Eppp - Io

Front 1

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

Back 1

Job Analysis - clarifies the requirements of a job (e.g., nature, knowledge, skills, abilities, and how to measure perf)
Job Evaluation - determines relative worth in order to set salaries/wages (e.g., job demands, education, experience, degree of autonomy/resp)

Front 2

What are the three types of rater bias? What's the best way to decrease?

Back 2

1) Leniency/strictness - upper/lower scores
2) Central tendency - middle scores
3) Halo effect - use unrelated dimension to influence scoring on others
*training is best way to avoid, specifically training focusing on distinguishing levels (not avoiding bias)

Front 3

What are the types of rating scales?

Back 3

1) Paired comparisons (pain with lots of people)
2) Forced distribution (problem if data not normally distributed)
3) Critical incidents (only addresses extreme, not typical, behaviors)
4) Forced choice (time consuming to make and disliked by raters)
5) Graphic rating scale (likert scale, highly susceptible to bias)
6) Behaviorally-Anchored Rating Scale (BARS) (time consuming)

Front 4

What are the predictors used in organizations?

Back 4

1) General mental ability (BEST)
2) Job knowledge tests
3) Personality tests
4) Interest tests
5) Biodata/History (second best)
6) Interviews
7) Job/work samples
8) Assessment centers (evaluate managers)

Front 5

What are the principles of effective training?

Back 5

1) Provide feedback (immediate & ongoing)
2) Overlearning (practice beyond mastery)
3) Frequent opportunities for practice
4) Transfer of training

Front 6

What criteria do you use to evaluate trainings (Kirk Patrick)?

Back 6

1) Reaction criteria (participation satisfaction)
2) Learning criteria (how much learned)
3) Behavior criteria (change in performance)
4) Results criteria (value of training to organization)
Formative eval - during training
Summative eval - after training

Front 7

Super

Back 7

Job satisfaction depends on how well job matches self-concept. (Self-concept is increasingly stable with age.)
Life span stages -
Growth (0-14 years),
Exploration (14-25 years),
Establishment (25-45 years),
Maintenance (45-65 years), and
Disengagement (65 and over)

Front 8

Holland

Back 8

Believed in personality-environment fit. Highly differentiated is best predictor.
Realistic
Investigative
Artistic
Social
Enterprising
Conventional

Front 9

Roe

Back 9

Linked work with basic needs (largely determined by early family atmosphere)
"Towards people" or "Not towards people"
8 basic types x 8 basic levels
People tend to transition within a type between levels.

Front 10

Tiedman & O'Hara

Back 10

Career identity is linked to ego identity development (Erikson)
Differentiation vs Integration
Anticipation (preoccupation) vs Implementation (adjustment)

Front 11

Krumboltz

Back 11

Career path is related to social learning theory. Focused on learning process to choose career rather than job match.
Four influencing factors include:
1) Genetic endowment
2) Environmental conditions
3) Learning experiences
4) Task approach skills

Front 12

Brousseau & Driver

Back 12

Career concept which is defined by career decisions and motives (frequency, direction, and type of job change)
1) Linear career concept
2) Expert career concept
3) Spiral career concept
4) Transitory career concept

Front 13

Davis & Loftquist

Back 13

Theory of work adjustment (person-environment fit)
1) Satisfaction - job corresponds to workers needs
2) Satisfactoriness - worker meets the needs of the job

Front 14

What are the differences between scientific management and the human relations movement?

Back 14

Scientific management works to maximize efficiency (piece-rate system)
Human relations emphasizes worker needs, motivation, and relationships

Front 15

McGregor

Back 15

Two managerial styles:
Theory X: employees dislike work and will avoid it; manager must direct and control
Theory Y: work is natural play and workers are capable of self-control/direction
*Theory Y is better

Front 16

Maslow

Back 16

Need hierarchy (moves from lowest to highest)
1) Physiology
2) Safety
3) Belongingness
4) Esteem
5) Self-actualizing

Front 17

Alderfer

Back 17

ERG - Simplified need hierarchy (individual can move back and forth between stages)
1) Existence
2) Relatedness
3) Growth

Front 18

McClelland

Back 18

Need for achievement, power, and affiliation are motivators
People with high need for achievement like moderate tasks, frequent concrete feedback, and take personal responsibility

Front 19

Herzberg

Back 19

Two-Factor Theory (satisfaction and motivation)
1) Low level needs - hygiene (job context) factors result in dissatisfaction
2) High level needs - motivator (job content) factors result in satisfaction and motivation
* Job enrichment is motivating

Front 20

What is the difference between job enrichment and job enlargement?

