Industrial Psychology (Final Exam Cheat Sheet) All Chapters

What is the 4/5 or 80% rule? (Slide 5, pg.164)

(Majority hired / majority applied) * 80% = minimum needed to avoid adverse impact.

What are traits that make strategic leader standout from lower level manager. (pg.439)

(a) set organizational strategy, (b) engage in more boundary spanning activities, (c) create organizational structures and policies (vs. work within them), (d) indirectly affect lower level leaders through hiring practices and so forth, and (e) serve a symbolic role, especially in large organizations" (Meuser et al., 2016, p. 1387).

is being mindful and respectful of other people's rights. (pg.346)

Courtesy

Addresses the choice of activates we make in expending effort. such as how focused is on getting one task done. (pg.393)

Direction

A phenomenon associated with team decisions making in which members feel threatened by forces external to the team, resulting in deterioration in the cognitive processing of information. consensus is more important than rational, independent thinking. Suppressing dissenting opinions. (pg.319)

Groupthink

Desire to feel higher order needs. (Slide 20)

Growth need strength

A type of rating error in which the rater assesses the ratee as performing well on a variety of performance dimensions, despite having credible knowledge of only a limited number of performance dimensions. (Slide 6/pg.243)

Halo error

what is the "organizational" side of I/O psychology? (Slide 6)

Organizational Behavior (leadership, motivations, and job attitudes)

A model or framework for education in an academic discipline based on understanding the scientific principles and findings evidenced in the discipline and how they provide the basis for the professional practice. (Slide 5)

Scientist-Practitioner Model

Major incidents that cause stress such as exposures to danger, natural disasters, and workplace homicide. (pg.366)

Traumatic events

a technique of appraising the performance of coworkers by ranking them on a dimension of their job behaviors. (pg.252)

peer ranking

A conception that leadership is best understand in terms of the actions taken by an individual in the conduct of leading a group. (pg.427)

Behavioral approach

represents the most recent advances in performance appraisal. closely related to critical incidents. (pg.247)

Behavioral checklist and scales

A standard for judging the effectiveness of training that refers to changes in performance that are exhibited on the job as a result of training. (Slide 230)

Behavioral criteria

A type of performance appraisal rating scale in which the scale points are descriptions of behaviors. One disadvantage is that it is job specific. and employees might exhibit different behaviors depending on the situation. (pg.247)

Behaviorally anchored rating scales (BARS)

Individuals with a greater tolerance for under-reward (pg.404)

Benevolent

what is the main disadvantage of peer assessment? how can this be addressed? (pg.252/slide 15)

Biased by friendship. --should be used in developmental purposes

refers wo whether the team member is together for a short or long duration. Teams with high levels of this have worked together in the past and/or will work together for quite a while going forwards. (pg.309)

Temporal stability

What are the two categories of job performance criteria? (Slide 18)

objective and subjective

a set of actors used to assess job performance that are (reactively) factual in character. (Slide 18)

objective performance criteria

how many divisions does the APA (American psychological assoication) have? Industrial/organization psychology falls into what division of the APA? (Slide 4)

--54 divisions --14th

Give examples of possible fields in I/O Psychology. (Slide 7)

--Selection and Placement --Training and Development --Performance Appraisal --Quality of Worklife --Organization Development

What are the trends in organizational learning? (Slide 3)

--greater emphasis on skills enhancement with changing nature of work --Learning has ascended in importance --Need for continuous learning

What are the three consistent themes in leadership research? (Slide 16, pg.441)

1) Importance of influencing and motivating 2) Importance of maintaining effective relationships 3) Importance of making decisions

What are the meta-analysis results of compressed workweeks? (pg.380)

1) Increased job satisfaction 2) Mixed results with regard to absenteeism 3) No improvement in productivity

What are the two independent behavior dimensions. (Slide 7)

1) Initiating structure 2) Consideration

What are the three motives for seeking feedback from others? (slide 18)

1) Instrumental motive (self-improvement) 2) Ego-based motive (defend or enhance self-views) 3) Image-based motive (look better to others)

What are the intended and unintended consequences of employment? (pg.387)

1) Intended: earning a living 2) Unintended: Latent consequences

What are the two components of interactional justice? (pg.344)

1) Interpersonal 2) Informational

What are the types of skills that can be enhanced through executive training? (pg.227/Slide 23)

1) Interpersonal skills, including relationship building, tact, sensitivity, assertiveness, conflict management, and influencing without authority; 2) Communication, including listening skills, presentations, and speaking with impact; 3) Certain cognitive skills, such as prioritizing, decision making, and strategic thinking; 4) Leadership skills, including delegating, mentoring, and motivating others; 5) Self-management skills, including time management, emotion and anger management, and work- life balance.

what are the Procedures for Collecting Information about a job? (Slide 13)

1) Interview of SMEs (preferably with a group with strong verbal ability, a good memory, and cooperatives) 2) Direct observation of employees (need to be unobtrusive) 3) Questionnaires or inventories (taxonomy: a classification of objects designed to enhance understanding of the objects being classified, such as a particular job)

What are the five stages of the team life cycle? (pg.309)

1) Investigation 2) Socialization 3) Maintenance 4) Resocialization 5) Remembrance

What are the three guidelines in determining the cut-off score? (Slide 18/pg.196)

1) Job analysis to identify required KSAs 2) Consider the data on the test and criterion relationship 3) Ensure minimum stands of job performance are met.

What are the five parts of the expectancy theory? (Slide 9)

1) Job outcomes: results 2) Valence: Feelings about the outcomes 3) Instrumentality: Relationship between performance and outcome 4) Expectancy: Relationship between effort and performance 5) Force

What are the four important attitudes employees hold about their work? (pg.332)

1) Job satisfaction 2) Work commitment 3) Employee engagement 4) Organizational justice

What three factors determine the favorability of the situation? (Slide 10)

1) Leader-member relations 2) Degree of task structure 3) Leader's position power

What are the two method of measuring production? (Slide 18)

1) Max performance: the level of performance that individual can do during, evaluative circumstances, 2) Typical performance: The level of performance that individual will do on day-to-day, non-evaluated basis

What are examples of effective leader behaviors? (pg.427)

1) Monitoring employee's work and finding a solution 2) Clarifying a problem by delegating to able employees.

What are the three leader motives? (Slide 6)

1) Need for power (Authority and influence) 2) Need for achievement (Solve problems, attain results) 3) Need for affiliation (Affiliate, support, help others)

What is the focus of training for expatriates? (Slide 20)

1) An understanding of different customs, etiquette, and gestures 2) Family member's adjustment

What are the three basic needs necessary for intrinsic motivation? (pg.397)

1) Autonomy 2) competence 3) Relatedness

What are the two key assumptions when it comes to 360 feedbacks? (pg.255)

1) Awareness of rating discrepancies enhance self-awareness 2) Enhanced self-awareness is key to maximum performance.

What are the dual goals for personal selection? (Slide 3)

1) Hire qualified applicants 2) Fairly assess the ability of all applications

What are the reasons for changes in the dynamic performance criteria? (Slide 20)

(1) change way they perform task (2) knowledge and ability required changes (3) knowledge and skill of the employee such as from training

what are the two categories of counterproductive behavior? (Slide 18)

(1) interpersonal such as gossip, bullying, threats of violence, theft (2) organizational such as working slow, damaging property, and disclosing confidential information.

what is the limitation of measuring accidents? (Slide 18)

(1) mainly for blue collar jobs, (2) difficult to predict (3) maybe measured in many ways. (4) are not synomoymus with injuries.

what are the characteristics of a work team? (Slide 4/pg.301)

1) Identifiable membership 2) Identifiable task(s) 3) Interdependence 4) Whole is greater than the sum of parts

What are the four types of bonds (the continuum of bond types). (pg.336)

1) Acquiescence 2) Instrumental 3) commitment 4) identification bonds.

Unfair discrimination may be charged under what two legal theories? (Slide 4/pg.164)

1) Adverse impact 2) Disparate treatment

What are the three components (views) of commitment? (pg.337)

1) Affective 2) Continuance 3) Normative

What are the five major components of psychological health? (Slide 4)

1) Affective well-being 2) Competence 3) Autonomy 4) Aspiration 5) Integrated functioning

What are the five dimensions of citizenship behavior? (pg.346)

1) Altruism 2) Conscientiousness 3) courtesy 4) Sportsmanship 5) Civic virtue

What are the three necessary preconditions for one to experience flow? (pg.396)

1) Balance between the challenge of the task and the skills of the person performing the task. 2) clear goals 3) clear and immediate feedback that is inherent in the task itself for flow to be possible

What are the types of work motivation theories? (Slide 4)

1) Biological-base theory 2) Flow theory 3) Self-determination theory 4) Expectancy theory 5) Equity theory 6) equity theory 7) Goal setting theory 8) Self-regulation theory 9) Work design theory

What are examples of non-computer-based training? (Slide 16)

1) Business games 2) Role-play 3) Behavior Modeling

What are the two categories of job stressors? (pg.367)

1) Challenge stressor 2) Hindrance stressor

What are the effects of shift work schedule? (pg.381)

1) Circadian rhythms: Changes in time has internalized, and it now widely accepted that living things have a body click. 2) Major Psychological difficulty in rotating shifts vs. fixed shifts. Such as divorces and separations were 50% more frequent in night-shift workers than other groups. 3) Health problems.

