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112 Cards in this Set
- Front
- Back
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I/O psychology |
psychological principles applied to work |
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army alpha/beta tests |
stanford binet tests for army placement. test multiple people at once. useful for career placement. |
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Hawthorne studies |
changes in lighting, breaks, and hours were made to increase productivity - but productivity increases even in bad conditions. this is because social factors impact your work. |
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I/O psychology is NOT |
a company's psychologist, HR, one-on-one counseling, solely focused on productivity |
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organization as an organism |
dependent on outside resources with a goal of survival |
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independent variable |
doesn't depend on another variable |
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criterion |
the variable being predicted, i.e. dependent variable or outcome variable |
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theory |
organized set of concepts that explains a phenomenon |
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hypothesis |
prediction about the relationship among variables |
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construct |
hypothesized variable that explains a thought, behavior, or emotion. not observable. |
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operationalization |
practical terms to define a construct |
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experiment |
participants are randomly assigned to different conditions |
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quasi-experiment |
participants are not randomly assigned to conditions. typically pre-existing groups |
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non-experimental research |
most common in I/O research. observational or survey design. not random. |
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descriptive statistics |
summarize, organize, and describe data |
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inferential statistics |
test hypotheses and make inferences from data |
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statistically significant |
the result is unlikely to have happened by chance |
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meta-analysis |
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correlation coefficient |
r .00-.20=small .20-.50=moderate .50=strong |
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criterion problem |
if the focus of I/O is performance and we want to enhance the effectiveness of behavior, we need to agree on what performance is before we can study it |
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classic model of job performance |
one dimensional. performance is all that matters. objective measure of outcomes used (dollars in sales, units produced, money earned etc) |
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weaknesses of classic model |
objective measures don't account for third variables, they don't exist in many fields, and they may be unrelated for the same job |
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job performance |
behavior, under control of the individual, that contributes to organizational goals |
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results |
outcome |
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effectiveness |
evaluation of results |
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productivity |
using resources well |
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utility |
value of performance |
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job performance essential to ALL jobs |
- job specific task proficiency - demonstrating effort - maintaining discipline |
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job performance essential to SOME jobs |
- non-job-specific task proficiency - written & oral communication - facilitating peer & team performance - supervision & leadership - management & administration |
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typical performance |
everything leading up to your very best |
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maximal performance |
doing your very best at a job |
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criterion contamination |
capturing something extra that doesn't relate to performance |
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criterion deficiency |
missing information about performance |
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OCB |
organizational citizenship behavior |
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5 TYPES of OCBs |
altruism courtesy sportsmanship conscientiousness civic virtue |
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altruism |
helping behavior |
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courtesy |
basic consideration |
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sportsmanship |
not complaining |
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conscientiousness |
being a good citizen |
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civic virtue |
good behavior toward the company |
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4 motives of OCBs |
- affective states - reciprocity motives - impression management - role expectations |
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affective states |
good mood |
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reciprocity motive |
paying back your job "for them" |
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impression management |
makes you look good "for me" |
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role expectations |
see good behavior as part of your job |
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CWB |
counterproductive workplace behavior |
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organization directed deviance |
primarily harms the organization |
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interpersonally directed deviance |
harassment, gossip, etc. primarily harms specific people |
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property deviance |
theft, damage, sabotage of items |
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production deviance |
absences, substance abuse, sloppy work. harms productivity |
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hostile motives |
the intent is to harm abuse |
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instrumental motives |
the intent is to reach a specific goal theft |
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proximal processes leading to CWBs |
- frustration/anger - instrumental aggression - control/powerlessness - injustice/inequity - reciprocity (CWB -> CWB) - self-regulation failure |
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offender characteristics leading to CWBs |
- locus of control - self-esteem/narcissism/ego - achievement striving - impulsivity |
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CWB intervention strategies |
selection, policies and practices, good management, incident response |
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policies and practices |
pre-emptive preventative measures, risk assessment, self-examinations, dispute resolution process, security systems |
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good management |
to improve working conditions, ethical climate, training on risk factor identification and termination practices |
