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Org Psych 1, 6,7
Job Analysis and Org Theories
| Question | Answer |
|---|---|
| A job analysis serves several functions in organizations including | getting info needed to write a job description, develop or identify appropriate job performance and selection measures, determine training needs, and make decisions about job design and redesign |
| Job analysis is a systematic procedure for “identifying how a job is performed, the conditions under which it is performed, and | the personal requirements it takes to perform the job” |
| What are the Methods of obtaining information for job analysis? Name 1 | observing employees doing the job; interviewing employees and supervisors about the job; having employees, supervisors, and others familiar with the job complete surveys and questionnaires; and using electronic performance monitoring. |
| An employer asks you to observe a job an write a description for it, next he asks if the line workers need retraining. You are doing a? | Job analysis |
| Name the two types of Job analysis? Which one focuses tasks to complete the job? | worker-oriented job analysis focuses on the knowledge, skills, abilities, and other characteristics (KSAOs) that are required to accomplish job tasks.work-oriented job analysis focuses on the tasks that must be accomplished to achieve desired job outcomes |
| if you have workers and supervisors develop a comprehensive list of job tasks, have SME's rate the identified tasks in terms of frequency/importance, and then include tasks with high ratings in the job description- you are doing a? | Task analysis, which is a work-oriented approach |
| Position Analysis Questionnaire (PAQ) is a worker-oriented job analysis questionnaire that addresses six categories of work activity: | information input, mental processes, work output, relationships with other people, job context, and other characteristics. |
| PAQ is to worker orientation, as Task analysis is to __________ | Work-oriented job analysis. |
| While job analysis focuses on the tasks and/or worker characteristics required to perform a specific job successfully, competency modeling is ? | always worker-oriented and focuses on attributes required to successfully perform all jobs/subset w/in an organization; linked to the org's values, goals, and strategies. “Exhibiting professional integrity " is an examples of core competencies |
| Competency modeling serves what functions? | identifying appropriate job selection and performance measures, determining the content of training programs, and identifying future job requirements. |
| You've been asked to choose the content of a counterintelligence employee training. This is a type of? | Competency Modeling |
| Job analysis is ordinarily the ____ _____ in job evaluation | first step |
| a job evaluation is conducted specifically to facilitate decisions related to | Compensation. |
| the principle that workers performing jobs that require the same skills and responsibilities or that are of comparable value to the employer should be paid the same. | comparable worth. Comparable worth has been applied primarily to the gender gap in wages. |
| The point system is a commonly used method of job evaluation. It entails? | determining the monetary value of a job by assigning points to the job’s “compensable factors” effort, skill, responsibility, work conditions), add points to derive a total, and using the total score to determine the appropriate compensation for the job. |
| Measures of job performance are also referred to as | criterion measures |
| criterion measures serve what functions? | providing employees with feedback about their performance and evaluating employee performance to obtain the information needed to make decisions about raises, promotions, etc. |
| Performance appraisal measures are categorized as objective or | Subjective measures |
| What are the most commonly used performance measures in organizations | Subjective measures take the form of performance ratings and are the most commonly used performance measures |
| Objective measures can provide important information, but they’re not available for certain jobs, AND what are other limits? | they don’t always provide complete information about employee performance, and they can be affected by situational factors such as inadequate resources or support. |
| A major disadvantage is that they can be affected by rater biases and errors. What is one advantage? | Advantages of subjective measures are they allow raters to take situational factors that affect performance into account, and they can provide information that’s useful for giving employees feedback |
| There are two types of subjective rating scales - name one? | relative and absolute. Relative rating scales require the rater to evaluate an employee by comparing the employee to other employees, while absolute rating scales require the rater to evaluate an employee without considering the performance of others. |
| Relative rating scales include the paired comparison technique and the ? | forced distribution method: |
| paired comparison technique, the rater compares each employee to all other employees in pairs on each dimension of job performance; it picks who is best. | An advantage of this technique is that it alleviates central tendency, leniency, and strictness rater biases; a disadvantage is that it can be very time-consuming to use when there are many employees to rate. |
