EPPP - I/O
Krumboltz Social Learning Theory of Career Decision Making
4 types of influences for career decision making 1) Genes and special abilities 2) Environmental conditions and events 3) Learning experiences 4) Performance values and stadards
"Big Five" in the workplace
- Neuroticism(low) is the strongest most consistent correlate of job satisfaction and also the the most often studied trait in relation to job satisfaction. -Conscientiousness has second strongest correlation then extraversion (both + corrs); C is also the best predictor of job performance
Herzberg's two factor theory
- an employee who is most satisfied with job content will be most likely to be satisfied with her job. - 2 types of jobs: hygiene factors and motivators. - Hygiene factors- result in job dissatisfaction when absent, but do not lead to job satisfaction when present -motivators result in job satisfaction when present but do not lead to dissatisfaction when absent.
Job selection tests
1) Criterion= definition of performance in the work place 2) Predictor cut off score= identified by the test as successful. If your job measure yields too many "false positives" - someone identified by test as sucessful who is not successful- then you should lower the predictor cut off score so less people "pass" the test, and should lower the criterion score so that you make your definition of success more lax. Therefore it would make it easier to be considered successful reducing the number of false positives.
Tiedemann + O Hara Career Development/ Ego Identity
Based on Eriksons psychosocial identity development model. CAREER DECISION-MAKING MODEL: Vocational identity development is an ongoing process of "decision making" that is tied to ego identity development (Erikson's psychosocial stages) and involves a repetitive process of differentiation and integration. There are two phases of career decision-making: (1) Anticipation (Exploration, Crystallization, Choice) and (2) Implementation and Adjustment (Induction, Reformation, Integration). Basic to Tiedeman's approach to career development and decision making is the assumption that one is responsible for one's own behavior because one has the capacity for choice and lives in a world which is not deterministic. Tiedeman, a cognitive-developmental theorist, views continuity of development as internal or psychological while discontinuity has a sociological or environmental basis caused by the nature of the structure of society. In Tiedeman's theory, an instrumental cause behind one's behavior is the experience or anticipation of discontinuity and discomfort which precipitates purposeful action and decision making. Effective resolution of life's discontinuities leads to increased control over one's behavior, or a "sense of agency", and the eventual expression of one's identity through a personally-determined career. In the process of making a decision, an individual progresses through seven sequential stages: (1) exploration, (2) crystallization, (3) choice, (4) clarification, (5) induction, (6) reformation, and (7) integration. Decision-making styles may be: planning, intuitive, impulsive, agonizing, delaying, paralytic, fatalistic, and compliant. Planning is viewed as the most effective style with intuitive sometimes being effective. Another classification, reflecting various degrees of personal responsibility and individual utilization of rational planning strategies, is: (1) planning, (2) intuitive, and (3) dependent. (EA)
Biodata in interviews
Biodata is generally considered second to cognitive ability tests in terms of validity for predicting job performance. Although empirically-derived biodata forms are most valid, their questions sometimes lack face validity; i.e., they ask for information that doesn't seem to have anything to do with job performance. This can be a problem because it decreases applicants' motivation to fill out the forms accurately.
Self-directed search inventory (Holland)
Career interest inventory that asks questions about your aspirations, activities, skills and interests in different jobs. --The SDS is based on John Holland's theory that both people and working environments can be classified according to six basic types: *Realistic (Doer- enjoy working with their hands), *Investigative (Thinker), *Artistic (create original work/good imagination) * Social (helper, interested in how people get along), *Enterprising (persuader- likes to direct others), and *Conventional (Organizer, likes rules). -->Investigative-realistic-artistic overlap -->less similar to enterprising, conventional and social These personality types are known together as RIASEC --->differentiation is defined as the level of definition or distinctness of a profile and can be thought of as the difference between an individuals highest and lowest summary scale score on the SDS -->a highly differentiated profile would only have a high point code on one of the six types. -->Profile elevation is the sum of the six section scores on the instrument
Administrative decision Making model (Simon=Satisficing)
Herbert Simon earned a Nobel Prize in economics, but was also known for his theories in psychology, computer science (artificial intelligence), and administration. The one thread through all of his work was his interest in decision-making and problem solving. His "administrative" model maintains that decision-makers cannot always afford to be rational, instead, they must choose the first solution that is minimally acceptable or "satisficing."