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incident response |
treat harm and prevent future events, show support, remove offender, employee-assistance-programs, reaction teams |
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job analysis |
what someone does, and what characteristics are needed to do it |
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worker oriented J.A. |
focuses on attributes of worker necessary to accomplish tasks
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task oriented J.A. |
begins with statement of tasks and what they accomplish |
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KSAOs |
knowledge, skills, abilities, others |
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knowledge |
collection of facts and info about a particular domain |
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skills |
practiced acts, learned or developed through experience |
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ability |
stable capacity to engage in a specific behavior. innate. based on luck. |
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other characteristics |
interests, personality, etc that will help with a job |
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critical incidents approach |
ask about incidents that were really good, or really bad. rare but important events. |
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3 types of performance data |
objective vs. judgmental hands-on performance measures electronic performance monitoring |
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objective vs. judgmental |
company records of absences, vs. subjective memories of when someone was at work |
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hands-on performance measures |
walkthrough of how a job is done. could be simulated. |
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electronic performance monitoring |
using tech to monitor jobs |
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3 factors influencing performance ratings |
1. task performance 2. contextual performance/OCBs 3. counter-productive performance/CWBs |
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5 types of rating formats |
- graphic rating scales - checklist - weighted checklist - forced-choice format - behaviorally-anchored rating scales |
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BARS |
behaviorally anchored rating scales |
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Employee comparison methods |
direct and simple comparison of two people |
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simple ranking |
ranked from top to bottom according to proficiency |
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paired comparison |
each person in a group is paired and compared with another individual in the group. excessive. |
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forced distribution rating system |
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performance rating sources |
supervisors, peers, self-ratings, subordinates, customers/suppliers |
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rating from supervisors |
most common. but many supervisors avoid it. |
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rating from peers |
more likely to know about performance, but conflict of interest is likely |
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self-ratings |
conflict of interest in terms of rating-self |
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subordinate ratings |
these ratings must be kept anonymous |
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customer & supplier ratings |
these ratings are important from a business strategy vantage point - give the customer a voice |
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360 degree ratings |
ratings from all sources |
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rating errors |
central tendency, leniency-severity, halo |
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central tendency error |
raters choose a mid-point on a scale when an extreme would be better |
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leniency-severity error |
raters are unusually harsh or easy |
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halo error |
same rating assigned on a series of dimensions, causing all rating to look similar. |
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administrative rater training |
show them the form ahead of time and explain it |
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psychometric rater training |
make raters aware of the errors in rating in hopes of reducing error. accuracy lost with this type. |
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frame of reference rater training |
based on the assumption that the rater needs context - provide performance info, ensure they know anchors, practice the test, and provide feedback about their practice. |
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motivations for rating |
raters use the process as a means to an end. use the performance rating as an activity with three stakeholders: rater, ratee, and organization |
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useful performance feedback |
must have frequency and specificity, and refer to behavior that can be changed |
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sequence of hiring |
recruitment, assessment, then decisions |
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cognitive abilities |
ability to reason and solve problems |
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sensory abilities |
sight, hearing, etc |
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psychomotor abilities |
finger dexterity is an example |
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physical abilities |
muscular strength, cardiovascular endurance, movement quality |
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biodata |
biographical data from a person's past |
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cognitive ability tests |
test brain functioning/reasoning abilities |
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personality tests |
tests your OCEAN status |
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integrity tests |
personality test that assesses tendency to be honest/dependable |
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situational judgment tests |
tests that assess your ability to choose most appropriate action in workplace situations |
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work samples |
work samples and simulations test your on-the-job ability |
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assessment centers |
method that places candidate through worksamples and other assessment tools. involves many individuals at once. |
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does faking matter?
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this has effects on validity, and individual's standing, and perceptions |
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ways to reach applicants |
company website, job board, social networking, webinars, ad placement, etc. are methods of this |
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selection ratio |
ratio of number of job positions to the number of job applicants. number between zero and one.
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selection errors |
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selection |
goal: screen out potential offenders before hiring |
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personality acronym |
OCEAN |
