redesigning the work to achieve both higher output for the company and a higher wage for the worker. His principles of Scientific management included:
- science over rule of thumb
- scientific selection and training
- cooperation over individualism
- equal division of work best suited to management and employees.
believed people intentionally half assed their jobs
Hawthorne Effect (exam)
A positive change in behavior
that occurs at the onset of an intervention
followed by a gradual decline
MCGREGOR’S THEORY X & THEORY Y
Theory X
Command & Control = Scientific Management
Redesign jobs or structures/change incentives/roles
People are lazy and must be directed
Theory Y Want to be involved • Can think for themselves and make decisions • Share ownership of tasks • Will find work more rewarding if given responsibilities and a variety of tasks • Have good ideas • Can engage in some level of self- management
People want to be involved and want to work, with opportunities present and the ability to move up in industry.
(Assumption 1)
Assumption 2
Organizations work as a system.
ASSUMPTION 3
Behavior is a function of the person and the environment B=f(PxE)
THE APPROACHES TO JOB DESIGN
- Mechanistic Approach
- Biological Approach
- Perceptual-Motor Approach
- Motivational Approach
JOB ANALYSIS METHODS TYPES
Task oriented vs. Worker oriented, i.e understanding what’s accomplished vs. what human abilities are needed for the job.
KSAOs and give example
K = Knowledge: Types of information needed to perform S = Skills: Proficiencies needed to perform (can be learned, developed, enhanced) A = Abilities: Enduring attributes that are stable over time (innate) O = Other: Personal factors needed to perform tasks (personality, interest, motivation, capacities, etc. )
How might you collect information about a task or job function?
● Observation ● Work sample ● Work diary ● Interview ● Questionnaire ● Perform the job ● Background records ● Multiple methods
INFORMATION COLLECTED in job analysis
● Tasks or job functions ○ What gets done on the job. ○ Essential functions. ● Scope of responsibility ○ Supervision received. ○ Supervision provided. ● Tools and equipment used on the job ○ Computer software. ○ Hand tools. ○ Job-related equipment.
OUTCOMES OF JOB ANALYSIS
● Job description
○ Systematic, detailed summary of job tasks, duties
and responsibilities.
○ Assures that employees and managers are on the same page regarding who does what.
● Job specification
○ Detailed summary of qualifications needed to
perform required job tasks.
● Performance standards
○ Establishes the level of satisfactory performance.
IMPLICATIONS & USE OF THE HOGAN
Strengths
Strong Validity
Good personality prediction (HPI)
Hard to fake/distort results.
CONS
Expensive
Time consuming
MVPI
Motives, Values, Preferences Inventory: Measures core values, goals, and interests that determine career satisfaction.
HDS
Hogan Development Survey: Measures how people behave when they’re under stress and pressure (hindering)
Second focus of the Hogan
Seven scales of HPI
Adjustment Ambition Sociability Interpersonal Sensitivity Prudence Inquisitive Learning Approach
HPI
Human personality Index (bright side)
One of the three focuses of the Hogan.
Used seven scales to measure how people behave when they’re at their best.
The Hogan
The most reliable professional personality assessments
based off the 5 factor Model
Focuses not only on personality, but derailing traits and values
(MVPI, HPI, HDS)
IMPLICATIONS & USE OF THE MBTI
Strengths
• Self-awareness • Team building
Weaknesses • Reliability • Test-retest • Context matters! • Validity
What are you actually trying to measure with the MBTI?
• Discrete categories
• Can pigeon-hole team members
MYERS BRIGGS TYPE INVENTORY (MBTI)
Based of psychological types of carl Jung EXTRAVERSION - INTROVERSION SENSING - INTUITION THINKING OR FEELING JUDGING OR PERCEIVING
Strength and weakness of big five
Provided key foundations for assessing and describing personality.
validated assessments are very long