What are the five outcomes using the influences? (pg.429)

1) Commitment 2) Compliance 3) resistance

What are the three parts of flextime? (pg.379)

1) Core time 2) Flexband / flextime

What are the four goals of affirmative action? (Slide 6)

1) Correct present inequities 2) Compensate past inequalities 3) Provide role models 4) Promote diversity

What is the performance management process? (Slide 4/pg.236)

1) Define performance (set performance goals, establish and communicate performance expectations) 2) Evaluate performance (monitor performance, communicate performance strength/weaknesses) 3) Review performance (delivery feedback to employees, coach employees) 4) Provide performance consequences (provide sufficient and valued consequences such as reward or punishment)

If adverse impact is found what are the two legal alternatives? (Slide 5, pg.164)

1) Demonstrate that the test (such as a physical exam) is a valid predictor of job performance 2) Use another test that has no adverse impact.

What are the three dimensions to conceptualize procedural justice? (pg.344)

1) Desire for advance notice regarding decisions 2) right to appeal decisions 3) adequacy with which decisions are explains.

What are the three major steps in task analysis? (Slide 6)

1) Development of task statements 2) Development of KSAs and Relevant Tasks 3) Development of training programs for KSA - task link

What are the components of work motivation? (pg.393)

1) Direction 2) Intensity 3) Persistence

What is the disadvantage of the 360-feedback method? (pg.255/slide 17)

1) Disagreements is both across and within raters 2) Rater bias is a big factor 3) Goal for developmental vs. administrative purposes must be set.

What are the origins of organization citizenship behavior? (Slide 20)

1) Dispositional 2) Situational antecedents

What are examples of the negative consequences of work-family conflict? (pg.372)

1) Employees who reported work-family conflict were up to 30 times more likely to experience a clinically significant psychological health problems than were employees who reported no conflict. 2) Lower job satisfaction, organizational commitment and performance 3) Lower satisfaction with one family and marriage.

What are the traits of servant leaders? (pg.438)

1) Entice follower to go above and beyond normal task requirements 2) Care more about the organization's success than their own success.

What are the three rules associated with distributive justice? (Slide 14)

1) Equity 2) Equality 3) Need

What are the two types of active learning approaches? (pg.213)

1) Error management training 2) Self-regulatory training

What is the reality of giving feedback? (Slide 18)

1) Essential, but supervisors dislike doing it 2) One-third of feedback results in decreased performance

What are the Three psychological states influenced by the core dimensions? (Slide 19)

1) Experience meaningfulness of work 2) Experience responsibility for work outcomes 3) Knowledge of results of work activities

What are The Psychological Effects of Unemployment? (Slide 20/pg.387)

1) Financial problems as the main cause (money worries hurts relationships and loss of income limits life choices and feelings of control) 2) Job-seeking has a negative effect on mental health 3) Strong link between employment and mental health.

What are the stages of the team life cycles? (pg.308)

1) Forming 2) Storming 3) Norming 4) Performing 5) Adjourning

What are the five social skills are particularly critical for an individual to enhance the performance of the group. (pg.320)

1) Gain the group acceptance 2) Increase group solidarity 3) Be aware of the group consciousness 4) Share the group identification 5) Manage other impression of him or her.

What is the difference between generalization and maintenance of transfer training? (Slide 25/pg.228)

1) Generalization: The extent to which trained skills and behaviors are exhibited in the transfer setting 2) Maintenance: The length of time that trained skills and behaviors continue to be used on the job

What are the two measures of job satisfaction? (pg.333)

1) Global job satisfaction 2) Job facet satisfaction

What are the three major types of rating scales used in performance appraisal? (pg.243)

1) Graphic rating scale 2) Employee-comparison methods (A. Ranked order, B. Paired Comparison, C. Forced distribution) 3) Behavioral checklist and scales. (A. Critical Incidents, B. Behaviorally anchored rating scale (BARS))

What are the disadvantages of computer-based training? (Slide 14)

1) High development cost 2) Need sufficient number of employees to be cost efficient 3) Content must remain stable

Spence and Keeping (2013) noted that managers tend to have one of four intentions when rating their employees which are? (pg.249-52)

1) No rewards or punishments for accurate or inaccurate ratings. 2) avoid conflict or appeasement. (this can be avoided through positive feedback). 3) Benevolence: lower rater means no promotion or more pay. Manager might favor an employee to be benevolent. 4) impression management. Managers want to be seen in a good light. If they have bad employees, the manager might be seen as a bad manager.

What is the three stages in training needs assessment? (Slide 4)

1) Organization analysis 2) Task 3) Person

What are the eight different categories of stressors? (pg.366)

1) Physical stressors 2) Task-related stressors 3) Role stressors 4) Social stressors 5) Work schedule-related stressors 6) Career-related stressors 7) Traumatic events 8) Stressful change processes.

What are the two dimensions of affective wellbeing? (pg.364)

1) Pleasure 2) Activation

what is the results of the interactions between work and family? (Slide 10)

1) Positive spillover 2) Negative spillover

what are the different types of teams? (Slide 5/pg.303)

1) Problem-resolution 2) Creative 3) Tactical 4) Ad hoc 5) Virtual

What are the types of computers-based training? (Slide 9)

1) Programmed Instruction 2) Intelligent Tutoring systems 3) Interactive Multimedia Training 4) virtual reality Training

What are the two ways that active learning differs from passive learning? (pg.212/Slide 17)

1) Put trainees in control of their learning (such as monitoring their own progress, focusing their attention, and judge the effectiveness of their efforts) 2) Based on the assumption that learning occurs inductively (The participants are able to change their environment and arrive at their conclusion)

What are the advantages of computer-based training? (Slide 14)

1) Reduces learning time 2) Reduces costs of training 3) Increased privacy 4) Increases training access

What are the actions taken by an individual motived by the feelings of inequity? (Slide 13)

1) Reducing inputs 2) Increasing outcomes 3) distorting their perception 4) Chaning the comparison person 5) leaving the situation

What are the five bases of power as described by French and raven? (pg.428)

1) Reward 2) Coercive 3) Legitimate 4) Expert 5) Referent

What are the two side of Industrial/Organizational Psychology? (Slide 4)

1) Science/academic 2) Practice/professional

What are the four main components in authentic leadership? (pg.437)

1) Self-awareness 2) Relational transparency 3) Balanced processing 4) Internalized moral perspective

What are the three parts of self-regulation theory? (pg.407)

1) Self-monitoring (Paying attention to one's goals and its related feedback) 2) Self-evaluation (appraising one's goals progress) 3) Self-reaction (Response to the discrepancies between actual and desired goals states)

What are examples of the content of sexual harassment training program? (Slide 22)

1) Sensitivity to others' values (no touch) 2) Cultural differences 3) Personalized differences and preferences (she/her) 4) Workplace romances (should be disclosed?)

What are the different types of rater errors and biases? (Slide 6-7/pg.242-243)

1) Serial position errors 2) Contrast errors 3) Halo errors 4) Leniency errors 5) Central-tendency errors

What are the three dimensions of team structure? (pg.309)

1) Skill differentiation 2) Authority differentiation 3) Temporal Stability

What are the core job characteristics used in work design theory? (pg.409)

1) Skill variety 2) Task identity 3) Task significance 4) Autonomy 5) Task feedback

What are the seven characteristics that contribute to employees accepting their evaluation and feelings they were fair? (Slide 19/pg.261)

1) Solicitation of employee input prior to the evaluation and use of it 2) Two-way communication during the appraisal interview 3) The opportunity to challenge/rebut the evaluation 4) The rater's degree of familiarity with the ratee's work 5) The consistent application of performance standards 6) Basing of ratings on actual performance achieved 7) Basing of recommendations for salary/promotion on the rating

What are the six purposes of Performance management process? (Slide 5/pg.235)

1) Strategic 2) Administrative 3) Communication 4) Development 5) Organizational maintenance 6) Documentation

What are the desirable characteristics that recruiters look for? (Slide 9)

1) Strong interpersonal skills 2) Knowledge about company, jobs, and career-related issues 3) Technology skills 4) Enthusiasm

what are the two main types of diversity training? (pg.216)

1) Surface level diversity: Such as visible, immutable, and biological characteristics, such as age, race, gender, tenure, education, etc. 2) Deep-level Diversity: non-visible attributes such as attitudes, values and beliefs.

What are factors what affect leader's orientation? (Slide 10)

1) Task-oriented 2) Relationship-oriented 3) Mix of task-oriented and relationship-oriented

What are the four categories of what is shared in the shared mental model? (pg.318)

1) Task-specific information 2) Task-related Knowledge 3) Knowledge of teammates 4) Attitudes and beliefs.