Back 20

Job enrichment involves combining several jobs and giving employees greater responsibility, freedom, autonomy/control
Job enlargement involves increasing the number and variety of tasks

Front 21

Hackman & Oldham

Back 21

Job Characteristics Model
Skill variety, task identify, and task significance contribute to meaningfulness
Autonomy contributes to personal responsibility and accountability
Performance feedback is most motivating

Front 22

Locke

Back 22

Goal Setting Theory suggests that people are more motivated to achieve goals they've accepted or committed to
Moderate and specific goals produce increased performance
*Goals with worker input are higher than those set by supervisor alone

Front 23

Adams

Back 23

Equity Theory (social comparison is basis for motivation)
Person looks to see how their input/outcome ratio compares to others in similar jobs

Front 24

Expectancy Theory (VIE)

Back 24

1) High success expectancy
2) High rewards instrumentality
3) Positive valence

Front 25

Bandura

Back 25

Social Cognitive Theory - self regulation of behavior
1) Goal setting
2) Self observation
3) Self evaluation
4) Self reaction

Front 26

What are job satisfaction related worker characteristics?

Back 26

1) Disposition
2) Age
3) Occupational level
4) Race
5) Gender
6) Life satisfaction

Front 27

What are job factors related to satisfaction?

Back 27

1) Use of one's skills and abilities
2) Pay (inconsistent findings)
3) Perception of fairness/equity (most highly predictive of satisfaction)

Front 28

What are the effects of job satisfaction?

Back 28

1) Performance (positive but weak effects)
2) Turnover, absenteeism, tardiness (go up as satisfaction goes down)
3) Physical/mental health (work satisfaction is better predictor of longevity than health/tobacco use)

Front 29

Fiedler

Back 29

Contingency Theory (leadership style and situational factors)
Leadership style
High LPC - maintains relationships (best in moderately favorable situations)
Low LPS - task/goal oriented (best in low and high frequencies)
Situational favorableness - amount of influence (relationships, structured tasks, rewards)

Front 30

House

Back 30

Path- Goal Theory - leader makes a path for subordinate to reach personal goals via group goals
Directive, supportive, participative, or achievement-oriented leadership style

Front 31

Hershy & Blanchard

Back 31

Situational Leadership Model - optimal leadership style depends on employee job maturity
Telling - high task, low relationship for low ability, low willingness employee
Selling - high task, high relationship for low ability, high willingness employee
Participating - low task, high relationship for high ability, low willingness employee
Delegating - low task, low relationship for high ability, high willingness employee

Front 32

Vroom, Yelton, Yago

Back 32

Normative Decision Making Model
A1- autocratic (alone)
A2 - autocratic (input, then alone)
C1 - consultative (one to one consultation)
C2 - consultative (group consultation)
G - group makes decision

Front 33

Transformational vs transactional leader

Back 33

Transformational - creates vision to accomplish change; empowers employees and reframes goals
Transactional leader - focuses on stability, efficiency, rewards, and punishments

Front 34

What are the four types of group tasks?

Back 34

1) Additive (contributions are added together)
2) Compensatory (contributions averaged together)
3) Disjunctive (take best solution from group)
4) Conjunctive (limited by worst performing member)

Front 35

What three factors contribute to group cohesiveness?

Back 35

1) Group size - 5-10 is optimal
2) Homogeneity
3) Goals - members participate in goal setting

Front 36

What conditions contribute to conformity?

Back 36

1) Task demands - ambiguous, highly complex, no clear answer
2) Group characteristics - unanimous
3) Participation in defining norms

Front 37

Lewin

Back 37

Force Field Analysis reflects a combination of "driving forces" and "restraining forces"
Goes through three stages:
1) Unfreezing
2) Changing
3) Refreezing

Front 38

Nadler

Back 38

Systems Model suggests that organizational change requires addressing four factors:
1) Informal organizational patterns
2) Formal organizational elements
3) Individual characteristics of employees and managers
4) Characteristics of tasks for both employees and managers

Front 39

What are five Organizational Development (OD) interventions?

Back 39

1) Quality of work-life programs
2) Self managed work teams
3) Process consultation
4) Survey feedback
5) Total quality management

Front 40

What is a quality of work-life program?

Back 40

An organizational development intervention that works to humanize work and the work environment. Focus' on lower level employees, emphasizes worker involvement and participation. Quality Circles (from Japan) is an example of this.

Front 41

What is a self-managed work team?

Back 41

An organizational development intervention that organizes work groups to perform tasks that were previously performed by managers.

Front 42

What is process consultation?

Back 42

An organizational development intervention designed to help individuals see problematic interaction patterns. The focus is on behaviors, not attitudes, related to communication, conflict resolution, and decision making.

Front 43

What is survey feedback?

Back 43

An organizational development intervention that evaluates employee attitudes and perceptions. It involves data collection (interviewing a range of employees then making a survey), feedback meeting (to discuss results of the survey), and action plans (to overcome problems).

Front 44

What is total quality management?

Back 44

An organizational development intervention that focuses on customer satisfaction and employee empowerment. Often recommends changes in organizational structure from vertical managerial hierarchy to a flatter horizontal structure.

Front 45

What are the three types of organizational justice?

Back 45

1) Procedural justice
2) Distributive justice
3) Interactional justice

Front 46

What are the three strategies to overcome resistance to change?

Back 46

1) Rational - explaining benefits to those resisting
2) Normative - creating a group dynamic that normalizes the change
3) Power - using punishments and rewards to coerce compliance