I/O
Self-Managed Work Teams
- Autonomous work groups whose members are trained in the skills needed to effectively perform the group task - Function is to make hiring, budget and other decisions that were previously made by managers
Job Burnout
- Caused by accumulated stress associated with overwork - Primary symptoms are a feeling of low personal accomplishment, depersonalization and emotional exhaustion - An early sign of burnout is sudden increase in work effort without an increase in productivity.
Predictors (General Mental Ability Tests, Biodata, Interviews, Work Samples, Assessment Center
- GMAT = best predictor of job performance across different jobs and job settings - Biodata are also good predictors of performance esp when items are empirically derived - Interviews are the most commonly used predictor in organizations but generally have low levels of reliability and validity - Work samples require the applicant to perform a task or operation actually required by the job - Assessment centers are used to evaluate and train applicants and current employees at the management or administrative level and incorporate a variety of techniques
Need Hierarchy Model (Maslow)
- Proposes that people have 5 basic needs that are arranged in a hierarchial order such that a need higher in the order doesn't serve as a source of motivation until all lower needs have been fulfilled - Needs are: physiological, safety, social, esteem, self actualization - Research not very supportive of Maslow's theory
Grouthink
-Occurs when the desire of group members for unanimity and cohesiveness overrides their ability to realistically appraise or determine alternative courses of action -Can be alleviated when the group leader encourages dissent, has someone play devil's advocate, and refrains from stating his decision or solution too quickly
Identical Elements
= ensuring that training and performance environments are similar in terms of materials, conditions etc Providing identical elements maximizes transfer of training
According to the Ohio State University studies from the 1950s, what are the two dimensions of leadership? A consideration and initiating structure B employee-centered and production-centered C autocratic and democratic D authoritarian and laissez-faire
A - Using a style approach, the Ohio State leadership studies identified two behavioral dimensions of leaders: initiating structure and consideration. These dimensions were treated as independent of each other in contrast to previous studies of leader behavior which placed related dimensions along a single continuum of leadership ranging from employee to production-centered (response "B"). In different models of leadership, the dimension of initiating structure is sometimes referred to as task-orientation and concern for production. The dimension of consideration has also been labeled employee orientation, relations-oriented and concern for people. (See: Stogdill, R. M., and Coons, A. E. (Eds.). (1957). Leader behavior: Its description and measurement. Columbus, OH: Bureau of Business Research, Ohio State University.)
Internal and External change agents
A change agent is a person who is responsible for guiding a change effort Internal: member of the organization, is already familiar with the companys culture, norms and power structure and has a personal interst in the change agent External (consultant): often able to see the situation more objectively, to bring a new perspective and to be better received by members of the organization because of her impartiality
Person-Machine Fit
A distinguishing characteristic of human factors psychology is its reliance on general systems theory, which is manifested in its emphasis on the person-machine fit (aka human-machine fit) From this perspective, performance is the result of an interaction bw ppl and machines (or any non human element in the work environment) and any failure in performance is due to a person-machine mismatch
Two-Factor Analysis (Herzberg)
A theory of both motivation and satisfaction that places satisfaction and dissatisfaction on two separate continua Motivator factors (increased autonomy, responsibility, control etc) contribute to satisfaction and motivation when they are present Hygiene factors (pay, pleasant working conditions) contribute to dissatisfaction when they are absent
Frame of Reference Training
A type of rater training that emphasizes the multidimensional nature of job performance and focuses on the ability to distinguish bw good and poor work related behaviors Useful for eliminating rater biases
Adverse Impact (80% rule)
AI occurs when the use of a selection test or other employment procedure results in substantially higher rejection rates for members of a legally protected (minority) group then for the majority group The 80% rule can be used to determine if AI is occurring: when using this rule, the hiring rate for the majority group is multiplied by 80% to determine the minimum hiring rate for the minority group
Needs Assessment
AKA needs analysis Systematic process of identifying job performance requirements and employee performance deficits for the purpose of identifying trainings needs and the content of training programs Includes organizational, task (job), person and demographic analysis
Super (Self-Concept, Career Maturity, Life-Career Rainbow)
According to Supers life-space, life span theory, the selection of a job involves finding a job that matches one's self-concept (which reflects ones values, personality, interest etc) The theory also emphasizes the importance of career maturity, which is the ability to cope with the developmental tasks of one's life stage Life-Career Rainbow = relates a person's major life roles to 5 life stages (useful for helping a career counselee recognize the impact of current and future roles and stages of career planning)
Model of Individual Decision Making (Simon)
According to the rational-economic model, decision makers attempt to maximize benefits by systematically searching for the best decision or salutation The bounded rationality (administrative) model proposes that rational decision making is limited by internal and external constrains so that decision makers often satisfice rather than optimize (ie they consider decisions or solutions until a fairly good one is encountered and then stop searching due to limited time and resources).