Asserts that successful team members need two general types of skills. These are? (pg.320)

1) Taskwork skills 2) Teamwork skills

What are the three topics of research in work-life balance? (Slide 10)

1) The effect of the work on family 2) The effects of family on work 3) The family-work interactions

how do leaders differentiate their followers in the leader-member exchange theory? (Slide 11)

1) Their competence and skills 2) The extent to which they can be trusted (especially when not being watch by the leader 3) Their motivation to assume greater responsibility within the unit 4) In or out group

What are the five latent positive consequences of employment (Jahoda) (Slide 19)

1) Time structure 2) Shared contact outside the nuclear family 3) Linked individual to goals and purpose 4) Defines personal status and identity 5) Enforces activity.

What are the two parts of organizational learning? (Slide 3/pg.201)

1) Training 2) Development

What are the types of theoretical approaches to leadership? (Slide 4)

1) Trait Approach 2) Behavioral Approach 3) Power and influence Approach 4) Contingency Approach 5) Leader-Member exchange 6) Full-range leadership 7) Authentic leadership 8) Servant leadership 9) Strategic leadership

What does the three-facto model of team processes include? (pg.312)

1) Transition processes (behaviors and actions that focus on planning and evaluation) 2) Action processes (behaviors and actions that facilitate goal accomplishment) 3) Interpersonal processes (behaviors and actions that concern managing team member affect/emotions)

What are the types of contracts? (pg.355)

1) Transitional contracts 2) Relational contracts

what is trust vs. trust propensity vs. trustworthiness? (pg.316)

1) Trust: Is the tensions to accept vulnerability based on positive expectations of the party being trusted. 2) Trust propensity: A willingness to rely on others, and thus be vulnerable 3) Trustworthiness: Is the quality of a party to be trusted.

What are the five categories of counterproductive work behaviors? (pg.349)

1) Verbal 2) Physical 3) Sabotage 4) Work-directed 5) Workplace homicide

What are the criteria in job performance identified in work analysis? (Slide 7)

1) Work content (responsibilities, work outputs) 2) Work attributes (knowledge, skills, abilities, and other personal characteristics) 3) Work context (including physical and psychological conditions in the immediate work environment and the broader organizational and external environment)

What are the six criteria by which procedures can be judged as fair? (pg.344)

1) consistent 2) Bias free 3) Accurate 4) Correctable in case of an error 5) Representative of all concerned 6) Based on prevailing ethical standards

What are the key relationships within job satisfaction (Hinit: what correlates with job satisfaction?) (Slide 8)

1) correlations of personality with satisfaction 2) Relationship between satisfaction and job-related criteria 3) Relationship between satisfaction and withdrawal behavior

What are the two factors that has lead to the increase in expatriates training? (Slide 20)

1) increase in the # of individuals assigned 2) High failure rate of employees in such assignments.

Give examples of the different types of job performance criteria. (Slide 18)

1) production 2) sales 3) tenure (length of service) or turnover 4) absenteeism 5) Accidents 6) Theft 7) Counterproductive work behavior 8) Emotional labor 9) Adaptive and citizenship behavior

What are the three types of employee-comparison methods? (pg.244)

1) rank order 2) Paired comparison 3) Forced distribution

Explain the difference between Task conflict vs. process conflict vs. relationship conflict. (pg.315)

1) task: focus on work activities 2) process: focus on how work activities are accomplished 3) relationship conflict: Interpersonal dynamics.

A process of evaluating employees from multiple rating sources, usually including supervisor, peer, subordinate, and self. Also called multisource feedback. (pg.254)

360 feedbacks

reflects the capacity to be engrossed in work and experiencing a sense of flow. (pg.339)

Absorption

A broad range of feelings the encompass moods and emotions, typically described along a positive-negative continuum. (pg.328)

Affect

work commitment characterized by a perceived lack of alternatives employees who don't believe there are other jobs available for their skill sets may feel "stuck" with their organization. Their bonds are more about compliance and resignation than volitional commitments to their organization. (pg.336)

Acquiescence

Includes behaviors and actions that facilitate goals accomplishments. These include activities that keep things running smoothly and efficiently such as coordination, monitoring, and backup behaviors. (pg.313)

Action processes

a range of behaviors that enable employees to increase their capacity to cope with organizational change (Slide 18)

Adaptive and Citizenship Behavior:

The area of performance management that is used to determine salary adjustment, promotion, and termination. (pg.237)

Administrative

(Also called helping behavior) reflect willfully helping specific people with an organizationally relevant task or problem. (pg.346)

Altruism

Followers see leaders as powerful and charming, able to inspire devotion. (pg.434)

Attributed charisma

A conception that leaders who are self-aware, transparent in their relationship with other, unbiased in their decision making, and internally moral will be more trusted and therefore more effective. (pg.437)

Authentic leadership

dictates who has the power to make decisions. High levels of this occurs when decisions making authority is assigned to at single member, whereas low levels of this term occurs when the collective team has the authority to make decisions. (pg.309)

Authority differentiation.

The degree of freedom, independence, and discretion in scheduling work and determine procedures that the job provides. (pg.409)

Autonomy

is the freedom to choose the paths of one's own behaviors. psychologically health people have the capacity to express their values and preferences when choosing their actions. (pg.365)

Autonomy

A method of training that makes use of imitative learning and reinforcement to modify human behavior. (pg.211)

Behavior modeling

team members may neglect their own work to assist a chronically under-performing teammate. can result in learned helplessness for the under-performer. (pg.314)

Backup behavior

are those actions that are supportive in nature. Such as helping a teammate complete a task coaching him or her to do the task. or actually doing the task for the teammate are examples. (pg.314)

Backup behaviors

Analyze information and come to decisions in very unbiased ways. This involves soliciting information from other. (pg.437)

Balanced processing

A method of interpreting test scores such that score of different magnitude in a numeric range of band (e.g., 90-95) are regard as being equivalent. It is an alternative to setting cut-off scores, tries to meet dual objectives (able candidates vs adverse impact) (pg.196)

Banding

A theory that presumes motivation is genetically predisposed, determined by one's physiology and traits. (pg.395)

Biological-based theory of motivation

What are the similarities between KSAOs and Competencies? (Slide 17)

Both reflect an underlying ability to perform a job

A theory that positive emotions prompt individuals to expand their thinking and actions repertories in ways that result in increased resources and enhanced functioning. (pg.330)

Broaden-and-build theory of positive emotions.

A method of training that simulates a business environment with specific objectives to achieve and rule for trainees to follow. (pg.210)

Business games

The trait approach includes an extensive list of personality traits. This this correlation or causation? (Slide 6)

Causation: Research shows characteristics may be associated with leader success but does not guarantee success.

A type of rating errors in which the rater assesses a disproportionately large number of ratees as performing in the middle or central part of a distribution of rated performance in contrast to their true level of performance. (Slide 7/pg.243)

Central-tendency error.

Is responsible participation in the political life of the organization. Reflects keeping abreast of not only current organizational issues but also more mundane issues such as attending meetings, speaking up about issues, etc. Most admirable manifestation of organizational citizenship. (pg.346)

Civic virtue.

The process of assigning individual to jobs based on two or more test scores. (Slide 21)

Classification

This is the capacity to punish undesirable behavior such as dismissal, docking of pay, reprimands, and unpleasant work assignments. (pg.429)

Coercive power

Person is rational decision maker who perceives relationship between effort expended and job performance. (Slide 9)

Cognitive theory

a process for determining the human characteristics (i.e. competencies) needed to perform successfully within an organization. (Slide 15)

Competency modeling

is the desire to win, to be judged "right: in a contest of opinion and values. (pg.315)

Competitive conflict

the theoretical standard that research seek to understand. (Slide 3)

Conceptual Criteria

includes those behaviors that prevent conflict from occurring as well as those that help members deal with conflict once it does occur. There are five district types of conflict. Beneficial vs competitive. Task conflict vs. process conflict vs. relationship conflict. (pg.314)

Conflict management.

The "Willing to achieve" Implies that individuals who are attentive to detail, rule abiding, and honest. (pg.395)

Conscientiousness

Involves the sharing of information to accomplish task. must be continuous, but not overabundant communication. (pg.313)

Coordination behaviors

Standards used to help make evaluative judgements. For I/O psych it is used to define the "Goodness" of employee, programs, and units in the organization. (Slide 3)

Criteria

​Unrelated to the conceptual criteria. what are the two parts of this term? (Slide 4)

Criterion Contamination (1) Bias (2) Error

​Degree to which actual criteria fail to overlap conceptual criteria. ​Can reduce but not eliminate. (Slide 4)

Criterion Deficiency

​Degree to which actual criteria and conceptual criteria coincide. (Slide 4)

Criterion Relevance

The process through which the knowledge and skills of employees are enhanced but for which there is no immediate use. (Slide 3/pg.201)

Development.