Approach avoidance conflict
Kurt Lewin- behavior is a function of a person in their environment Approach-avoidance conflicts occur when there is one goal or event that has both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously. For example, the popular American cultural construction of marriage is a momentous decision/goal/event that has both positive and negative aspects. The positive aspects, or approach portion, of marriage are togetherness, sharing memories, and companionship; however, there are negative aspects, or avoidance portions, including money issues, arguments, and mortgages. The negative effects influence the decision maker to avoid the goal or event, while the positive effects influence the decision maker to want to approach or proceed with the goal or event. The influence of the negative and positive aspects create a conflict because the decision maker either has to proceed with the goal or event or not partake in the goal or event at all. To continue with the example of marriage, a person might approach proposing to a partner with excitement because of the positive aspects of marriage: having a lifelong companion, sharing financial responsibilities. On the other hand, he or she might avoid proposing due to the negative aspects of marriage: arguments, money issues, joint decision making. The approach side of this type of conflict is easy to start toward the goal, but as the goal is approached the negative factors increase in strength which causes indecision. If there are competing feelings to a goal, the stronger of the two will triumph. For instance, if a woman was thinking of starting a business she would be faced with positive and negative aspects. Before actually starting the business, the woman would be excited about the prospects of success for the new business and she would encounter (approach) the positive aspects first: she would attract investors, create interest in her upcoming ideas and it would be a new challenge. However, as she drew closer to actually launching the business, the negative aspects would become more apparent; the woman would acknowledge that it would require much effort, time, and energy from other aspects of her life. The increase in strength of these negative aspects (avoidance) would cause her to avoid the conflict or goal of starting the new business, which might result in indecision. Research pertaining to approach and avoidance conflicts has been extended into implicit motives, both abstract and social in nature. [5]
Leader Membership Exchange Theory
Leadership focuses on the two-way relationship (dyadic relationships) between supervisors and subordinates. The theory assumes that leaders develop an exchange with each subordinate; The nature of the relationship between a leader and a member is the determining factor as to whether a member belongs to the in group or the out group. Improved org effectiveness and achieving leader/employee needs satisfaction is the general objective. LMX suggests a developing leader member relationship that moves through 3 phases 1) stranger, 2) acquaintance 3) partner. The rel bet leader and outgroup lower quality with both parties only completing formal role obligations. Rel with the in group members moves from low quality, one way, self oriented and scripted to high quality, reciprocal, group oriented and negotiated exchanges. The quality of these leader-member exchange (LMX) relationships influences subordinates' responsibility, decision influence, access to resources and performance. -->This theory promotes positive employment experiences and also augments organizational effectiveness. -->Aka. LMX, LMET, leader-member exchange focuses on increasing organizational success by creating positive relations between the leader and subordinate. LMX related to hugher job satifaction, stronger organizational commitment and better subordinate performance.
McGregor's Theory X & Theory Y
Management theories that reflect the key differences between the scientific management model and human relations administrative models. Theory X = Scientific Management - assume workers are motivated by $ self interest; job demands must match workers skills; workers need detailed guidelines and constant supervision bc they are incapable of regulating selves or assuming responsibility on her own. Workers dislike work and avoid it whenever possible, therefore workers should be directed and controlled. Theory Y= Humanistic Management-
Kirpatrick's training evaluation model
Model for evaluating training and learning programs. 4 levels: 1) reaction - evals focus on the response to training 2) learning- meas. what was learned (pre-post tests) 3) behavior- assess impact of intervention on on the individuals behavior, or performance in workplace 4) result - measure teh impact of training on the organizatoins results
Group Heterogeneity
Most of the research on group heterogeneity has focused on its impact on creativity and problem-solving and has found it to have beneficial effects on both.