Comparable Worth
Also known as pay equity and refers to the principle that jobs require the same education, experience, skills and other qualifications should pay the same wage regardless of the employees age, gender, ethnicity etc
Flextime
Alternative work schedule that allows workers to choose the times they will begin and end work Associated with increased employee productivity, overall job satisfaction, and satisfaction with the work schedule and decreased absenteeism
Compressed Workweek
Alternative work schedule that involves decreasing the number of hours worked in each day Associated with better supervisor ratings of employee performance, employee overall job satisfaction and employee satisfaction with the work schedule with the effects being strongest for employee attitudes
Process Consultation
An organizational development intervention in which a consultant helps members of the organization perceive, understand and identify ways of improving processes that are undermining their interactions and the organizations effectiveness.
Path Goal Theory
Based on the assumption that an effective leader is one who can help carve a path for subordinates that allows them to fulfill personal goals through the achievement of group and organizational goals Proposes that the best leadership style (directive, supportive, participative, or achievement-oriented) depends on certain characteristics of the worker and the work
Centralized and Decentralized Communication Networks
Centralized: best for simple tasks Decentralized: Better for complex tasks and are associated with greater overall success
Transformational Leader
Characterized by their ability to recognize the need for change, create a vision for change (including using "framing" to describe the need for change that is meaningful to followers) and effectively executing the change.
Quality Circles
Consists of a small voluntary group of employees who work together on a particular job and meet regularly to discuss job-related problems and solutions. Reps of the quality circle then present their solutions to management
Rater Biases
Contaminating factors in the rating process that are related to the way the rater assings ratings Common biases include central tendency, leniency/strictness, and halo Best way to reduce rater bias is to provide raters with adequate training. Esp training that helps them observe and distinguish bw different levels of performance
National Culture (Hofstede)
Culture of nations can be described in terms of 5 dimensions -Power distance -Uncertainty avoidance -Individualism -Masculinity -Long-term orientation
Dawis and Lofquists Theory of Work Adjustment
Describes satisfaction, tenure, and other job outcomes as the result of the correspondence bw the worker and his work environment on two dimensions: Satisfaction: depends on the degree to which the characteristics of the job correspond to his needs and values Satisfactoriness: depends on the extent to which the worker's skills correspond to the skill demands of the job
Tiedman and Ohara's Career Decision Making Model
Describes vocational identity development as an ongoing process that is tied to ego identity development Distinguishes bw 2 phases of decision making -Anticipation -Implementation/adjustment
Differential Validity and Unfairness
Differential Validity: Exists when the validity coefficient of a predictor is significantly different for 1 subgroup than for another Unfairness: occurs when members of the minority group consistently score lower on a predictor but perform approximately the same on the criterion as members of the majority group.
Normative (decision making) Model (Vroom-Yetton-Jago)
Distinguishes between 5 decision making strategies that vary in terms of degree of employee participation in the decision making process Provides a clear decision tree to help leaders select the optimal strategy for their situation.