The area of performance management that is used to provide employees with feedback that highlights their job-related strength and weaknesses. (pg.237)

Developmental

How theories and practices of I/O psychology apply in different cultures? (Slide 8)

Differences: (1) hours of work (2) how employees are selected (3) promotions (4) cooperation etc.

A type of unfair discrimination in which protect group members are afforded differential employment procedures compared to members of other groups. often contrasted with adverse impact. (Slide 4, pg.164)

Disparate treatment.

comes from the big 5 model of personality. Such as agreeableness, the ease of difficulty one has in getting along with people or how good-natured one is in interpersonal relationship. or Conscientiousness (relatability, dependability, punctuality, and discipline) (pg.347)

Dispositional

what can traits indicate in terms of leadership? (Slide 6/pg.426)

Distinguish effective from ineffective leader lending credence to the hypothesis that to some extent, leaders are born not made.

The fairness with which the outcomes or results are distributed among members of an organization. Such as the treatment of lower ranking members as compared to higher ranking members. (pg.341)

Distributive justice

A method of training directed at improving interpersonal sensitivity and awareness of differences among employees. What is the goal of this term? (pg.216)

Diversity training --To reduce barriers that constrain minority culture members.

An individualized development process for business leaders provided by a trained professional. Geared specifically to individual problems and needs, coaching is related to substantial improvement. (pg.227)

Executive coaching

A team leader must often listen to the differing opinions or recommendations of team members. (pg.320)

Dyadic sensitivity

Aspect of job performance that change (increase or decrease) over time. What does these criteria tell the employer or manager? (Slide 20)

Dynamic Performance Criteria --This is a critical issue when trying to predict (short/long term) success

The tendency for individuals to synchronize their emotions with others in their environment, experiencing and expressing another's emotions whether consciously or unconsciously. (pg.330)

Emotion contagion

The attempts to control one's emotions or mood. (pg.329)

Emotion regulation

The requirement in some jobs that employees express emotions to customer or clients that are associated with enhanced performance in that job. (Slide 18)

Emotional Labor

A construct that reflects person's capacity to manage emotional response in social situation. (pg.329)

Emotional intelligence

The requirement in some jobs that employees' express emotions to customer or clients that are associated with enhanced performance in the job. (pg.329)

Emotional labor

Involve individuals being compared with one another, not against some defined standard. One advantage of employee-comparison method is the elimination of central-tendency and leniency errors because raters are compelled to differentiate among the people being rated. (pg.244)

Employee-comparisons methods.

Those individuals who prefer to have equal ratios. (pg.404)

Entitled

The individual differences that people have regarding their preference for equity (or tolerance for inequity). Benevolent --> equity sensitives --> Entitled. (Slide 404)

Equity sensitivity

A theory of motivation based on the comparisons of one's inputs to outcomes with those of another person to determine if a situation is fair. These determinations of equity dictate subsequent action taken. (pg.402)

Equity theory

A system of training in which employees are encourages to make errors and then learn from their mistakes. (pg.213)

Error-management training

A person native to one country who serves a period of employment in another country. Typically, 2-5 years. (pg.218)

Expatriate

Within the expectancy theory, the belief that effort leads to performance. (pg.399)

Expectancy

Is a cognitive theory. A theory of motivation based on the perceived degree of relationship between how much effort a person expends and the performance that results from that effort. Effort will lead to performance --> performance will lead to an outcome --> outcome is valued. (pg.399)

Expectancy theory

This base of power relies on expertise that an individual has in a given area. If other rely on you for your knowledge and judgement, you have power. (pg.429)

Expert power

A term to describe individuals who were incorrectly rejected for employment as they would have been successful employees. (pg.187)

False negatives (Section C)

A term to describe individuals who were incorrectly accepted for employment as they became unsuccessful employees. (pg.187)

False positives (Section D)

Is information about how successful or "no target" The individual is in progressing towards the goal attainment. This can often produce a discrepancy between the individual's current status in pursuing a goal and desired or needed status to attain the goals. (Provides error message) (pg.407)

Feedback

Reduces effort when able members available. (Slide 20)

Felt dispensability.

a contingency approach to leadership that suggests a leader's effectiveness will depend on the interactions between his or her leadership style and the favorability of the situation. (pg.430)

Fielder's contingency model

A schedule of work hours that permits employee flexilibty in when they arrive at and leave work. (pg.379)

Flextime.

Is a predictor of how motivated a person is. (slide 9)

Force

Is most useful when the other employee comparisons methods are most limited. that is when the sample is large. can be used for multiple dimensions. Is based on the normal distributions and assumes that employee performance is normally distributed. The distribution is divided into five to seven categories. The method "Forces" the rater to distribute the employees across all categories. (pg.244)

Forced distribution.

individuals come together, but still act more as individuals than as a cohesive unit. individual is getting to know one another and do things to avoid conflict. There is a lot of uncertainty at this time, with individuals not knowing each other or what is expected of them. (pg.306)

Forming

The process of providing a common perspective and set of standards to all rater to increase ethe accuracy of the evaluation. (pg.248)

Frame-of-reference training

Desire to benefit from other's efforts. (Slide 20)

Free riding

Rates on three dimensions: things (strength, coordination), data (knowledge, reasoning), and people (sensitivity, compassion). (slide 10)

Functional job analysis (FJA)

The overall feelings that people develop about their jobs. (pg.333)

Global job satisfaction

The way in which individuals' approach or avoid goals in achievement situations. (pg.405)

Goal Orientation

A theory of motivation based on directing one's effort towards the attainment of specific goals that have been set or established. (pg.404)

Goal-setting theory

What factors does goals influence? (pg.404)

Goals influence direction, intensity, and persistence, and influence development of novel task strategies

What are the characteristics of good goals? (Slide 15)

Goals should be specific, measurable, achievable, result-based, and time sensitive.

most commonly used method in performance appraisal. Individuals are rated on a number of traits or factors. usually on a 5 to 7-point scale. (Slide 8/pg.244)

Graphic rating scales

The approach that recognizes that great leader possesses key traits that set them apart from most other, traits that remain stable over time and across different groups. (Slide 4)

Great person theory

Job demand or characteristics of that are demotivating and hinder one's ability to achieve his or her goals. Such as concerns about insecurity and organizational politics. (pg.367)

Hindrance stressor.

preserving towards goals, and when necessary, redirecting paths to goals to succeed. (pg.368)

Hope

A legal classification of sexual harassment in which individuals regard conditions in workplace (such as unwanted touch or off-color jokes) as offensive. (pg.220/slide 21)

Hostile Work environment

what is the "industrial" side of I/O psychology? (Slide 6)

Human resource management (such as selection, training, performance management)

Behave in ways that make them a role model for their follower. Their influence is drive by how followers attribute their beliefs and values rather than by their charm and personal appeal. (pg.435)

Idealized influence

special arrangements meant to help them meet their personal needs and preferences. For example, an employee may ask to start and end the workday earlier to allow him or her to pick up a child from school. (pg.376)

Idiosyncratic deals.

Relates to how the leaders gets work accomplished. And address the mean by which leaders provide direction or structure to get workers to accomplish tasks. (Pg.427)

Initiating structure

Behave in ways that motivate and inspire those around them by providing meaning and challenge to their follower's work? (pg.435)

Inspirational motivation

These bonds are primarily transactions in nature, with a focus on what might be lost if the organization weren't in the picture. An employee who opts to remain in an occupation due to time, energy, money, etc. based on cost and benefits of leave or staying at a job. (pg.337)

Instrumental

How does ratios of inputs and outcomes relate to the equity theory? (pg.402)

In general, the inputs and outcomes should match a ratio of 1:1. Often we compare to others. If their ratio of inputs to outcomes is more or less than us, we perceive that there is inequity. If their ratio of inputs to outcomes is same as us, we perceive that there is equity.

What should be keep it in mind when selecting personnel for a team? (pg.320)

Individual methods don't transfer directly to team selection. KSAs are insensitive to social context.

thinking and behavior in work situations (An areas of scientific study and professional practices that address psychological concepts and principles in the work world) (Slide 4)

Industrial/Organizational Psychology

Concerns the person as a whole. People who are mental health exhibit serval forms of balance, Harmoney, and inner relatedness. (pg.365)

Integrated functioning

Stimulate their follower's efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. (pg.435)

Intellectual stimulation

A sophisticated type of computer-based training that uses artificial intelligence to customize learning to that individual. (pg.209)

Intelligent tutoring systems

Refers to how hard we choose to work, or how much effort we choose to expend. (pg.393)

Intensity

The fairness with how people is treated within an organization and the timeliness completeness, and accuracy of the information received in an organization. Based on concern for others. (pg.344)

Interactional justice

A type of computer-based training that combines visual and auditory information to create a realistic but non-threatening environment. Give trainees immediate feedback about quality of their decisions. (pg.209)

Interactive Multimedia training

What are Kirkpatrick's taxonomy of four types of training criteria? (Slide 26)

Internal criteria 1) Reaction criteria 2) Learning criteria External criteria 3) Behavioral criteria 4) Results criteria

A strong internal moral compass is a key aspect of authentic leaders. (pg.437)

Internalized moral perspective.

is manifested by showing concern for individuals and respecting them as people who have dignity. Politeness, respect, and sensitivity. (pg.344)

Interpersonal

an active response to positive work events that involves sharing or discussion Ing such events with one's spouse or partner at home. (pg.375)

Interpersonal capitalization

Includes behaviors and actions that concern managing team members affects/emotions. They suggest that these include conflict management, motivation and confidence building and affect management. (pg.314)

Interpersonal processes.