Expectancy Theory*
Motivation is a function of 1) expectancy (belief that effort will lead to good performance), 2) valence (importance of outcomes that follow performance) and 3) instrumentality (degree to which performance leads to desired outcomes)
TQM- Total Quality Management
Organizational philosophy maximizing customer service and satisfaction. Fails to involve employees in decision making. Failures in this type of organization model are due to management being unwilling to give employees a say.
Performance formula
Performance= ability x motivation with ability playing a bigger role
Equity Theory
Predicts that worker motivation is related to the comparisons we make between our own situation and that of others. The notion of social comparison is central to this theory.
Utility analysis
Procedure that summarizes and identifies key variables that describe the consequences of HR programs to improve decision making. -Based on the logic that decison making will be improved by using a decision support framework that explicitly considers the costs and benefits of HR decisions - difficult to estimate the dollar value and standard deviation of a job
Organizational justice
Q- Procedural justice is the best predictor of job performance and counterproductive work behaviors. All types of justice are related to organizational citizenship behaviors. Refers to employee perceptions of fairness in the workplace. These perceptions can be classified into four categories: 1) Distributive-is conceptualized as fairness associated with outcomes decisions and distribution of resources. Outcomes may be tangible or intangible 2) Procedural- defined as the fairness of the processes that lead to outcomes. When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced 3) Interactional (split into informational and interpersonal)- refers to the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect Sweeney and McFarlin found that distributive justice was related to outcomes that are person-level (e.g., pay satisfaction) while procedural justice was related to organization-level outcomes (e.g., organizational commitment). Justice and trust- The relationship between trust and organizational justice perceptions is based on reciprocity. Trust in the organization is built from the employee's belief that since current organizational decisions are fair, future organizational decisions will be fair. Research has found that procedural justice is the strongest predictor of organizational trust Justice and performance- One way that employees restore justice is by altering their level of job performance. Procedural justice affects performance as a result of its impact on employee attitudes. Distributive justice affects performance when efficiency and productivity are involved
Self-Efficacy at work (Luthans and Stajkovic)
Stajkovic & Luthans (1998). Self-efficacy and work-related task performance: A meta-analysis. Psychological Bulletin, 124, 240-261. To Meta-analytically Aggregate and Analyze Individual Research Findings Pertaining to the Relationship Between Self-Efficacy and Work-Related Task Performance What is the average magnitude of the relationship between self-efficacy and task-performance? Are there any study characteristics (moderators) that systematically moderate this relationship? 28% increase in task performance due to self-efficacy represents a greater gain than those obtained in meta-analyses examining the effects on task performance of Goal-Setting (10.39%), Feedback Interventions (13.6%) & Organizational Behavior Modification (17%) *the relationship between self efficacy and work related performance is moderated by task complexity and locus of performance
Group tasks and productivity
Steiner (1972) described several types of tasks that groups might perform, and compared the productivity of groups to that of individuals. 1) Additive tasks- the contributions of each member are combined into the final group product. For example, pushing an automobile that is stuck in the mud involves the efforts of everyone, and the group is more effective than an individual. 2)In disjunctive tasks, there is a single problem for the group to solve. The most competent person in the group usually finds the solution. 3) A conjunctive task requires all group members to work toward the goal, and productivity is limited to the least competent member. For example, if a group is tied together when climbing a mountain, every member is essential, and if even one does not keep up, the group is ineffective. Here, often individual performance is better than a group's. Hill (1982) noted that research has confirmed Steiner's divisions, and that in most cases the performance of a group is better than the performance of the average individual (but often worse than that of the best individual).
Interviews
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.
High Achievers
Weiner= people that have high expectations for future performance (such as high achievers) tend to attribute their failure to a lack of effort. Effort is an internal, unstable and controllable factor. Most research suggests that of these dimensions, stability is the most important in expectations for future achievement. The idea is that if you attribute failure to an unstable cause you must expect that you willnot fail in most situations.