Gender Difference in Leadership
Eagly and Johnsons (1990) meta-analysis of the research found that male and female leaders do not consistently differ in terms of consideration or initiating structure Female leaders are more likely to rely on a democratic (participative) decision making style
Social Cognitive Theory of Motivation (Bandura)
Emphasizes the self-regulation of behavior and proposes tha tself regulation involves 4 processes - Goal setting -self-observation -self-eval -self-reaction
Holland's Career Theory (RIASEC, Differentiation)
Empohasizes the importance of a good personality/work environment match and distinguished between 6 personality and environment types: Realistic Investigative Artistic Social Enterprising Conventional Personality-Environment match is most accurate as a predictor of job outcome when the person exhibits a high degree of differentiation (has clear interests as evidenced by a high score on one of Holland's six types and low scores on all others)
Job Enrichment and Job Enlargement
Enrichment = method of job redesign that is based on Herzberg's 2 factor theory and involves making a job more challenging and rewarding in order to increase job motivation and satisfaction Enlargement = involves increasing the number and variety of tasks included in a job wo increasing the worker's autonomy, responsibility etc
Big Five Personality Traits (Norma Eats Olives And Capers)
Factor analysis have identified 5 basic personality traits: Neuroticism Extraversion Openness to Experience Agreeableness Conscientiousness Best predictor of job performance across different jobs, job settings and criterion measures
Krumboltz's social learning theory
Focuses on career decision making and proposes that a person's decisions are influenced by 4 factors: - Genetic endowment and special abilities - Environmental conditions and events - Learning experiences - Task approach skills
Formative and Summative Eval
Formative = conducted while a training program is being developed and the results are used to make necessary modifications to the program Summative = conducted after a program has been implemented in order to assess its outcomes
5 Stages of Group Development (Tuckman & Jensen)
Forming Storming Norming Performing Adjourning
Job Satisfaction (Disposition, Age, Pay, Turnover)
High level of satisfaction associated with: older employees, higher level employees, employees whose job allow them to use their skills and abilities. Twin studies suggest there is a genetic component to job satisfaction. The relationship to pay and satisfaction is complex and seems to be more related to the percetption that one is being paid fairly than to the actual amount of pay In terms of job outcomes, the strongest relationship is bw satisfaction and turnover.
Incremental Validity (Selection Ratio, Base Rate)
Incremental validity refers to the increase in decision making accuracy resulting from the use of a new (additional) predictor Maximised when the predictors validity coefficient is high, the selection ratio is low and the base rate is moderate Selection ratio = number of jobs to applicants Base rate = proportion of successful decisions without the new predictor
Scientific Management (Taylor)
Involves 4 parts: -scientifically analyzing jobs into their component parts and then standardizing those parts -scientifically selecting, training and placing workers in jobs for which they are mentally and physically suited -fostering cooperation bw supervisors and workers to minimize deviation from scientific methods of work -having managers and workers assume responsibility for their own share of their work
Job Analysis vs Job Evaluation
Job Analysis: systematic process of determining how a job differs from other terms in terms of required responsibilities, activities and skills -often the first step in the development of a predictor or criterion and is used for other purposes including identifying training needs and determining the causes of accidents Job evaluation: may begin with a job analysis but is conducted for the purpose of setting wages and salaries
Total Quality Management (TQM)
Management theory that emphasizes customer service, employee involvement (esp teamwork) and continuous improvement in goods and services
Need for Achievement (McClelland)
McClelland's research using the Thematic Apperception Test (TAT) revealed that 3 basic needs underlie work motivation: -affiliation -power -achievement Employees with high need for achievement usually choose tasks of moderate difficulty and risk, apparently because success on these tasks depends more on effort than on uncontrollable factors. They also prefer frequent, concrete feedback and although their motivation does no depend on money, they view monetary rewards as a source of feedback and recognition.
