Io

Front 1

Griggs vs Duke power company

Back 1

Tests that measure broad abilities in which minority group members passed at much lower rates than Whites were unfair to use to make decisions of hiring and promotion

Front 2

Adverse Impact

Back 2

Front 3

Unfairness

Back 3

Minorities and non minorities score differently on the predictor test yet perform similarly on the criterion.

Graphically depicted as two parallel lines.

Front 4

Differential validity

Back 4

Significantly different criterion related coefficients for different groups on the same test.

Test is more valid for predicting the performance of one group than it is for predicting the performance of another

Front 5

Critical incident technique

Back 5

Specific actions that lead to desirable or undesirable consequences on the job.

Front 6

What employee selection has the worst criterion related validity?

Back 6

Interviews. Biases include first impression, negative information, contrast effect, interviewer prejudice and halo effect

Front 7

Halo effect

Back 7

Generlazing from one characteristic to the entire candidate in either a positive or negative direction.

Common= attractiveness

Front 8

Contrast effect

Back 8

Interviewers ratings of a candidate are affected by the performance of the previous candidate

Front 9

Work sample tests

Back 9

Candidates demo sample work behavior.

Both high content and criterion related validity .

Most valid with minorities

Front 10

In basket technique

Back 10

Typical problems and questions that managers would expect to find when they return from vacation

Front 11

Leaderless group discussion

Back 11

Meet in group to discuss an actual business problem. Candidates interact with each other , their leadership qualities and communication styles are observed

Front 12

Performance is believed to be a function of

Back 12

Ability, motivation, opportunity

Front 13

How do we objectively rate peoples performance?

Back 13

Observable and quantifiable categories.

Quantity of output, quality of output, accident, absenteeism

Front 14

What are the subjective methods of evaluation?

Back 14

Ratings can be comparative (in comparison to peers) or individual methods (regardless of peers)

Front 15

What are the comparative methods of evaluation?

Back 15

Straight rankings, forced distribution, paired comparison

Front 16

Paired comparison

Back 16

Each employee is compares to every other employee in pairs

Front 17

Forced distribution

Back 17

People are ranked to fit a distribution; few at top and bottom with most in the middle

Front 18

Behaviorally anchored eating scales

Back 18

Behavioral anchors are based on critical incidents.

Expensive, time consuming, fail to measure day to day activities.

(Subjective method of eval regardless of peers)

Front 19

Forced choice

Back 19

Rater must choose between two equally desirable or undesirable choices

Controls for halo effect, also biases due to leniency and strictness

Front 20

Task based rates bias

Back 20

Type of errors occur when the rater adopts an evaluative set based on the task.

Example: strictness, leniency, central tendency

Front 21

Attribution errors

Back 21

Tendency to attribute poor performance to internal factors for workers they dont like and to external factors for workers they do like

Front 22

What are strategies to improve ratings?

Back 22

- training raters with instruments

- multiple raters

-rate ongoing basis vs 1x a year

-clear and specific performance standards

Front 23

Frame of reference training

Back 23

Reduces rater error.

Raters are given clear and specific criteria for what constitutes diff levels of performance

Front 24

Psych factors affecting training:

Individual differences

Back 24

Can be predicted with cognitive tests, biographical data, attitude measures, work samples.

Overall training does not always equalize differences in ability; it may magnify them

Front 25

Pre training expectations

Back 25

Individuals with low sense of self efficacy are less receptive than those with a high sense of self efficacy

Front 26

Transfer of training

Back 26

Application of the training material to the work setting.

Strategies: 1) Overlearning- develop thorough knowledge of a task. Infrequently performed tasks and those under stress should be done.

2) identical elements- similarity between the training situation and the actual work situation

Front 27

Reinforcement

Back 27

It affects the speed of learning. The greater the reward, the more rapidly the behavior will be learned.

Schedule thinned over time

Front 28

Hollands personality job fit theory

Back 28

Know your strengths + knowledge of work world = good match

Individuals and job traits can be matched

Front 29

Hollands typology

Back 29

RIASEC

Realistic: physical, outdoors, coordination

: thinking, organizing, understanding

Artistic: ambiguous and unsystematic

Social: helping others

Enterprise: influence others and obtain power

Conventional: rule regulated, orderly, unambiguous

Front 30

Supers life career rainbow

Career maturity

Back 30

Career decision making involves a range of changes and decisions from career entry to retirement.

Ability to effectively master the tasks of a given stage in preparation for moving to the next stage

Front 31

Krumboltz social learning theory

Back 31

Career development based on social learning, environmental conditions and events, genetic influences, learning experiences

Front 32

Scheins career anchor theory

Back 32

Self concept acts as anchor, stabilizing force, determine future occupational decisions

Front 33

The ways in which leaders behave are based on certain assumptions about human nature that they unconsciously or consciously hold

Back 33

Xe

Front 34

Hawthorne effect

Back 34

Observation = increased productivity.

Psych factors more important than physical work environment.

Importance of social work groups

Front 35

Theory X

Back 35

Aka scientific management;

Assumes workers are lazy and must be coerced

Front 36

Theory Y

Back 36

Aka human relations

People find satisfaction with work.

Control and punishment not necessary to bring good performance

Front 37

Fiedlers contingency LPC theory

Back 37

1. Leader relationship or task oriented?

2. Situational control or favorablness assessed

3. Low lpc's most effective in highly favorable or unfavorable. High lpc's are most effective in moderately favorable situations

Front 38

High lpc

Back 38

Relationship oriented

Front 39

Low lpc

Back 39

Task oriented

Front 40

Situational leadership

Back 40

Examines employee readiness to perform

Front 41

**Rational economic model

Back 41

Classical approach

Basing decisions on clear definition of the problem, know all possible alternatives and consequences of choice, choose optimal solution

Front 42

**Administrative approach

Herbert Simon

Back 42

Satisficing style.

Useful when ambiguous, partial knowledge available, first satisfactory alternative is chosen.