Work Samples
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.
The Doctrine of Comparable Worth
Workers should get equal pay for equal work. You can test this using job evaluation to see if jobs of equal worth are paying people the same
Tranformational leadership (Bass)
contains the interrelated components of idealized or charisma influence (attributed or behavioral), inspirational motivation, intellectual stimulation, and individualized consideration. In truly transformational leadership, high morals and ethical standards characterize charismatic or idealized influence. Trust was found to be the single most important variable moderating the effects of transformational leadership on the performance, attitudes, and satisfaction of the followers.
Rational Economic Model of decision making
decision-makers attempt to find the optimal solution to a problem. assumes that decision making involves a rational process in which all alternatives are considered and the best possible decision is eventually made. The model requires that decision makers obtain info about and consider all possible alternatives before making a decision. This requirement places an inordinate demand on the people involved. Thus in the real world, decisions are usually made based on the info available given restrains of resources such as time, money and personnel
Job Commitment
degree to which a person identifies with an organization and is willing to work to help the organization reach its goals . Moderate to strong negative correlation with absenteeism and turnover than with other variables such as productivity.
Goal Setting Theory
goal setting theory is equally applicable to both genders although females prefer mastery goals over social comparison goals. goals serve 2 purposes they are a basis for motivation and they direct behavior. goal attainment is maximized when goals are specific and moderately difficult and when frequent feedback about progress toward goal achievement is provided.
Intellectual stimulation
helps followers with meaning and challenges for engaging in undertakings and shared goals
Compressed workweek/Flextime (Baltes 1999(
increasing the the number of hours per day and decreasing the number of days worked in a give work period -no effect on absenteeism --no effect on objective job performance measures +positive effects on: +supervisor ratings of employee performance +employee overall satisfaction +employee satisfaction with work schedule Flextime: -positive effects on employee absenteeism, productivity, satisfaction with work schedule and job satisfaction. Greatest impact is on absenteeism (.93) then productivity (.45) -
Groupthink
intensive tendency to seek agreement among members of the group which often results in poor decision making. - things that increase risk of groupthink -high cohesiveness - homogeneous backgrounds - values - strong directive leader
Needs Assessment
involves identifying the needs of the organization. often conducted to determine which employees need training and what should be included in that training.
Vestibule training
involves the use of procedures or an environment similar to the actual job and is used for jobs such as bank tellers, clerks and typists
Risky shift
occurs when a group makes a decision that is riskier than it would be if made by the members individually.
Elaboration likelihood model
persuasive messages can be communicated via a central route or a peripheral route. The central route is used when listeners think carefully about the contents of the message. When listeners do not think carefully about an arguments content, they rely more on superficial (peripheral) cues. Peripheral cues include the messengers perceived attractiveness or expertise and the receivers mood. a positive mood and in some cases fear has been shown to increase the likelihood of attitude change.
Systems theory of organizations
positive feedback in organizations refers to information that encourages disruption from the status quo. in org consulting and family therapy pos feedback is used to correct or change a pattern. In response to positve feedback the system deviates from homeostasis or the status quo.
Management development techniques
programs such as outward bound, job rotation, and coaching/mentoring
Inspirational motivation
provides followers with meaning and challenges for engaging in undertakings and shared goals.
Fiedler's contingency model of the group
states leaders have a dominant leadership style that is resistant to change and distinguishes between two types of leaders: 1) High LPC leaders (person oriented, more focused on successful task performance)- most effective when situational control is moderate 2) Low LPC leaders (task oriented, more focused on successful task performance)- more effective when the leader has either low or high situational control Situational control is determined by: --leader- member relations, --task structure -- leader position or power. Changes in the structure of the situation can improve the chances of success as the leaders success is contingent on the situation, task to be completed, leaders style or personality and the maturity of the group
Leader satisfaction
strongest determinant of subordinates satisfaction with their leader at work= leaders level of consideration and task orientation/instrumentality
Individual consideration
treats each follower as an individual and provides coaching, mentoring, and growth opportunities