What are the two types of motivation? (pg.393)

Intrinsic and extrinsic

Refers to how well the members understand each other, including their performances, strengths and weaknesses, and tendencies. (pg.318)

Knowledge of teammates

: a set of similar positions in an organization (Slide 8)

Job

used as SMEs when comparison is needed across many jobs. Provide the most consistent ratings. They understand similarities and difference across jobs in terms of work activates preformed and human attributes needed. (Slide 7)

Job analyst.

The process of designing work so as to enhance individual motivation to perform the work. (pg.409)

Job enrichment

select dimensions or facets of their job such as their supervisor, coworkers, promotions opportunities, pay, and so on. (pg.333)

Job facet satisfaction

•A grouping of similar jobs in an organization. (Slide 8)

Job family

holder of the job, those who are most experienced provide the most valuable information. (Slide 7)

Job incumbent

The degree of pleasure an employee derives from his or her job. based on how you think about your job and how you feel about your job. (pg.332)

Job satisfaction

An explanatory model describing the ways in which resources can buffer the negative psychological and physical effects of job demands. (pg.368)

Job-demand resource model

A form of non-leadership in which manager deflect all responsibility and leave followers on their own. (pg.435)

Laissez-faire leadership

A technique in work analysis that establishes the connection between the task performed and the human attributes needed to perform them. (Slide 9)

Linkage Analysis

The process by which influences pothers in ways that help attain group or organization goals. (Slide 3)

Leadership

A type of rating error in which the rater assesses a disproportionately large number of ratees as performing well (positive leniency) or poorly (negative leniency) in contract to their true level of performance. (Slide 7/pg.243)

Leniency errors

increase the fit between workforce and workplace during rapid changes. (Slide 13)

Mandate of I/O Psychology

what does micro vs. macro views in I/O psychology? (Slide 6)

Micro (The individual) vs. macro (the organization/systems) view

Includes behaviors and actions the focus on planning and evaluation. these occur during time that is specifically set aside for such activities, such as during staff meeting or retreats. These behaviors include mission analysis, goal specification, and strategy formulation and planning. (pg.313)

Mission analysis

when a team is given a task team members must take the time to understand their charge and identify the resources and constraints that exist for the task. look at past performance. (pg.313)

Mission analysis.

Members need to know how they are progressing towards the goals. Includes tracking interpreting information to see how well a team is doing in terms of using its resources and reaching its objective, and then sharing that information with all team members. (pg.314)

Monitoring behaviors.

general and long-lasting feelings not directed at a particular target. (pg.328)

Moods

Include such thing as encouraging each other and creating a feeling of safety among members. Such as Sharion opinions. (pg.316)

Motivation and confidence building

What fosters motivation in employees? (Slide 15)

Motivations is fostered when employees are given specific and difficult goals rather than no goals, easy goals, or "do your best" goals.

Effective team decision making is related to characteristics of the individuals who make up the team, pairs of people within the team, and how the team functions as a team. Based on three concepts which are team infirmity, staff validity, and Dyadic sensitivity. (pg.320)

Multilevel theory of team decision making

A statical index used to indicate the degree of predictability (ranging from 0 to 1.0) in forecasting the criterion on the basis of two or more other variables. (pg.188)

Multiple correlations

making a positive attribution about succeeding now and in the future. (pg.368)

Optimism

A technique of performance appraisal in which individuals assess the behavior of their peers or coworkers. Peer assessment includes nominations, ratings, and rankings. (pg.252)

Peer assessments

a technique of appraising the performance of coworkers by rating them on a dimension of their job behavior. (pg.252)

Peer rating

The process of determining those applicants who are selected for hire vs those who are rejected. What are the Three factors that influence the quality of newly selected employees? (Slide 10)

Personal selection 1) Predictor Validity 2) Selection Ratio 3) Base rate

Behaviors such as bullying and overt violence such as being kicked, beaten, or spat upon. (pg.349)

Physical

stressful aspects of the environment such as adverse working conditions. (pg.366)

Physical stressors

The process of assigning individuals to jobs based on one test score. (Slide 21)

Placement

The study of the factors and conditions in life that lead to pleasurable and satisfying outcomes for individuals. (pg.364)

Positive psychology

A conception that the leadership is best understood by the uses of the power and influence exercised by a person with a group. (pg.427)

Power and influence approach

is concerned with the application of knowledge to solve real problems in the world of work. Can use research finding to hire better employees, reduce absenteeism, improve communications, increase job satisfaction and solve countless problems in the work force. (Slide 4)

Practice/professional side of Industrial/Organizational Psychology

A score on a test that differentiates those who passed the test from those who failed; often equated with the passing score on a test. (pg.183)

Predictor Validity

Describes the choice, development, evaluation, and the use of personnel selection procedures designed to measure constructs related to work behavior with a focus on accuracy and if the inferences that underlie employment decision (Fairness) (pg.177)

Principles (SIOP outline)

The most basic computer-based training that provides for self-paced learning. proceeds questions by questions after trainee response. Regardless as basis of all computer-based training. (pg.208)

Programmed instructions.

A personal resource consisting of hope, optimism, self-efficacy, and resilience that impacts one's psychological health and helps combat occupational stress. (pg.368)

Psychological capital

The implied exchange relationship that exists between an employee and the organization. (pg.354)

Psychological contract

scientific study (rigorous methods) of thinking and behavior (Slide 4)

Psychology

legal classification of harassment in which specified organizational reward are offered in exchange for sexual favors. (pg.220/slide 21)

Quid Pro Quo

The process of educating rater to make more accurate assessments of performance, typically achieved by reducing the frequency of halo, leniency, and central-tendency errors. (pg.248)

Rater error training

A standard for judging the effectiveness of training that refers to the reactions or feelings of individuals about the training they received. (Slide 230)

Reaction criteria

The difference between scientific research findings on organizations and their management versus how organizations are actually managed. Why does this gap exist? (Slide 5)

Scientist-Practitioner gap --The finding by scientist is typically written for academic readership not business managers. Thus, it must be translated.

The process why which individual are solicited to apply for jobs. (Slide 9)

Recruitment

One employee might admire another, want to be like that person, and want to be approved of by him or her. (pg.429)

Referent power

Feeling connect to others in the final basic need proposed by self-determination theory, People have a desire for interaction and belongingness, and when they feel connect to others, they are more likely to experience intrinsic motivation. (pg.398)

Relatedness

Are characterized by long-term relationship with diffused obligations. implicitly acknowledged the value of the relationship itself, in which one party may put the immediate interest of the other party ahead his or her own. (pg.355)

Relational contracts.

Presents themselves to other as they truly are, rather than as fake portrayal of themselves. (pg.437)

Relational transparency

A standard for judging the effectives of training that refers to the economic value that accrues to the organization as a function of the new behavior exhibited on the job. (Slide 230)

Results criteria

When beset by problems and adversity, sustaining and bouncing back and even beyond (resilience) to attain success. (pg.368)

Resilience

A training method directed primarily at enchanting interpersonal skills in which training participants adopt various roles in a group exercise. (pg.210)

Role play

Stressful aspects associated with one's role. including role conflict, role ambiguity, and role overload, as discussed in chapter 8. (pg.366)

Role stressors

Damage to a company's property, products, or reputation. (pg.350)

Sabotage

Describes a team task analysis as an extension of traditional task analysis to tasks that require coordination. (pg.320)

Salas and Cannon-Bowers (1997)

concerned with advancing knowledge about people at work. Poses questions to guide their investigation and then use scientific methods to obtain answers, tries to form the results of the studies into meaningful patterns that will be useful in explaining behavior and to replicate finding to make generalization about behavior. (Slide 4)

Science/academic side of Industrial/Organizational Psychology

A numeric index ranging between 0 and 1.00 that reflects the selectivity of the hiring organization in filing jobs the number of job openings divided by the number of job applicants. (pg.184)

Selection ratio = (# openings / applicants)

leaders must be aware of their own strengths and weakness and how their views of themselves compare to views other have of them. (pg.437)

Self-awareness

A theory of motivation based on the fulfilment of basic needs to experience intrinsic motivation. Occurs when extrinsic rewards undermine one or more of the basic needs. (pg.397)

Self-determination theory

The belief in one's capabilities and capacity to perform successfully. (pg.407)

Self-efficacy

Theories of motivation based on the setting of goals and the receipts of accurate feedback that is monitored to enhance the likelihood of goal attainment. (pg.407)

Self-regulation theories.

