I/o

Front 1

self efficacy

Back 1

ones belief in ones ability to succeed

Front 2

kirkpatricks training evalution criteria

Back 2

reaction, learning, behavior, and results

Front 3

training validity

Back 3

transfer validity, intraorganizational, interorganizational

Front 4

intraorganizational validity

Back 4

is the training effective accross groups in the organization

Front 5

interorganizational validitiy

Back 5

is the training effectivce in other organizations

Front 6

transfer validity

Back 6

are KSA being used back on job

Front 7

behavior modeling

Back 7

narrow focus on specific skills, copying someone who has done the job for a while

Front 8

concepts of cultural diversity

Back 8

melting pot v multicultural

Front 9

melting pot

Back 9

homogenize differences

Front 10

multiculturalism

Back 10

each culture maintains identity

Front 11

physical and psychological fidelity

Back 11

existing tasks-high physical

variations on job-high psychological

Front 12

declarative

Back 12

facts

Front 13

procedural

Back 13

performing automatically

Front 14

phases of training needs assessment

Back 14

organization, task, person

Front 15

types of sexual harassment

Back 15

natural/biological, organization, sociio-cultural (diff power status

Front 16

generalization

Back 16

extent to which trained skills and behaviors aare exhibited in the tranfer setting

Front 17

maintenace

Back 17

length of time that trained skills and behaviors continue to be used on job

Front 18

cambell, mccloy, oppler, sager-defintion of performance

Back 18

performance is behavior. included acitivties that are relevant to the organizations goals and can be measured in terms of individual proficiency

Front 19

rating errors: serial position errors

Back 19

rater has better recall of info that is presented at beginning or at the end of sequence

Front 20

primary effect

Back 20

memory of beginning of sequnce

Front 21

recency effect

Back 21

memory of end of sequence

Front 22

contrast erros

Back 22

raters compare or contrast one person with another when making evalutions

Front 23

halo erros

Back 23

evalution based on raters general opiniions about employee

Front 24

leniency error

Back 24

rater characterized by the leniency of grading

Front 25

central tendancy error

Back 25

rater assesses a large number of ratees as perfoming in the middle part of distribution

Front 26

sources of performance appraisal information

Back 26

objective production data, personnel data, judgemental data

Front 27

objective production data

Back 27

outputs that can be countedq

Front 28

personnel data

Back 28

absenttism, accident, turnover

Front 29

judgemental data

Back 29

supervisory ratings

Front 30

legal issues related to performance appraisal

Front 31

methods of performance appraisal

Back 31

forced distribution, paired comparison, rank order

Front 32

forced distribution

Back 32

uses bell curve which uses the top grading/ fire botoom 10% to motivate 90%/ only works in first year/ Jack Welch

Front 33

paired comparison

Back 33

compares every individiual to every other individual

Front 34

rank order

Back 34

places employees in ranking system of performance

Front 35

behavioral checklists

Back 35

represents the most recent advances in performance appraisal

Front 36

critical incidents

Back 36

specific behaviors indicative of good or bad job performance

Front 37

bars

Back 37

behaviorally anchored rating sclales- type of performace appraisal rating scaled/ descriptions of behavior

Front 38

bos

Back 38

behavioral-observation scales/ frequency of important behaviors such as item analysis

Front 39

36o degree feedback

Back 39

1. awarness of rating discrepancies enhance self awareness 2. enhanced self awareness is key to maximum performance

cons- rater bias

Front 40

peer assesments

Back 40

member of a group apprasise the performance of peers.. uses peer nomination, peer ratings, and peer ranking

Front 41

self assessment

Back 41

leniency problems/ used in engineer stufy and clerical tasks study

Front 42

contextual performance

Back 42

dimenstions- Entusiasm and extra effort/ volunteering for other duties/ helping/supporting and defending organizational objectives

Front 43

theories of the organization

Back 43

classical and neoclassical

Front 44

7 parts of an organization

Back 44

Minzberg Structural Theory

Front 45

what are 7 parts of organization

Back 45

operating core, strategic, apex, middle line, technostructure, support staff, ideology-pulls togeher, politics-rips apart

Front 46

unity of command

Back 46

concept that each subordinate should be accountable to only one supervisor

Front 47

social system

Back 47

structuring of events with no formal structure

Front 48

roles

Back 48

expectations of others oabout appropriate behavior in specific position

Front 49

norms

Back 49

shared group expectations about appropriate behavior

Front 50

organizational culter

Back 50

languages, values, attitudes, beliefs, and customs of org.

Front 51

Schneider's Attraction-Selection-Attrition cycle

Back 51

people drawn to organizations that fit ASA

Front 52

ASA A

Back 52

attraction-people with similar presonalities and values are drawn to each other

Front 53

ASA S

Back 53

Selection- certain org. and hired into the org.

Front 54

ASA last A

Back 54

Attrition-people do not fit into the pattern of shared values eventually leave

Front 55

ASA con

Back 55

reduce creativity/ homogeneity

Front 56

coordinating mechanisms

Back 56

mutual adjustment, direct supervisoon, standarization of work processes, standardization of work output, standardization of skills and knowledte, stansardization of norms

Front 57

power distance-

Back 57

acceptance of unequal power distribution

Front 58

individualism-collectivisim

Back 58

me and mine v. us

Front 59

masculinity-femininity

Back 59

masculine-saudi arabia

Front 60

uncertainity avoidance

Back 60

extent to which embers feel threatened by ambiguity (US is low

Front 61

Hofstede's Cultural Dimensions

Back 61

power distance, individualism-collectivism, Masc-Fem, uncertainty avoidance

Front 62

organizational change

Back 62

org. evolve to become more adaptive to pressing economic and social conditions

Front 63

current forces of organization chage

Back 63

organizational development, business-based change, small intentional organizational change can grow to produce unintended change

Front 64

resistance to change (Hedge and Pulakos)-8

Back 64

vested interest of org. members, fear of uncertainity, misunderstandings, social disruption, inconvenience, organizational incompatibility, lack of top level support, rejection of outsiders