Psychology: Industrial-Organizational

Front 1

I and O topics

Back 1

I side main topics: Recruitment, selection, training, performance appraisal.
O side main topics: Motivation, job satisfaction, stress, teams, leadership

Front 2

Job analysis

Back 2

Tasks can be categorized into dimensions. General information about tasks can be collected from O*NET. Specific information can be collected from job incumbents.

Front 3

Campbell's job performance model

Back 3

Job specific task proficiency: performance of core tasks unique to job
Non-job specific task proficiency: performance of tasks common to many organizational members
Written and oral communication proficiency: most jobs require one or both
Demonstrating effort: task motivation and commitment

Front 4

Organizational citizenship behavior

Back 4

Goes beyond job requirements. Types:
Personal support: helping others, cooperating with others, being considerate.
Organizational support: defending and promoting the organizational, showing loyalty
Conscientious initiative: Giving extra effort, taking initiative, developing knowledge and skills

Front 5

Performance appraisal ratings

Back 5

The process of reporting the level of behavior performed on the job. Steps: Observation: Rater must have had adequate opportunity to observe ratee's work behavior. Judgment: Private evaluation made the the rater. Rating: Goal-directed communication of the rater.

Front 6

360 degree performance appraisal

Back 6

Performance appraised by supervisors, subordinates, and peers.

Front 7

KSAO's

Back 7

Knowledge: what person already knows
Skill: how good at performing a particular task
Ability: potential for learning a skill/acquiring knowledge
Other: attitudes, values, physical characteristics.

Front 8

Structured interviews

Back 8

Specific, job-relevant questions asked and answers rated with scoring key

Front 9

Work samples

Back 9

Applicant performs a subset or simulation of the work.

Front 10

Goal setting theory

Back 10

Desired performance is a motivator. Motivate by:
Direct attention to important behavior
Maintain task effort
Encourage development of strategies

Front 11

Structure and consideration

Back 11

Structure: Organizing and defining group activities
Consideration: Mutual trust and respect between leader and group

Front 12

Contingency theories of leadership

Back 12

Leader trait/behavior, Situation, Leader Effectiveness

Front 13

Leader member exchange theory

Back 13

Situational factor: in-group: subordinates who are skilled and trusted by the leader. Out-group: subordinates who are less trusted and skilled.
Leadership Factor: Leaders use informal authority with in-groups and give more responsibility-higher quality relationship. Leaders use formal authority with out-group and give less responsibility-lower quality relationship.
Quality of relationship related to job satisfaction and organizational commitment

Front 14

Types of work-family conflict

Back 14

Time based: time is finite; more time spent in one domain causes conflict with other.
Strain-based: psychological strain from one domain may spillover, affecting performance in other domain.
Behavior-based: behavior that is appropriate for one domain is inappropriate if performed in the other

Front 15

Work-family facilitation

Back 15

When performance in one area helps performance in the other. Facilitation occurs when resources from one domain can be used in another.