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33 Cards in this Set

  • Front
  • Back
Incremental validity
Increase in decision making accuracy for employer
Base Rate:
% employees doing okay without a predictor. from 0.0 to 1.0.

Moderate (.50) best Incremental VAlidity
Adverse Impact
80% rule
Differential Validity
Valid for one group, not valid or less valid for another
Unfairness
Lower predictor cutoff, same performance
Incremental validity
Increase in decision making accuracy for employer
Base Rate:
% employees doing okay without a predictor. from 0.0 to 1.0.

Moderate (.50) best Incremental VAlidity
Adverse Impact
80% rule
Differential Validity
Valid for one group, not valid or less valid for another
Unfairness
Lower predictor cutoff, but same validity, same performance
Multiple Regression
Compensatory way of combining predictors. (one predictor can offset others)
Multiple cutoff
Non-compensatory: Have to get minimums to be considered.
Super: (associated terms)
Self Concept - job should match
5 Stages
Career Maturity (Career development inventory)
Life Career Rainbow- life roles and stages (ie, student beginner, etc)
Holland (associated terms)
Personality
RIASEC
Differentiation
Roe:
cf: Maslow, personality and basic needs- 8 types, career change usually within
Tiedeman and Ohara
cf: Erikson:

Ego Identity Development: Differentiation/Integration
Krumbolz:
Behavior/social learning theory:
4 Factors:
Genetic, Environmental, learning, task approach
Career Belief Inventory
Brousseau & Driver
"Career Concept"
Linear
Expert
Spiral
Transitory
TWA
Theory of Work Adjustment: Dawis & Lofquist
Satisfaction:job correspond to values
Satisfactoriness: Skills correspond
Job Characteristics Model (Hackman & Oldham)
Skill variety, task identity, task significance, autonomy, performance feedback.
Expectancy Theory:
High Expectancy: effort=performance

High Instrumentality: performance = reward

Positive Valence: Reward is desirable
Bandura's Social Cognitive Theory
Goal Setting
Self-Observation- monitor progress
Self-Evaluation-compare bx to goals
Self-Reaction- affective/cognitive reaction to evaluation
Contingency Theory: Fiedler
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
Path-Goal (House) Theory
Leaders help line up personal and professional goals
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
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
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.
Stages of group development
Tuckman & Jensen 5 stages
Forming
Storming
Norming
Performing
Adjourning
Lewin's Force Field theory of change
Organizations either promote (driving forces) or resist (restraining forces) change.
1. Unfreezing
2. Changing
3. Refreezing
Nadlers THeory of change:
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...
Quality Circles vs. SMWT
Get informal group to work together on problems and make recommendations

SMWT: Do same but actually make decisions
Process consultation
Focus on behaviors and communication style over attitudes.
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