Eppp Industrial/organizational Psychology

Front 1

What is job analysis?

Back 1

1)a systematic look into the nature of the job
2)"KSAOs" the knowledge, skills, abilities, and other characteristics needed to carry out the job
3) the measures with which job performance can be evaluated.

Front 2

What is the more useful method of job analysis, job-oriented, or worker-oriented? What is an example of a questionnaire that epotimizes the most effective method

Back 2

In comparison with job-oriented approaches, worker oriented methods are the more useful approach to job analysis. This approach is carried out by the employee, supervisor, or job analyst. The Position Analysis Questionnaire (PAQ) is an example of the worker-oriented approach.

Front 3

What is the difference between "job analysis" and "job evaluation"?

Back 3

Job analysis is used to clarify job requirements.
Job evaluation is conducted specifically to determine the relative worth of a job and to set salaries and wages.

Front 4

What does the term comparable worth refer to in I/O psychology?

Back 4

This term refers to the process for determining the worth of a job apart from job title and who usually performs the job, often using a point system.

Front 5

What are some disadvantages of using an "objective" job performance assessment?

Back 5

These types of job performance evaluations may not capture situational factors such as differences in equipment, territory, supplies. Moreover, many important aspects of job effectiveness may be missed (e.g., cooperation with co-workers, job motivation, etc.). These measures are often unavailable for complex professional, managerial, and admin jobs.

Front 6

What are the most frequently used type of performance measure in organizations and usually take the form of rating scales.

Back 6

subjective measures (I/O)

Front 7

What are the 3 types of rater bias inherent in subjective ratings by supervisors on rating scales

Back 7

Leniency/strictness bias: avoiding the middle range.
Central tendency bias: consistently using on the middle range of the rating scale
Halo effect: when a rater's evaluation of an employee on on dimension of job performance affects his/her evaluation of that employee on other unrelated dimensions

Front 8

Methods for alleviating problems associated with subjective performance measures include:

Back 8

Frame of reference training

using specific behaviors rather than global traits

capturing "critical incidents" (e.g., gives suggestions to subordinates on ways they can improve their performance) --known as a behaviorally-anchored rating scale.

anchoring likert scales (graphic rating scales) with specific critical incidents and grouping items within several different dimensions of job behavior (e.g., interpersonal relationships, job knowledge, etc.)

Front 9

This occurs when the rating of an employee's performance on a criterion is affected by irrelevant factors. For instance, when the rater's knowledge of the employee's predictor performance affects how the rater rates the employee on the criterion

Back 9

Criterion Contamination

Front 10

The extent to which a criterion (yearly sales) measures the ultimate criterion (e.g., excellent salesperson)

Back 10

Criterion Relevance or Construct validity

Front 11

I/O psychology- the extent to which performance on a predictor is not affected by measurement error

Back 11

Reliability (I/O psychology)

Front 12

I/O psychology - the extent to which a measure measures what it is designed to measure

Back 12

Validity (I/O psychology)

Front 13

I/O psychology - What are the steps to establishing Criterion-Related Validity?

Back 13

1) Conduct a job analysis
2) Select or develop the predictors
3) Administer the predictor and Criterion
4) Correlate predictor and criterion scores
5) Check for differential validity (different validity for different sub-groups) and Unfairness (predictor scores that consistently underestimate criterion performance for any subgroup)
6) evaluate incremental validity (does use of the predictor increase the proportion of correct decisions)
7) Cross-validate

Front 14

I/O psychology - refers to the increase in decision making accuracy an employer will achieve by using the predictor to make selection decisions. . . .also what is an important contributor to this factors accuracy

Back 14

Incremental validity (I/O psychology)

validity coefficient

Front 15

I/O psychology - What is the ration of job openings to job applicants

Back 15

selection ratio

Front 16

I/O psychology - refers to the % of employees who are performing satisfactorily without use of the proposed predictor. It ranges from 0 to 1.0

Back 16

I/O psychology - Base Rate

Front 17

I/O psychology - this is used to estimate the percent of new hires who will be successful as employees give various combinations of validity coefficients, selection ratios, and base rate

Back 17

I/O psychology - Taylor-Russell tables

Front 18

I/O psychology - refers to instances when a characteristic of a sub-group (e.g., gender) is essential to maintaining community standards (female for a female restroom attendent) or the genuiness of the job (male for a male lead in the play

Back 18

Bona fide occupational qualification

Front 19

I/O psychology - A compensatory method of combining predictor variables where predictor scores are weighted and summed to yield an estimated criterion score, with each predictors weight being determined by its correlation with the criterion and with the other predictors

Back 19

I/O psychology - multiple regression

Front 20

I/O psychology - a non-compensatory method of combining predictors whereby a minimum score on each predictor must be obtained before a job applicant will be considered (e.g., Certain minimum GRE scores, GPA, and previous work experience). Can be used in conjunction with multiple regression

Back 20

I/O psychology - multiple cutoff