I/o Psychology

Front 1

Types of Rater Biases in Subjective ratings

Back 1

1)Halo Effect (Positive or Negative)
2)Leniency/Strictness Bias
3)Central Tendency Bias

Front 2

Halo Effect

Back 2

when a rater's evaluation of an employee on one dimension of a job performance affects his evaluation of that employee on other unrelated dimensions OR when the rater's general impression of an employee influences how the rater rates the employee

Positive or Negative; impacts each employee differently (whereas central tendency or leniency/strictness impacts all employees in the same direction)

Front 3

Central Tendency Bias

Back 3

consisten use of only the middle range of the rating scale

Front 4

Leniency/Strictness Bias

Back 4

avoidance of the middle range of the scale; rates all employees as either high (leniency) or low (strictness)

Front 5

Subjective performance measures by supervisor, peer, and self

Back 5

1) self-ratings are the most lenient but less succeptible to the halo effect

2)supervisor=most reliable

3)pee ratings are particularly good for predicting training success and future promotions

4)peer and supervisior usually agree more with e/o than with self

Front 6

THREE ways to reduce RATER BIAS

Back 6

1)use a relative rating scale (e.g., paired comparisons)
2)design a rating scale so that it incorporates "critical incidents" (e.g., Critical Incident Technique; Behaviorally-Anchored Rating Scale, BARS)
3)BEST WAY--provide raters with adequate training emphasizing good observation skills, not on avoiding rating bias (e.g., Frame of Reference Training)

Front 7

Job Analysis

Back 7

systematic method for collecting the info needed to id
1)the nature of the job
2)the knowledge, skills, abilities, and other characteristics (KSAOs)
3)the measures with which job performance can be evaluated

Front 8

Job Evaluation

Back 8

conducted SPECIFICALLY to determine the RELATIVE WORTH of jobs in order to SET SALARIES and WAGES

Front 9

Differential Validity

Back 9

different levels of validity for different subgroups

Front 10

Unfairness

Back 10

Predictor scores consistently underestimate the criterion performance of any subgroup

Front 11

Incremental Validity

Back 11

the increase in decision making accuracy an employer will achieve by using the predictor to make selection decisions

Front 12

Contributors to a measure's incremental validity

Back 12

VALIDITY COEFFICIENT
SELECTION RATIO and BASE RATE

Low Selection ratio is perferred (many applicants, few jobs)

Moderate base rates (perecent of employees who are performing successfully without use of the predictor)

If low selection ratio, and moderate base rate, a predictor with a low validity coefficient can improve decision making accuracy

Front 13

Taylor-Russel tables

Back 13

combines validity coefficients, selection ratios, and base rates to estimate the percent of new hires who will be successful

Front 14

Adverse Impact

Back 14

when an employment procedure results in a substantially different selection, placement, or promotion rate for members of a subgroup

Front 15

80% (four-fifths) Rule

Back 15

used to determine if a procedure is having an adverse impact. Using this rule, the hiring rate of the majority group is multiplied by 80% to determine the minimum hiring rate for the minority group (90% of whites selected, 90x.80=72...72% of black applicants should be selected)

Front 16

Combining Predictors

Back 16

1)multiple regression
2)multiple cut-off
3)Multiple (successive) hurdles

Front 17

Multiple Regression

Back 17

Predictor scores are WEIGHTED and SUMMED to yield an estimated criterion score, with each predictor's weight being determined by its correlation with the crietrior and with other predictors.

COMPENSATORY b/c exceptional performance on one predictor can offset poor performance on another predictor

Front 18

Multiple Cut-off

Back 18

NONCOMPENSATORY

a MINIMUM score on each predictor must be obtaine before the job applicant will be considered for selection

may be used in conjunction with multiple regression

Front 19

Multiple (successive) hurdles

Back 19

predictors are administered one at a time in a predetermined order, with each predictor being administered only if the previous one has been successfully passed or completed

Advantage=saves time and $ b/c all the predictors are not administered to all applicants

Front 20

Methods of training

Back 20

1) on-the-job (e.g., internships, apprenticeships, mentoring, job rotation(learning several jobs, often used with managers), cross-training (training workers to perform different tasks)

2)off-the job (e.g., lectures, computer assisted instruction, behavioral modeling, vestibule training (makes use of a physical replication or simulation of the work environment)

Potential disadvantages of off-the-job training=low trainee motivation, restricted transfer of training and higher costs due to time off

Front 21

(Kirkpatrick) Four Levels of Criteria that can be used to assess the effectiveness of training programs in organizations

Back 21

1)REACTION criteria-eval participant's rxns to the program; not nec linked to job performance

2)LEARNING criteria-eval how much participants actually learning

3)BEHAVIORAL criteria-assess participants' change in performance when they return to the job

4)RESULTS criteria-address the value of training program in terms of the organizational goals

Front 22

People to associate with Career Dev't and Career Choice

Back 22

1)Super (Self-Concept, Career Maturity, Career Development Inventory, Life-Career Rainbow)

2)Holland (RIASEC, Differentiation)

3)Roe (influenced by Maslow, links occupational choice to personality and basic needs)

4)Tiedeman and O'Hara (Ego Identity Development--described in terms of Erikson's psychosocial stages)

5)Krumboltz (social learning theory; Career Belief Inventory)

6) Brousseau and Driver (career concept)

Front 23

Yerkes-Dodson Law

Back 23

Predicts that the highest levels of learning and performance are associated with moderate levles of arousal, especially when moderate arounsal is coupled with moderate task difficulty

Excessive or inadequate arousal can lead to stress, fatigue, and greater variability in job performance