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15 Cards in this Set
- Front
- Back
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steps to establishing criterion related validity
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1. conduct job analysis 2. select/develop predictor and criterion3. obtain and correlate scores on predictor and criterion 4. 80% adverse impact rule 5. evaluated incremental validity 6. cross validate with new sample
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selection techniques in order of efficacy
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1cognitive ability 2. biodata 3. interviews 4. work samples. 5. assmt centers 6. personality tests
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Super's career development theory
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job should fit self concept
five life stages in career development (growth, exploration, establishment, maintenance, disengagement career rainbow |
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Holland
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fit personality to job Six types RIASEC
Realistic investigative artistics social enterprising conventional |
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Maslow's five needs
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phyisological
safety social esteem self actualization must meet one beffore the other |
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Alderfer's ERG
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existence
relatedness growth can be motivated by more than one need at a time. as each need is met they become more, not less important |
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McClelland Need for Achievement (nACH)
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n ACh is primary underlying need
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Herzberg two factor theory
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hygeine (job context)- disatisfied if we don't get it
motivators (job content)- satisfied when we get it |
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goal setting theory
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performance is optimal when goals are specific and moderately difficult and when workers accept and are committed to gaols and are given regular feedback
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equity theory
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motivation is affected by outcome of comparisons between our own input outcome ratio and input outcome ratio of comparable others
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expectancy theory
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motivation is a function of fthree beliefs
expectancy (effort leads to performance instrumentality (perrformance leads to outcomes) valence (value of outcomes) |
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hersey and blanchards situational leadership
four different styles]\ telling leader |
telling leaderr- provides specific instructions and close supervision best for employees low in ability and motivation
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hersey and blanchards
selling leader |
directive but explains decisions and is best for employees low in ability bubt high in motivation
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participating leader
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employees participate in decision-making best for employees high in ability but low in motivation
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delegating leader
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maximizes employee responsibility and is best for employees high in ability and motivation
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