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33 Cards in this Set
- Front
- Back
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Incremental validity
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Increase in decision making accuracy for employer
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Base Rate:
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% employees doing okay without a predictor. from 0.0 to 1.0.
Moderate (.50) best Incremental VAlidity |
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Adverse Impact
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80% rule
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Differential Validity
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Valid for one group, not valid or less valid for another
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Unfairness
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Lower predictor cutoff, same performance
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Incremental validity
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Increase in decision making accuracy for employer
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Base Rate:
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% employees doing okay without a predictor. from 0.0 to 1.0.
Moderate (.50) best Incremental VAlidity |
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Adverse Impact
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80% rule
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Differential Validity
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Valid for one group, not valid or less valid for another
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Unfairness
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Lower predictor cutoff, but same validity, same performance
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Multiple Regression
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Compensatory way of combining predictors. (one predictor can offset others)
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Multiple cutoff
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Non-compensatory: Have to get minimums to be considered.
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Super: (associated terms)
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Self Concept - job should match
5 Stages Career Maturity (Career development inventory) Life Career Rainbow- life roles and stages (ie, student beginner, etc) |
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Holland (associated terms)
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Personality
RIASEC Differentiation |
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Roe:
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cf: Maslow, personality and basic needs- 8 types, career change usually within
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Tiedeman and Ohara
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cf: Erikson:
Ego Identity Development: Differentiation/Integration |
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Krumbolz:
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Behavior/social learning theory:
4 Factors: Genetic, Environmental, learning, task approach Career Belief Inventory |
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Brousseau & Driver
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"Career Concept"
Linear Expert Spiral Transitory |
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TWA
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Theory of Work Adjustment: Dawis & Lofquist
Satisfaction:job correspond to values Satisfactoriness: Skills correspond |
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Job Characteristics Model (Hackman & Oldham)
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Skill variety, task identity, task significance, autonomy, performance feedback.
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Expectancy Theory:
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High Expectancy: effort=performance
High Instrumentality: performance = reward Positive Valence: Reward is desirable |
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Bandura's Social Cognitive Theory
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Goal Setting
Self-Observation- monitor progress Self-Evaluation-compare bx to goals Self-Reaction- affective/cognitive reaction to evaluation |
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Contingency Theory: Fiedler
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The LPC thing-
Low LPC = High task High LPC = high relationship Situational Favorableness: Amount of influence a leader has: ie, in more structured tasks, with positive relationships, amount of reward power Low LPC best in extremes- good or bad, High LPC best in moderate situations |
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Path-Goal (House) Theory
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Leaders help line up personal and professional goals
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Situational: Hersey & Blanchard
Telling Selling Participating Delegatinvg |
High Task, Low relation
High task, high relation Low task, high relation Low task low relation This should be matched with "job maturity" willing/able to have responsibility |
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Normative Decision Making (Vroom, Yetton, Jago)
AI Alone AII- seeks input, decides alone CI 1-1 consultation CII Group consultation Group |
Autocratic
Consultative Group DECISION TREE |
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Group Tasks:
Additive Compensatory Disjunctive Conjunctive |
a: everything added together
c: inputs averaged d: select the input of the best member c: limited by worst Better than individual on a or c. |
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Stages of group development
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Tuckman & Jensen 5 stages
Forming Storming Norming Performing Adjourning |
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Lewin's Force Field theory of change
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Organizations either promote (driving forces) or resist (restraining forces) change.
1. Unfreezing 2. Changing 3. Refreezing |
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Nadlers THeory of change:
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Must change 4 things:
1. informal elements (communicaiton, leadership) 2. Formal elements (rules, processes) 3. Individual characteristics 4. Job characteristsics Change in one will cause change in all... |
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Quality Circles vs. SMWT
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Get informal group to work together on problems and make recommendations
SMWT: Do same but actually make decisions |
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Process consultation
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Focus on behaviors and communication style over attitudes.
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Survey Feedback:
3 Steps |
1. Data Collection
interview and collect data create survey 2. Feedback: Small groups at top and spread down 3. Action plans |