A system of training in which employees are promoted to monitor and adjust their actions and reaction during training. (pg.214)

Self-regulatory training

A type of rating errors in which the raters have better recall of information that is presented at the beginning or end of a sequence and has the worst recall of information in the middle of the sequence. (Slide 6/pg.242)

Serial position error

The conception that leadership involves putting the needs of followers ahead of one's own needs. (pg.437)

Servant leadership.

Unwelcome sexual advances, request for sexual favors, and other verbal and physical conduct of a sexual nature that creates an intimidating, hostile, or offensive work environment. What are the two types of this term? (pg.220/slide 21)

Sexual harassment 1) Quid Pro Quo 2) Hostile Work environment

Permits team members to arrive at comparable interpretation of the problems they face. It enhances team cohesion, motivation, and consensus. (pg.318)

Shared attitudes and beliefs.

The cognitive process held in common by members of a team regarding how they acquire information, analyze it, and respond to it. (pg.317)

Shared mental model.

Has its basis the concept of fairness. it is proposed that if employee believes they are treated fairly, then they are more likely to hold positive attitudes about their work. Related to procedural Justice but not distributive justice. (pg.347)

Situational antecedents.

refers to the notions that some situations are "strong" and contain cues that make it obvious about how an individual should behavior (such as first line supervisor of production workers). Other situation is "weak" and provide few if any cues about how one should behave (such as door to door salesman). (pg.335)

Situational strength

The extent to which a job required a number of different activities, skills, and talents. (pg.409)

Skill variety

A phenomenon identifies in teams in which certain individuals withhold effort or contributions to the collective outcome. (Slide 20)

Social loafing

The area of performance management that is used to maximize the contributions of employees to the goals of the organization, and assessment of employee job performance can play a major role in accomplishing the function. (pg.237)

Strategic

An approach to leadership that focuses on leader in the upper echelons of organizations, aimed at flexible, adaptable, forward thinking that creates and furthers organizational goals. (pg.438)

Strategic leadership

Must create contingency plans in the event that their original's plans don't work out as intended. (pg.313)

Strategy formulation and planning

§Aimed at helping employees restore resources that have been diminished by their work environment (pg.369)

Stress-management interventions

What is the core of workplace psychological health? (Slide 10)

Striving for balance

a person knowledgeable about a topic who can serve as a qualified information sources. What are the three types of this term? (Slide 7)

Subject matter expert: SME 1) Job incumbent 2) Supervisor 3) Job analyst.

The process involving long-term projections about the future staffing needs of an organization in order to ensure key roles are filled as needed. (pg.237)

Succession planning

Reduces effort to match low expectations of others. (Slide 20)

Sucker effect

play a major role in determine what job incumbent do on their jobs, can provide more accurate data. (Slide 7)

Supervisor

3-dimensional model of role behaviors in groups tracking roles in and across domains. These domains are (1) Dominance which is how dominant, active, and control-seeking an individual is (2) Sociability how sociable, friendly, and agreeable a person (3) Task orientation, how focused a person is on solving task. (pg.310)

TRIAD model

A type of team created for the purpose of executing a well-defined plan or objectives. (pg.304)

Tactical team

part of the training needs assessment in which the task that required training are identified. (pg.206)

Task analysis

The degree to which carrying out the activities required results in direct and clear information about the effectives of performance. (pg.409)

Task feedback

The degree to which a job required completion of a whole identifiable piece of work, what is doing a job from beginning to end, with visible results. (pg.409)

Task identity

The Job's impact on the lives or work of other people, whether within or outside the organization. (pg.409)

Task significance

a procedure or set of operations in work analysis designed to identify important or frequently performed task as a means of understanding the work performed. (Slide 9)

Task-oriented procedures

Refers to common knowledge about task-related processes, but it is not limited to a single task. It is more generalizable because it is knowledge of processes that applies to many specific tasks. (pg.318)

Task-related knowledge

Aspect of one's task that create stress, such as interruption, monotony, or feeling like there is too much to do in too little time. (pg.366)

Task-related stressors

Is shared information among team members that allows them to act without the need to discuss it. Involve the particular procedures sequences, actions, and strategic necessary to perform a task. (pg.318)

Task-specific information.

Those needed by team members to perform the actual task. (pg.320)

Taskwork skills

refers to the characteristics of team members and how they relate to team processes and outcomes. Job-related diversity results in enhanced performance. (pg.310)

Team composition

The General level of how well informed the team is on the issues they must address. (pg.320)

Team informity

The very nature of teamwork implies that individuals must coordinate their activities and manage interpersonal interactions to be successful. These operations within a team that permit it to function smoothly and efficiently. (pg.312)

Team processes.

These are behavioral, cognitive, and attitudinal skills. (pg.320)

Teamwork skills

Successful selections of team require identifying what? (pg.320)

The best mix of personal for effective team performance. Such as individuals who complement other's abilities.

Give an example of a large selection ratio. (Slide 13)

The predictor validity is high: r=0.8. Selection ratio is high: SR=0.75 which means for every 4 applicants, you select 3 of them (3/4=0.75).

Give an example of a small selection ratio. (Slide 14)

The predictor validity is high: r=0.8. Selection ratio is low: SR=0.25 which means for every 4 applicants, you only select 1 of them (1/4=0.25).

A conception that leadership is the process of inspiring a group to pursue goals and attain results. What are the five components of this tyle of leadership? (pg.433)

Transformation leadership 1) Attributed charisma 2) Idealized influence 3) Inspirational motivation 4) Intellectual stimulation 5) Individualized consideration

The effective application of knowledge, attitudes, and skills learned in training context back to the job. (pg.25/slide 228)

Transfer of training

are characterized by the short time frames and specific obligations. Financial resources are the primary vehicle for exchange. Predicated on total self-interest. (pg.355)

Transitional contracts.

The process through which the knowledge and skills of employees are enhanced for an immediate job or role. (Slide 3/pg.201)

Training

The conception that leadership is best understood in terms of traits or dispositions held by individuals that are accountable for the observed leadership. (pg.424)

Trait Approach

A conception that leaders involve providing rewards and punishment in exchange for certain behaviors of followers. (pg.435)

Transactional leadership

a term to describe individuals who were correctly rejected for employment as they would have been unsuccessful employees. (pg.187)

True negatives (Section B)

a term to describe individuals who were correctly selected for hir because of they become successful employees. (pg.186)

True positives (Section A)

Within the expectancy theory, the extent to which outcomes are valued. (pg.400)

Valence

Why must people be motivated and supported for training to transfer? (pg.228/slide 25)

When training does not transfer it is likely that employees will perceive training to be waste of time and employers will continue to question the benefit of their investment in it.

Aim to be preventive, focused on proactively enhancing resources before problems emerge. (pg.369)

Wellness programs

explains the activates that are performed on the job and human attributes needed to perform the job. what are the two types of this term? (Slide 9)

Work Analytic Procedures 1) Task-oriented procedures 2) Worker-oriented procedures

A formal procedure by which the content of work is defined in term of activities performed and attributes needed to perform the work. (Slide 7)

Work analysis

A theory of motivations based on the presence of dimension or characteristics of jobs that foster the expenditure of effort. (pg.409)

Work design theory

What does bi-directional mean in work-family conflict? (pg.372)

Work interfering with family and family interfering with work. Related to scarcity of hypotheses.

The result of conflicting demands between work and family making it difficult to effectively participate in both domains. Made mutually incompatible. (pg.372)

Work-Family conflict.

lateness, excessive absence, theft, and working slowly. (pg.350)

Work-directed.

The extend to which work and family roles enhance and facilitate one another's functioning. Can be thought as positive spillover. (pg.373)

Work-family enrichment.

The extend to which a company in a particular country help employee manage their work-family interactions. Onsite and near-site childcare centers. (pg.375)

Work-family interventions.

a procedure or set of operations in work analysis deigned to identify important ore frequent utilized human attributes as a means of understanding the work performed. (Slide 11)

Worker-Oriented procedures

a procedure or set of operations designed to identify important or frequent utilized human attributes as a means of understanding the work performed. (Slide 9)

Worker-oriented procedures

What is the ADA definition of a disability? (Slide 4pg.163)

a physical or mental impairment that substantially limits one or more (of the) major life activities a record of such impairment; or being regarded as having such as impairment.