Brainstorming
Method of generating creative ideas that requires individuals or group members to freely suggest any idea or thought without criticism, eval or censorship Research suggests that individuals brainstorming alone do better than the same number of brainstorming together
Realistic Job Preview
Method of providing accurate and complete information about the job and organization to job applicants Primary goal is to reduce turnover by reducing disillusionment caused by unrealistic expectations about the job
Multiple Regression and Multiple Cutoff
Methods for using multiple predictor scores Multiple regression is a compensatory method Multiple cutoff is noncompensatory
Mediation and Arbitration
Methods of alternative dispute resolution that involve the use of a neutral third party Mediator: cannot dictate an agreement between disputants but instead helps clarify the issues, facilitates communication and offers alternatives and a recommended solution. Arbitrator: has more authority than a mediator and controls both the process and outcome of the conflict resolution
Absolute Techniques (Critical Incident Technique, Forced-Choice Rating Scale)
Methods of subjective performance assessment that indicate a rate's performance in absolute terms (not in terms of the performance of other employees) CI - involves using a checklist of critical incidents (descriptions of successful and unsuccessful job behaviors) to rate each employee Forced-Choice Rating Scale: each item consists of 2-4 alternatives that are considered to be about equal in terms of desirability and rater selects the alternative that best or least describes the rate BARS: a graphic rating scale that requires the rater to choose the 1 behavior for each dimension of job performance that best describes the employee
Downsizing/surviving syndrome
Occurs when an organization attempts to reduce the costs by reducing the sixe of the work force and/or by eliminating entire divisions or businesses Workers who are not downsized may exhibit survivor syndrome S. Syndrome = characterized by depression, anxiety, guilt, stress-related illnesses and decreased job satisfaction and organizational commitment
Criterion Contamination
Occurs whena criterion measure assesses factors other than those it was designed to measure -eg when a rater's knowledge of a ratees performance on a predictor affects how the rater rates the ratee on the criterion Can artificially inflate the criterion-related validity coefficient
Work Shifts
Of the three fixed shits, the graveyard shift is associated with the most problems However they may be alleviated if the worker volunarity chooses the graveyard shift The rotating shift is associated with even more problems than the graveyard shift (higher accident rates, lower productivity)
Force Field Analysis Model of Planned Change (Lewin)
Organizational change involves 3 stages: -unfreezing -changing -refreezing
Demand-Control Model (Karasek)
Predicts that job demand and job control are the primary contributors to job stress Jobs associated with the highest levels of stress are characterized by a combination of high job demand and low job control and include machine-paced jobs and service jobs
Yerkes-Dodson Law
Predicts that the highest levels of performance are associated with moderate levels of arousal -the relationship bw arousal and performance takes on the shape of an inverted U
Contingency Thoery (Fielder)
Proposes that a leader's effectiveness is related to interaction bw the leaders style and the nature (favorableness) of the situation Low LPC leaders (those who describe their least preferred coworker in negative terms) are most effective in very unfavorable or very favorable situations High LPC (those who describe their least preferred coworker in positive terms) are better in moderately favorable situations
Equity Theory
Proposes that an employees motivation is related to the employee's comparison of his input/outcome ratio to the input/output ratio of others performing the same/similar jobs. A perception of inequity leads to attempts to restore equity with the perception of underpayment inequity (the belief that one is putting more into the job than one is getting from it) leading to more adverse outcomes than overpayment inequity does (the belief that one is putting less into the job than one is getting from it).
Goal Setting Theory
Proposes that employees will be more motivational to achieve goals when they have explicitly accepted those goals and are committed to them Proposes that assigning specific, moderately difficult goals and providing employees with feedback about their progress toward achieving goals increases productivity.
Situational Leadership (Hersey and Blanchard)
Proposes that the best leadership style depends on the job maturity of the workers, which is function of ability and willingness to assume responsibility bw 4 leader styles -Telling -Selling -Participating -Delegating The "telling style" according to Hersey and Blanchard's (1974) description, is more effective when an employee's ability and willingness to accept responsibility are low. This leadership style involves high task orientation and low relationship orientation. With A (The employee has low ability but high willingness to accept responsibility), the leader should adopt the "selling" style-high task orientation and high relationship orientation. With B (The employee has high ability but low willingness to accept responsibility), the leader should adopt a "participatory" style-low task orientation and high relationship orientation. With C (The employee's ability to and willingness to accept responsibility are both high) the leader can use a "delegating style"; both low task and low relationship orientation.
Four Levels of Criteria for Evaluating the Effects of a Training Program (Kirkpatrick)
Reaction Learning Behavioral Results
Hawthorne Effect
Refers to an improvement in job performance resulting from participating in a research study (ie due to the novelty of the situation, increased attention, etc)
Work-Family Conflict
Refers to conflicts caused by incompatible work and family role demands Associated with number of negative consequences: Reduced job, material, life satisfaction Job burnout/turnover Decreased productivity Mental and physical health problems
Overlearning
Refers to practicing or studying beyond the point of mastery and is associated with enhanced recall
Organizational Justice
Refers to workers evolutions of organizational policies and procedures that are based on their perceived fairness Three types: -procedural -distributive -interactional
Group Norms/Idiosyncrasy Credits
Regards job motivation as the result of 3 elements: - Expectancy (highest levels of motivation occur when an employee believes that high job effort results in high task success) -Instrumentality (highest levels of motivation occur when an employee believes that high job success leads to the attainment of certain outcomes ) - Valence (highest levels of motivation occur when an employee believes that the outcomes are desirable)
ADA
Requires companies with 15+ employees to avoid using procedures that discriminate against ppl with disabilities
Social Facilitation and Inhibition
Social Facilitation: the increase in learning and performance that occurs in the presence of others (most likely to occur when the task is simple or well learned) Social Inhibition: the decrease in learning and performance that occurs in the presence of others (most likely to occur when the task is new or complex).
