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15 Cards in this Set
- Front
- Back
I and O topics
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I side main topics: Recruitment, selection, training, performance appraisal.
O side main topics: Motivation, job satisfaction, stress, teams, leadership |
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Job analysis
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Tasks can be categorized into dimensions. General information about tasks can be collected from O*NET. Specific information can be collected from job incumbents.
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Campbell's job performance model
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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 |
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Organizational citizenship behavior
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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 |
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Performance appraisal ratings
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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.
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360 degree performance appraisal
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Performance appraised by supervisors, subordinates, and peers.
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KSAO's
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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. |
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Structured interviews
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Specific, job-relevant questions asked and answers rated with scoring key
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Work samples
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Applicant performs a subset or simulation of the work.
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Goal setting theory
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Desired performance is a motivator. Motivate by:
Direct attention to important behavior Maintain task effort Encourage development of strategies |
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Structure and consideration
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Structure: Organizing and defining group activities
Consideration: Mutual trust and respect between leader and group |
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Contingency theories of leadership
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Leader trait/behavior, Situation, Leader Effectiveness
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Leader member exchange theory
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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 |
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Types of work-family conflict
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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 |
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Work-family facilitation
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When performance in one area helps performance in the other. Facilitation occurs when resources from one domain can be used in another.
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