Operational or actual standard that research measure of assess. Often contracted with conceptual criteria. (Slide 3)

actual criteria

a type of team created for a limited duration that is designed to address one particular problem. (pg.304)

ad hoc team

This stage occurs when the team is disbanded. At this point the team has completed its task and member engage in reflection. (pg.306)

adjourning

A type of unfair discrimination in which the result of using a particular personal selection method has a negative effect on protecting group members compared with majority group members. often contrasted with disparate treatment. (Slide 4/pg.164)

adverse impact

includes behaviors directed at calming members who may be stressed and help incr4ease morale and cohesion. (pg.316)

affect management.

components refer to the employee's emotional attachment to and identification with the target. (pg.337)

affective

a social policy that advocates members of a protected group will be actively recruited and considered for selection in employment. (pg.172)

affirmative actions

The striving to achieve a more desirable outcome. It is this sense of striving, being focused, and having a strong goal orientation that invigorates people to channel their energies. (pg.365)

aspirations

People want to feel like they have a say in what it is they do. When they feel like they have the discretion to make their own choices, they are more likely to derive enjoyment from a task. (pg.397)

autonomy

the percentage of the current employee in a job who are judged to be performing their job satisfactorily. If at 100% there is no more improvement to the selection process. (pg.186)

base rate

How should you not measure production? (Slide 18)

be relatively measured, for example in a production line a mistake from one employee can affect the performance of another employee, so error is not a good criterion.

Is the desire of two or more members with differing ideas and interest to understand the views of the other. (pg.315)

benefit conflict

extent actual criteria consistently measure something else. (Slide 4)

bias

is characterized by emotional exhaustion, cynicism, and feelings of reduced personal accomplishment. (pg.339)

burnout

the degree to which members of a team feel attached to their team and are compelled to say in it. (pg.316)

cohesion.

shared belief that the team can be successful. Tend to set more challenging goals and, when confronted with difficulties keep on trying rather than giving up. (pg.316)

collective efficacy

Stress-induced aspects related to one's livelihood, including layoffs, unemployment, and a lock of career opportunities. (pg.366)

career-related stressors

Job demands or characteristics that create positive feelings of achievement or fulfillment. Such as job overload, time pressures, or high levels of responsibility. (pg.367)

challenge stressor

Is the sense of loyalty, union, and connections between the individual and the team. When the individual is committed to the team, he or she is likely to accept the team's goals, work hard to achieve them, and feel warmly towards the team. (pg.308)

commitment

Reflect a choice to be dictated to and responsible for a particular organization. An employee who makes a conscious decision to be loyal to his or her supervisors is indicating a commitment to that individual. embraces the role over to them. (pg.337)

commitment

as a general rule, people refer to feel capable of doing things. When the feel like they are able to perform successfully and experience mastery over a task, they are more likely to gain a sense of enjoyment in doing it. (pg.397)

competence

is the mixture of adaptive skills as well as beliefs and opinions that are consistent with reality. Successful in various sectors of life's activates, such as relationships with other gainful employment, and adaptability. (pg.365)

competence

A schedule of work hours that typically involves more hours per day and fewer days per week. (pg.380)

compressed workweek

A method of training that utilizes computer technology to enhance the acquisition of knowledge and skills. (pg.208)

computer-based training

Refers to being punctual, having attendance better than the group norm, and judiciously following company rules, regulations, and procedures. (pg.346)

conscientiousness

How the leader interacts on a personal level with workers. This is concerning the people-oriented aspect of leadership (i.e., being considerate of others). (pg.427)

consideration.

A conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group. (pg.430)

contingency approach

refers to the commitment based on the costs that the employee associates with leaving the organization. (pg.337)

continuance

a type of rating error in which the rater assesses the ratee as performing better (or worse) than he or she actually performed due to a comparison with another ratee who performed particular poorly (for well). (Slide 6/pg.242)

contrast error

Everyone must be present during certain designed hours. (pg.379)

core time.

A broad range of employee behaviors that are harmful to other employees or the organization. Also called workplace incivility, organizational deviance, and insidious workplace behavior. (pg.349)

counterproductive work behavior

A type of team created for the purpose of developing innovative possibilities or solutions. develop new product or service. (pg.303)

creative team

a standard that separates successful from unsuccessful job performance. (pg.186)

criterion cutoff

Specific behavior indicative of good or bad job performance. Supervisors record behaviors of employees that greatly influence their job performance. Grouped by job knowledge, decisions making ability, leadership, etc. Example: "always wear safety glasses". (pg.247)

critical incidents

An area of research that examines the degree to which psychological concepts (similia Ries and differences in individual psychological and social functioning in various cultures and ethnic groups) and findings general people in other cultures and societies. (Slide 8)

cross-cultural I/O Psychology

involves experiencing a sense of pride in one's work and challenge from it. (pg.339)

dedication

Discrete, target-specific feelings that are of relatively short duration. (pg.328)

emotions

The degree to which a person's feels invigorated dedicated and absorbed in his or her work. (pg.339)

employee engagement

is the counterpart to burnout. which includes energy, involvement, and sense of efficacy. (pg.339)

engagement.

Those that have a greater preference for being over-rewards (or high outcome/inputs compared to others). (pg.404)

equity sensitives

extent to which actual criteria is related to nothing at all. (Slide 4)

error

Involves attempts by the team and the individual to assess the maximize each other's value. This includes the team identifying the goals to which an individual can contribute, and the individual evaluating how participation on the team can satisfy his or her personal needs. (pg.308)

evaluation

is dictated by the prospect of some instrumental outcome and is externally derived. Such as going to the gym a losing weight. (pg.393)

extrinsic motivation

Subgroup emerging within a team. (pg.315)

faultiness

A theory of motivations that suggest that individuals will experience an intense level of enjoyment concentration, and lack of self-awareness when actively engaged in the activities that have clear goals, unambiguously feedback, and a match between one's skills and the challenge of the task. (pg.396)

flow theory

Team must set timelines and prioritize goals. Teams must be flexible, however, with timelines and priorities as situation change and obstacles may appear. (pg.313)

goal specification

What is the basis for work-family conflict? (pg.372)

has its theoretical basis in the scarcity hypothesis, which states that individuals have a finite number of resources (time, energy, attentions, when too much of one resource is allocated to a particular domain, the other suffers.

Culture in which Information is implicit, meaning of words depends on the context, Communication is highly non-verbal. ​encourage people to use their senses - to stay close to each other and touch each other in the process of communicating - as part of the communication process. (Slide 10)

high context cultures

Give examples of changes in the workforce/place where I/O Psychology would be used. (Slide 13)

higher level of education, population increase, family composition, immigrants, technology,

reflects a merging of an individual with an organization. The bond is defined by the individual. An employee who considers the organization's values to be the same as his or her may identify with the organization, creating a bond that reflects a psychological merging of the employee and organization. (pg.337)

identification bonds.

What are the benefits that comes from the work aspect of the work-family enrichment? (pg.373)

in addition to materials resources like money, work also helps individuals gain skills and broaden their perspective, develop their social network, and generate greater physical resources such as self-efficacy.

Go beyond their formal job duties and take responsibility for completing tasks that are most critical to the success of the work group. In return they receive more attention, support, and sensitive from their leader. (Pg.432)

in-group

pay special attention to each individual follower's needs for advancement and growth by acting as a Coash or mentor. (pg.435)

individualized consideration

is manifest by providing knowledge about procedures that demonstrate regard for people's concern. People are given adequate accounts and explanations of the procedures used to determine desired outcomes. (pg.344)

informational justice

Contributions they make to a situation like their level of efforts, knowledge, or specific skill set. (pg.402)

inputs

what are the comparisons involved in equity theory involve? (pg.402)

inputs and outcomes.

Within expectancy theory, the belief that performance will lead to an outcome. (pg.399)

instrumentality.

IS the drive to do thing simply for the sake of doing them. Such as going to the gym because you enjoy the process of body building. (pg.393)

intrinsic motivation

The team searches for individuals who can contribute to the achievement of team goals. (pg.309)

investigation phase

A theory of leadership based on the nature of the relationship between a leader and members of the group he or she leads. (pg.432)

leader-member exchange theory

A standard of judging the effectiveness of training that refer to the amount of new knowledge and skills acquired through training. (Slide 230)

learning criteria

Referred to as authority this means that the employee believes the organization's power over him or her is legitimate. Such as being asked to workover time from a boss as compared to a coworker. (pg.429)

legitimate power

The unit of level (individual, teams, organizations, nations, etc.) that is the object of the researchers' interest and about which conclusions are drawn from the research. (pg.300)

level of analysis

Culture in which Information is explicit, Words have specific meaning, Communication is highly verbal. ​the preference is to stand apart and not touch each other while communicating. (Slide 10)

low context cultures

both parties try to maximize their respective needs the achievement of the team and the satisfaction of the individual. (pg.309)

maintenance

An equation for indexing the potential of a job to motivate its holders. People who have high GNS exhibit high motivation when the job has a high level of this term. (Slide 21)

motivating potential score (MPS)

Addressed the dilemma of disentangling the sources of influence on our behavior from an individual, team, and organization perspective. often uses meta-analysis. (pg.301)

multilevel

refers to the employees' feelings of obligations to remain with the organization. (pg.337)

normative

This stage occurs once the team member understands their roles and have an agreed-upon goal and plan for accomplishing the goal. Members now understand their roles in the group and accept their positions. (pg.306)

norming stage

The theoretical concept pertaining to the fair treatment of people in an organization what are the three types of this term? (pg.341)

organization justice 1) Distributive 2) Procedural 3) Interactional

parts of the training needs assessment in which the organization's strategic objectives and the availability of resources and support are identified. (pg.206)

organizational analysis

Employee behavior that transcends job performance and is directed to the overall welfare of the organization. Alo called pro-social behavior, extra-role behavior, and contextual behavior. (pg.346)

organizational citizenship behavior

Pay, recognitions or other benefits. (pg.402)

outcomes

each employee is compared with every other employee in the group being evaluated. The rater's task is to select which of the two is better in the dimension being rated. The method is typically used to evaluate employees on a single dimension such as overall ability to performance the job. best used in small samples. Formula: # of people (# of people - 1)/2. (pg.244)

paired-comparison method.