Relative Techniques (Paired comparison, Forced distribution)
Subjective measures of job performance to that of other employees Paired comparison = the rater compares each ratee with every other ratee in pairs on one or more dimensions of job performance Forced distribution = assigns rates to a limited number of categories based on a predefined normal distribution on one or more dimensions of job performance
Types of Group Tasks
Tasks performed by groups can be classified in terms of 5 groups: Additive Compensatory Disjunctive Conjunctive Discretionary
Social Loafing
Tendency of an individual to exert less when acting as a member of a team than when working alone Can be alleviated by ensuring that the person's contribution is identified and rewarded.
Group Polarization
Tendency of groups to make more extreme decisions (either more conservative or more risky) than the individual members would have made alone
Which of the following contradicts the predictions of Herzberg's two-factor theory? A Workers say the same work-related factors cause satisfaction and dissatisfaction with work. B Workers say they prefer leaders who show a high level of both instrumentality and consideration. C Job satisfaction and job performance have a reciprocal relationship. D Job enrichment increases satisfaction for both blue- and white-collar workers.
The Correct Answer is "A" As long as you remembered that Herzberg views satisfaction and dissatisfaction as separate phenomena, you should have been able to pick the right answer to this question. According to Herzberg, the factors that cause dissatisfaction (hygiene factors) are different from those that contribute to satisfaction (motivator factors), which means that a person can be satisfied and dissatisfied at the same time.
Overall, research on the compressed work week suggests that its effects are: A increased job satisfaction, with no effect on job performance. B increased job performance, with no effect on job satisfaction. C decreased job performance, with no effect on satisfaction. D increased job performance and increased job satisfaction.
The Correct Answer is "A" In the compressed work week (CWW), the number of days worked is shortened but the work hours per day are lengthened. For example, the work week might be compressed into four days a week, ten hours a day. Research results regarding the effects of the CWW are mixed, but most studies suggest that job satisfaction tends to increase, while job performance is not affected and (depending on the job) may even decrease. The CWW also tends to result in decreased absenteeism.
An organization decides to implement changes based on a job characteristics assessment. Which of the following is least likely to be affected? A work quality B motivation C satisfaction D absenteeism
The Correct Answer is "A" Studies show when jobs are redesigned according to the job characteristics model there are improvements in satisfaction, absenteeism, turnover, and motivation. Work quality is less likely to be affected.
According to Donald Super, career development can be described in terms of progress through a developmental sequence of vocational stages. One's standing in this developmental sequence, in relation to where one should be, given his or her chronological age, is referred to as A vocational maturity. B vocational consistency. C vocational resolution. D vocational level.
The Correct Answer is "A" Super postulated a developmental sequence of vocational development occurring through the life span and consisting of five stages: growth, exploration, establishment, maintenance, and decline. Each of these stages also consists of a number of substages. Super coined the term "vocational maturity" to refer to the degree to which a person's progress in this sequence is appropriate given the person's chronological age. In fact, Super and his colleagues constructed a number of assessment instruments specifically designed to measure vocational maturity.
A "needs assessment" is used to: A identify the worth of a job so that an equitable wage can be determined. B determine if and what kind of training is needed in an organization. C describe the requirements of a job. D identify which type of job would be most satisfying for an individual.
The Correct Answer is "B" A "needs assessment" or "needs analysis" is the first step in developing a training program. Not surprisingly, this involves identifying the needs of the organization. This is very different than a job evaluation (A), which is used to determine the relative worth of a job, or a job analysis (C) which is used to describe the requirements of a job.
Which of the following best describes universality of the transactional-transformational leadership theory? A universality has been observed in a wide range of organizations within Western culture. B universality has been observed in a wide range of organizations and cultures C universality has been observed in business and government organizations within Western culture. D universality has been observed in business and government organizations in a wide range of cultures.
