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50 Cards in this Set
- Front
- Back
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Goals of I/O psychology
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Describe, explain, and predict work behavior
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Operationalizing variables
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How you will measure it.
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Internal Validity
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Internal validity is the extent to which extraneous or confounding variables are removed
– High control = potential for causality • How confident we are that the change in the DV was caused by the IV – High in true experiments – Low in Correlation studies, Observational studies, Case Studies, |
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External validity
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refers to whether research results obtained in one setting will apply to another setting
– Realism – Generalizability of your findings to different people, places, time, contexts – High in natural settings – Low in experimental settings |
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Correlational Method (positive vs. negative correlations)
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Positive as one variable goes up so does the other variable
Negative: As one variable goes up the other variable goes down |
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Dependent variables in I/O psych
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In I/O work common dependent variables are related to an organization’s bottom line.
Sometimes referred to as Performance Indicators. Include things such as productivity, quality, absenteeism, … |
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Job Analysis Process
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Process that determines “essence” of a collection of tasks falling within scope of particular job title
Behavioral requirements of the work Job evaluation • Compliance with legal guidelines • Job design • Organizational analysis • Writing job descriptions & specifications • Employee selection • Training • Personnel planning • Performance appraisal |
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Job Description
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Job Title
Brief summary Work activities Tools and equipment used Work context Work performance Compensation information Job Competencies or Specification |
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Job Evaluation
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Job evaluation: Method for making internal pay decisions by comparing job titles to one another & determining their relative merit
– Compensable factors • Skills, responsibility, effort, & working conditions • Equal Pay Act of 1963: requires “equal pay for equal work.” |
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Observational methods in Job Analysis
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What kind of job it works with…
Observing Intrusive and unobtrusive |
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Functional Job Analysis, O*NET
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Functional Job Analysis
– Used to create DOT that is now replaced by O*NET – Data – People – Things Introduced by federal government to replace the Dictionary of Occupational Titles (D.O.T.) |
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Critical Incidents Technique (CIT)
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– Job incumbents generate incidents of excellent and poor performance
– 3 incumbents sort incidents into categories – Job analyst combines and names categories – 3 incumbents re-sort incidents into combined categories – Number of incidents per category provides an idea of the importance of each category |
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Position Analysis Questionnaire
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6 main dimensions
– Information input – Mental processes – Work output – Relationships with others – Job context – Other |
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KSAO
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- Knowledge
• Collection of discrete, related facts & information about a particular domain – Skill • Practiced act- specific proficiency – Ability • Stable basic capacity to engage in a specific behavior, acquire knowledge, or develop a skill – Other characteristics: interests, training, etc. |
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Comparable worth
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Notion that people who are performing jobs of comparable worth to an organization should receive comparable pay
• Equal Pay Act of 1963: requires “equal pay for equal work.” • In the end, comparable worth is concerned with the social value of fairness |
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Compensable factors
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• responsibility
• complexity/difficulty • skill needed • physical demands • work environment Levels, Weights, and Points established for each |
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Elements in HR Planning
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• Human resource planning begins with the strategic goals of an organization.
• One model of human resource planning (Cascio, 2003): – Talent Inventory – Workforce Forecast – Action Plans – Control and Evaluation |
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Employee recruitment
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Employee recruitment is the process of attracting potential workers to apply for jobs
• There are a variety of employee recruitment methods, such as advertisements, college recruitment programs, employment agencies, and employee referrals |
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Realistic Job Preview
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Reduces Intial Turnover, Raises satisfaction, people self-select out
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Employee Selection: criteria & predictors, multiple regression model, multiple hurdle model
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. Clinical/Intuitive decision making
• Statistical decision making – Combines information according to a mathematical formula – Multiple regression- compensatory – Multiple Cutoff Model or Hurdles- must pass to move forward |
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Protected groups
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Age (over 40)
Disability RACE National Origin Religion Sex Pregnancy Vietnam Vets |
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Types of employee screening tests
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(individual vs. group, speed vs. power, paper and pencil vs. performance tests)
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Individual vs Group
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– Test that require special tools, simulators, or constant supervision done individually
– On-line test taking is changing distinction |
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Speed vs. power tests
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– Speed tests have rigid & demanding time limits
• Provide greater variability among candidates • Issue of relevance to job • May increase the risk of legal challenges – Power tests have no rigid time limits |
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Types of validity
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Content vs Construct
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Validity
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inferences from scores are justified (height related to performance?)
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Content
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sample content relevant to job
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Construct
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measures what it says it measures
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Criterion
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relation to measure of job performance called a criterion
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Personality and performance
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Openness – Conscientious-ness – Extroversion – Agreeableness - Neuroticism
Conscientiousness is a big one (constant through tests) |
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Assessment center vs. work sample
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Assessment: Open discussions
Work Sample: Perform tasks that replicate actual job tasks |
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Performance appraisals
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comparative methods, multiple perspectives, halo effect
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Importance of performance appraisals
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• Feedback and training Personnel decisions
– Raises – Promotions – Termination decisions • Evaluate Effectiveness of Personnel Programs • Monitoring Business Performance- Productivity |
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Comparative methods
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Involve direct comparison of 1 person w/another
• Simple ranking • Employees ranked from top to bottom according to assessed proficiency • Paired comparison • Each employee in a group is compared with each other individual in the group |
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Multiple perspectives
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360 degrees
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Halo Effect (Horns Effect)
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One act done by employee continues throughout entire employment opposite with horns
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Performance criteria
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Subjective vs Objective
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Ultimate (theoretical) criterion
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– Ideal measure of all relevant aspects of job performance
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Actual criterion
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Actual measure of job performance obtained
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Differences between ultimate criterion & actual criterion represent
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imperfections in measurement – contamination & deficiency
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Criterion deficiency
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- When actual criterion is missing information that is part of behavior one is trying to measure
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Criterion contamination
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- When actual criterion includes information unrelated to the behavior one is trying to measure
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360 degree feedback
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Collect & provide an employee with feedback that comes from many sources
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Multiple Perspectives
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Increase Reliability
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Different Measurement tools:
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Comparison methods (rankings)
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Performance feedback
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• Feedback (especially negative) should be stretched over several sessions
• “Praise-criticism-praise sandwich” Employee more likely to accept negative feedback if he/she believes: • Supervisor has sufficient “sample” of subordinate’s actual behavior • Supervisor & subordinate agree on subordinate’s job duties • Supervisor & subordinate agree on definition of good & poor performance • Supervisor focuses on ways to improve performance |
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Criterion related/ construct validity
Correlate a test score with a performance measure (validity coefficient) |
• Predictive validity design
– Time lag between collection of test data & criterion data – Test often administered to job applicants |
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Cognitive ability tests (Wonderlic Personnel Test)
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Strengths
– High validity (.51) – Easy to administer – Relatively inexpensive – Most are not time consuming Weaknesses – Abilities measured are too general – Likely to cause adverse impact – Low face validity – Not well liked by applicants |
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Structured interviews- Situational interview
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Interviews in Present
Future Occurrences |
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BFOQ
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Bona fide occupational qualification
– Job can only be performed by someone in a protected class: female, Catholic – Must involve ability not just customer preferences |