A technique of appraising the performance of coworkers by nominating them for membership in a group. (pg.252)

peer nominations

The infrequent assessment of an employee's performance. (Slide 3/pg.234)

performance appraisal

The continuous process of how an organization manages and aligns all of its resources to achieve high performance. (Slide 3/pg.234)

performance management

this is when the team members coordinate their actions and behavior as a cohesive, fully functioning unit. Their actions are smooth and coordinated, and performance is optimal. (pg.306)

performing stage.

Reflect the motivation over time, as opposed to a one-time choice between course of action (direction) or high levels of effort aimed at a single task. (pg.393)

persistence

part of the training needs assessment in which the people who need training are identified. The task and KSAOs identified help determine training objectives, particularly when there is evidence that performance is subpar. (pg.206)

person analysis

•a set of tasks performed by a single employee. For example, the position of a secretary is often represented by the task of typing, filing, and scheduling. (Slide 8)

position

Along the predictor axis is a vertical line that separates accepted from rejected applicants. (pg.183)

predictor cutoff

a type of team created for the purpose of focusing on solving ongoing problems or issues. Consistent high trust focus on solving problems. (pg.303)

problem-resolution

The fairness of the means used to achieve results in an organization. Such as stopping theft. (pg.343)

procedural justice

a designation for members of society who are granted legal status by virtue of a demographic characteristic, such as race, sex, national origin, color, region, age, and disability. (Slide 3/pg.160)

protected groups.

Having confidence to take on and put in the necessary effort to succeed at challenging task. (pg.368)

psychological capital

Explains the difference between a predictor value of r = .00 and r = 0.8. (Slide 11-122/pg.183-84)

r = 0.8: means that there is a correlation between above average performance and acceptance or average and below average and rejection. r = .00 there is no relation between test performance and being accepted or rejected. basically, testing the validity of a test.

the rater ranks employees from high to low on a given performance dimension. The person is ranked first is regarded as the "best" and the person ranked last as the "worst". is relative to some standard. (pg.244)

rank order method.

A concept that refers to organizationally induced pressures that compel rater to distort their evaluations. intentional rating distortion is more likely to be a result of the rater's unwillingness to provide accurate ratings than of their capacity to rate accurately. (pg.249)

rater motivations.

Employers are required to modify or accommodate their business practices in a reasonable fashion to meet the needs of persons with disabilities. Such as ramps, elevators, etc. (Slide 4/pg.163)

reasonable accommodation

The team and individual try again to influence each other so that the team's needs are more likely to be satisfied. (pg.309)

remembrance

The team recalls the individuals' contributions to the achievements of its goals, the individual recalls his or her experiences with the team. (pg.309)

remembrance

This is the capacity to offer positive incentives for desirable behavior. To the extent that toy can provide something of value to somebody, you have power over the. Such as raises, vacations, good work assignments. (pg.429)

reward power

When commitments reach a certain level. shows an individual commitment to the team over time as he or she passes through the five phases of team membership. (pg.308)

role transition

number of employees hired in that group/number of total job applicants in that group. (key terms)

selection ration.

A technique of performance appraisal in which individuals assess their own behavior. What are the potential disadvantages of this term? (pg.253)

self-assessment 1) Individuals have poor understanding of their strengths and weaknesses 2) Positive leniency is a problem 3) Fewer halo errors.

explain how I/O psychology an applied psychology. (Slide 6)

share focus on scientific method in seeking to find answer to research question, (1) IO psych might establish hypotheses about a topic relevant to the workplace, and test.

What is the trend in methods and techniques of training? (Slide 8)

shift from instructor-led classroom toward learner-centered, technology-based (computer-based) training.

A non-traditional work pattern in which an operation functions 24 hours per day. Typical work shifts are 7am-3pm, 3p,-11pm, and 11pm-7am. (pg.380)

shift work

Dictates who will perform various task. When teams have high levels of this trait members have highly specialized knowledge or capabilities that make it more difficult to substitute one member for another. Low levels of this trait enable team's member to be readily substituted for one another to execute task. (pg.309)

skill differentiation

Interpersonal aspects that cause stress, such as conflicts with one's boss, bullying, and sexual harassment from a coworker. (pg.366)

social stressor

the individual assimilates into the team and the team accommodates itself to the individual. if both parties accept each other the individual becomes a full member of the team. (pg.309)

socialization

The process of mutual adjustments between the team and its members especially new members. What are the three psychological concepts that explain how socialization process occurs? (pg.306)

socialization 1) Evaluation 2) Commitment 3) Role transition

Refers to avoiding complaints, petty grievances, gossiping, and falsely magnifying problems. (pg.346)

sportsmanship

Is the average of the individual team members; abilities to make accurate decisions. (pg.320)

staff validity

There is a great deal of interpersonal conflict and jockeying for position and status within the group. (pg.306)

storming stage

Stressors resulting from huge changes, such as mergers and acquisitions or the widespread implementation of new technologies. (pg.366)

stressful change processes.

anything that evokes a stress reaction. Such as getting fired, or losing a large client, or they can be ongoing problems such as daily hassles or constantly having to deal with a rude colleague. (pg.366)

stressor

a set of factors used to assess job performance that are the product of someone's (e.g. supervisor, peer, customer) judgement of these factors. (Slide 18)

subjective performance criteria

•the lowest level of analysis in the study of work; a basic component of work (such as typing) (Slide 8)

task

objectively written descriptions of the behaviors or work activities (considerations of work duties, responsibilities or functions) engaged in by employees in order to perform the job. they are concise expressions of tasks performed (e.g. "splice high-voltage cables" or "order materials and supplies"). (Slide 10)

task statements

A social aggregation in which a limited number of individuals interact on a regular basis to accomplish a set of shared objectives for which they have mutual responsibility. (Slide 4)

team

The value an individual finds in performing the work, in and of itself. (Slide 370)

the intrinsic value of the work

A systematic process of identifying and specifying training requirements. Consist of organizational, task, and person analysis. (Pg.205)

training needs assessment.

is the finding that adding external incentives to a task that was initially enjoyable could actually decrease intrinsic motivation. (pg.397)

undermining effect

Within expectancy theory, the extent to which outcomes are valued. (pg.400)

valence

Linkage between predictors and criterion (Slide 8)

validity

Behaviors such as rudeness, ostracism, spreading rumors, and sarcasm. (pg.349)

verbal

which is a sense of personal energy for work. Exist along a continuum. is more predictive of job performance than either dedication or absorption. (pg.339)

vigor

A type of computer-based training that uses three-dimensional computer-generated imagery. (pg.210)

virtual reality training

a type of team in which the members, often geographically dispersed, interact through electronic communication and may never meet face-to-face. (pg.304)

virtual team

behaviors such as turnover and absence that is the result of noxious employment conditions, either temporary (absence) or permanent (turnover) (pg.335)

withdrawal behavior

The extend to which an employee feels a sense of allegiance to his or her work. (pg.336)

work commitment

is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to demine its form, direction, intensity, and duration. (pg.393)

work motivation

aspects about one's work time arrangement that creates stress such as shift work and overtime. (pg.366)

work schedule-related stressor

what do many diversity training programs focus on? (Slide 19)

§increase trainee knowledge §find common ground §challenge belief systems

what are the differences between KSAOs and Competencies? (Slide 17)

▪ Competencies are much more general, have little precision or rigor ▪ Does NOT consider the work performed ▪ Tries to link employee's personal qualities to company mission

What is the Relationships Among Job Performance Criteria? (Slide 19)

▪ Most are relatively independent from each other ▪ Research shows there really is no "one best"

What is the goal of linkage analysis? (Slide 12)

❑ Examines the relationship between KSAOs and tasks performed ❑ Unites task and worker-oriented information

who rates task statements? what dimensions are rated? (Slide 10)

❑ Incumbents (employee) then rate the tasks ▪ frequency, importance, difficulty, etc

what are the different uses of the job analysis information? (Slide 14)

❑ Offers rationale for personnel selection tests ❑ Organizes positions into job families to find compensation levels ❑ Provides information as to content of training needed ❑ Provides basis for content of performance appraisal ❑ Can be used in vocational counseling - career selection (O*NET)

What are the words that stand for KSAO? (Slide 11)

➢K - knowledge - types of information needed ➢S - skills - proficiencies need that can be practiced ➢A - abilities - relatively enduring innate proficiencies ➢O - other - personality or capacities