The Correct Answer is "B" B. Research indicates the transactional-transformational leadership paradigm transcends organizational and national boundaries. The same relationships and conception of phenomena can be observed in a wide range of cultures and organizations. Studies of organizations such as business, education, the military, the government, and the private sector have provided evidence supporting universality across a variety of organizations. The applicability of the paradigm has also received evidence of wide support internationally in most continents. Unusual attributes of the organizations or cultures have been indicated as the source of exceptions to the universality of the leadership paradigm. (See: Bass, Bernard M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2),130-139.)
The difference between the multiple hurdle and the multiple cut-off selection technique is that, in multiple hurdle, A examinees must succeed on all predictors. B not all predictors are administered to all examinees. C predictors are specially designed to be "culture-fair." D predictive validity is empirically established.
The Correct Answer is "B" Both multiple hurdle and multiple cut-off involve administering a series of predictor measures to prospective applicants. And in both cases, the examinee must succeed on all predictors in order to be selected. The difference is that, in multiple hurdle, predictors are administered in a successive order. If the applicant fails on any predictor, he or she no longer completes subsequent ones. By contrast, when multiple cut-off is used, examinees usually take all the predictors and the predictors are not necessarily administered in any particular order.
Communication networks in which information passes along a chain of command are associated with: Acomplex job tasks B simple job tasks C increased individual satisfaction Dcollaborative job tasks
The Correct Answer is "B" Centralized communication networks, where all communication passes through one position or person, have been shown to be more efficient when tasks are mundane and simple. Formal communication networks where information moves between many positions or people (decentralized communication networks) work best with complex and/or collaborative job tasks. Research indicates decentralized networks also result in more individual satisfaction.
2. According to Holland, a highly differentiated person: A is most flexible, possessing traits found in all six personality types. Bs cores high on only one of the six personality types. Cs cores high on two personality types that are on opposite sides of the personality hexagon. D has the emotional maturity to effectively deal with many different personality types
The Correct Answer is "B" Holland proposed that all behaviors, including career choice, are a function of personality and the social environment. He distinguished between six personality types - realistic, investigative, artistic, social, enterprising, and conventional. A highly differentiated person would be someone who scored high on only one of the personality types. Holland believed that high differentiation would best predict the outcome of a personality and occupational match.
In terms of interviews as selection techniques, which of the following is most consistent with the research? AP anel interviews generally have the highest levels of validity, and they are especially valid when an average (versus consensus) rating is derived. B When interviewers are given biodata information about an interviewee prior to the interview, interviewers give less credence to interview information when the biodata is not supportive of a decision to hire than when the biodata is very supportive of a decision to hire. C Although the research is inconsistent, the best conclusion about interviews is that future-oriented (situational) interviews are more valid than past-oriented (behavior description) interviews regardless of whether the interview is structured or unstructured. D One of the difficulties with interviews, even when they are structured, is that they are highly susceptible to gender biases, especially when the interviewee and the interviewer are of different genders.
The Correct Answer is "B" There is some evidence that interviewers place less importance on interview information when biodata is not very favorable and more importance when it is supportive of a hiring decision. Apparently, a good interview cannot make up for a bad history, but a good history can be supported or canceled out by the results of the interview.
Herbert Simon's decision-making model suggests that decision makers A consider all alternatives and then pick the best one. B consider alternatives only until they find one that seems acceptable. C consider only those alternatives that have a 50% or better chance of success. D rely more on their affective than cognitive reactions when choosing an alternative.
The Correct Answer is "B" To answer this question, you have to have the name Herbert Simon linked with the bounded rationality (administrative) model of decision making, which proposes that decision makers are not always completely rational in making choices. Instead, time and resources limit their consideration of alternatives, so they tend to consider alternatives only until a satisfactory one is identified.
In the context of expectancy theory, instrumentality refers to: A the willingness of a worker to exert effort. B the likelihood of effort leading to performance C the likelihood of performance leading to certain outcomes. D the value of the outcomes of performance.
The Correct Answer is "C" C. Expectancy theory is based on the premise that motivation is a cognitive process involving three variables: expectancy, instrumentality and valence. Expectancy refers to the belief that effort will lead to success performance. Instrumentality refers to the beliefs that successful performance will result in certain outcomes; the value placed on the outcomes of performance is referred to as valence.
The three dimensions of situational control identified by Fiedler include all of the following except: A leader-employee relations B position or legitimate power C role expectations D task structure
The Correct Answer is "C" C. Fiedler's Contingency Model states leaders have a dominant leadership style that is resistant to change and distinguishes between two types of leaders - high LPC leaders (person-oriented, more focused on maintaining good interpersonal relationships) and low LPC leaders (task-oriented, more focused on successful task performance). Changes in the structure of the situation can improve the chances of success as the leader's success is contingent on the situation, task to be completed, leader's style or personality, and the maturity of the group. Fielder proposes task-oriented (low-LPC) leaders are most effective when the leader has either low or high situational control and person-oriented (high-LPC leaders) are most effective when situational control is moderate. According to Fielder, situational control is determined by: leader-member relations, task-structure, and leader position power.
39. According to Anne Cleary's model of test fairness, a job selection test would be considered unfair if A Based on the use of the test, a higher proportion of Caucasians than African-Americans are chosen for the job. B the test has a higher validity coefficient for Caucasians than for African-Americans. C the slope of the test's regression line is different for African-Americans than for Caucasians. D the content of the test is culturally biased.
The Correct Answer is "C" Under the Cleary model, a test is considered unfair if the slope and/or the y-intercept of the regression line is different for one subgroup than for another. The effect of these statistical phenomena is that differences between subgroups on predictor scores would not be reflective of differences between the groups on the criterion. For instance, low scorers in one subgroup might do just as well on the criterion as high scorers in the other subgroup.
Recent literature comparing leadership and management has identified several similarities and differences. Which of the following set of characteristics is more critical for today's leaders than for managers? A rational, persistent, and tough-minded B problem-solving, persistent, and independent C visionary, authoritative, and tough-minded D independent, innovative, and flexible
The Correct Answer is "D" A topic of recent interest in the I/O literature is the difference between leaders and managers. Characteristics that are considered particularly important for leaders include: visionary, creative, flexible, inspiring, courageous, and independent.
Low LPC leaders would be most likely to say: A More beautiful paint colors in this office make us all feel better B Flexitime was a brillant invention C It's time for a change around here D The first one to hand in this budget report wins the office lottery pool
The Correct Answer is "D" According to Fiedler's 1971 contingency theory, a leader's effectiveness is determined by a combination of the leader's style and the characteristics of the situation. Low LPC leaders are task and achievement oriented. Answers A and B could describe High LPC leaders who are primarily relationship oriented. Answer C could describe a transformational leader which Bass (1990) (see I/O section) described as change focused.
In a job selection decision, age can be used as an exclusionary criterion A never. B if there is a ruling from the appropriate federal agency allowing it. C if there is a significant difference in mean ages of incumbents and applicants. D if age is directly related to job performance.
The Correct Answer is "D" Any limiting criterion is acceptable in a job selection procedure as long as the criterion is shown to be job-related. For instance, you could exclude people with very poor eyesight as air traffic controllers, you could exclude people with very little stamina and strength as firefighters, and so forth. Thus, if an employer can empirically demonstrate that being a certain age is a bona-fide occupational requirement, it could be used as a job criterion. Let's say you were hiring painters to work on the Golden Gate Bridge. You might very well find that people over age 60 couldn't do the job safely and well. If you could prove this finding empirically, you could use age as a criterion. Note, however, that if an employer is challenged on the use of a discriminatory exclusionary criterion, the employer bears the legal burden of demonstrating that it is job relevant.
162. Which of the following is not true about work samples as a selection technique? A less likely to discriminate against members of minority groups Bg ood predictor of job performance C work samples of motor skills have more validity than work samples of verbal skills Dw ork samples of verbal skills have more validity than work samples of motor skills
The Correct Answer is "D" D. Work samples provide standardized, job-like conditions to measure work behavior. They are used as a selection technique, as an indicator of individuals likely to benefit from training, and as a means of reducing turnover through a job preview. Research indicates that work samples are generally good predictors of job performance; however, work samples of motor skills have more validity than work samples of verbal skills. Additionally, work samples are less likely to discriminate against individuals from different groups and are acceptable to applicants.
Equity theory suggests that the relationship between pay and motivation A is positive; the more one is paid, the more motivated one is likely to be. B is negative; the more one is paid, the less motivated one is likely to be. C is negligible; pay has little or nothing to do with motivation. D is complex; the relationship between pay and motivation is mediated by a variety of other factors.
The Correct Answer is "D" Equity theory holds that, in any work situation we assess both our input (how much effort we are contributing to a work situation) and our output (how much we get out of it). We then compare our input/output ratio to what we perceive are the ratios of our co-workers. A state of balance exists when we perceive that our input/output ratios are equal to those of our co-workers. An unbalanced situation is one in which these ratios are not perceived as equal. For instance, underpayment is an unbalanced situation in which outcomes are perceived to be less than contributions, and overpayment occurs when we perceive that our outcomes exceed contributions. Equity theory holds that motivation is affected by these perceived input/output ratios. For instance, if you perceive that you are contributing more to a company than a co-worker who is getting paid the same amount, you would take action to correct this inequity, whether it be by working less, asking for a raise, leaving the job, re-evaluating the value of your contributions, etc. Similarly, if you are getting paid more than a co-worker whom you perceive as just as valuable as yourself, you may work more, do better quality work, decide that you are more important than the co-worker, etc. The point is that the theory suggests that the relationship between pay and motivation is complex and will be mediated by one's perceived input, the perceived input/output ratio of co-workers, and the strategy chosen to achieve a state of balance or equity.
The "Big Five" personality factors were based on which of the following approaches? A cognitive-behavioral B industrial-organizational C classical test theory D lexical
The Correct Answer is "D" This is one of those obscure questions which could appear on your exam. A lexical approach was first used by Sir Francis Galton in the 1880's. "Lexical" refers to the use of a dictionary, in this case, to identify personality traits. It is an atheoretical approach and was used to identify the Big Five Personality traits by performing a factor analysis on all the personality traits found in the dictionary. The Big Five traits are: conscientiousness, extroversion, agreeableness, openness, and emotional stability/neuroticism. These five traits are believed to underlie all other personality characteristics.
Which of the following theorists related career development to ego identity development? A Anna Freud B Super C Holland D Tiedeman and O'Hara
The Correct Answer is "D" Tiedeman and O'Hara based their career development model on Erikson's psychosocial theory of ego identity development. They proposed that a person develops a vocational identity through a process of many differentiations and reintegrations throughout one's lifespan. Differentiation comes from the realization that a particular career does not "fit" with one's personality. Integration involves identification with a career.
Consideration and Initiating Structure
The Ohio State University studies found that the behavior of leaders can be described in terms of two independent dimensions: - Consideration (person-centered style) - Initiating Structure (task oriented style)
Person-Organization (PO) Fit
The degree to which a person's values and beliefs match those of the organizations culture A good fit is associated with a number of benefits -higher level of job satisfaction, motivation and organizational commitment -Lower levels of stress and voluntary turnover
Organizational Commitment
The strength of an employees identification with the organization Although commitment seems to have minimal effect on productivity, a high degree of affective commitment is related to: higher levels of motivation and satisfaction, lower rates of absenteeism, greater willingness to make sacrifices for the company.
Theory X and Theory Y (McGregor)
Theory X: managers believe that employees dislike work and avoid it whenever possible and, as a result, must be directed and controlled Theory Y: managers view work as being "as natural as play" and assume that employees are capable of self-control and self-direction (Like having fun at the YMCA)
Levels of Organizational Culture (Schein)
Three basic levels: Artifacts Espoused values and beliefs Basic underlying assumptions
Methods of Training (Job rotation, behavioral modeling, vestibule training)
Training in organizations can be on or off the job Job rotation is an example of on the job training Behavioral modeling and vestibular training are off the job training Vestibular training takes place in a simulated work environment and is useful when on the job training would be too dangerous or too disruptive
Utility Analysis
Used in organization to evaluate the effectiveness of training programs and other programs and procedures Involves using a mathematical equation to obtain an estimate of the programs financial ROI
Taylor-Russell Tables
Used to estimate a predictors incremental validity when the criterion-related validity coefficient, selection ratio and base rate are known
Transactional Leader
tend to maintain the status quo and rely on rewards and punishments to motivate behavior