| Ex, require that 10% of employees be assigned to the poor performance, 20% to the below avg performance , 40% to the avg, 20% to the above avg and 10% to excellent. | forced distribution method requires the rater to assign a certain percent of employees .alleviates central tendency, leniency, strictness rater biases, but provides inaccurate information when the performance of employees does not match the categories |
| Absolute rating scales include the | critical incident technique, graphic rating scales, and behaviorally anchored rating scales |
| identifying employee behaviors associated with exceptionally poor and good performance by observing employees while work or by interviewing people familiar, list of “critical incidents” used to evaluate perfo by checking those tht apply to each employee? | critical incident technique (CIT) is a method of both job analysis and performance assessment |
| An advantage of CIT is that it provides useful information for employee feedback because it focuses on observable behaviors. But disadvantages? | Disadvantages are that it can be time-consuming to develop, it focuses on extreme (rather than typical) behaviors, and it’s job-specific, which means that new critical incidents must be identified for different jobs. |
| graphic rating scale, the rater rates an employee’s performance on several performance dimensions on a Likert-type rating scale – e.g., from 1 (poor performance) to 5 (excellent performance). What are adv.dis? | An advantage of graphic rating scales is that they’re easy to construct; a disadvantages is that they’re vulnerable to rater biases. |
| Behaviorally anchored rating scales (BARS) are a type of graphic rating scale in which each point on a scale is | “anchored” with a description of a specific behavior. their development, involves having job incumbents, supervisors, SMEs identify dimensions of job perfo and specific bes for each dimension that are associated with good, average, and poor performance |
| Advantages of BARS are that the behavioral anchors help reduce rater biases and provide information that’s useful for employee feedback. Disadvantages? | Disadvantages are that they’re time-consuming to develop and job-specific. |
| ultimate criterion is an ideal measure that assesses all of the important contributors to job performance, while the actual criterion is? | is what a job performance measure actually measures. Criterion deficiency and criterion contamination are two reasons for the gap between ultimate and actual criteria. |
| Criterion deficiency refers to aspects of performance that are not assessed by the criterion. For instance? | a job knowledge test for clinical psychologists would be deficient if it includes questions on psychopathology and clinical psychology but not ethics. |
| for example, when a supervisor’s ratings of employees on the criterion are affected by an employee’s gender or race or by the supervisor’s knowledge of how well the employee did on the predictors that were used to hire him or her. | Criterion contamination occurs when the criterion measure is affected by factors unrelated to job performance |
| Distribution errors occur when raters consistently use only one part of the rating scale when ?? | rating all employees |
| The central tendency bias occurs when the rater consistently gives all employees? | average ratings regardless of their actual performance |
| The leniency and strictness biases occur when the rater consistently gives all employees high ratings OR? | or low ratings, respectively, regardless of their actual performance. |
| The halo error is also known as the halo effect and halo bias. It occurs when | rater’s rating of an employee on one dimension of job performance affects how the rater rates the employee on all other dimensions, even when they’re unrelated to that dimension |
| The halo error can be positive or negative-Example | positive halo error when the supervisor highly values cooperation and rates employees who are very cooperative high on all dimensions of job performance. negative halo error when the supervisor rates employees who are uncooperative low on all dimensions. |
| Your employee never delegates and your find that important... and you rate her low on that, afterwards you rate her low on all other areas of her perf review.. This is? | Negative halo error/bias. |
| Joe always gives everyone a low score because he hates being a manager, not because of their performance. Ex of? | strictness biases |
| Dr.F doesn't want to hurt anyone's feelings on their eval so she gives everyone the same average score, even though some are better/worse. Which bias? | central tendency bias occurs when the rater consistently gives all employees average ratings |
| a supervisor’s ratings are affected by the contrast error when the supervisor gives an average employee below average ratings because she rated an excellent employee immediately before rating the average employee. | The contrast error occurs when a rater’s ratings of an employee are affected by the performance of a previously evaluated employee. |
| You like Neela because she reminds you so much of yourself. So you give her a higher rating on her eval. Example of? | similarity bias occurs when raters give higher ratings to ratees they perceive to be similar to themselves. |
| Methods for reducing rater biases include using? | relative rating scales, anchoring points on an absolute rating scale with descriptions of specific job behaviors, and providing raters with adequate training. |
| relative (rather than absolute) rating scales is most useful for eliminating? | distribution errors (central tendency, leniency, and strictness biases) since relative scales require raters to give some employees higher or lower ratings than they give to other employees |
| Anchoring points on an absolute rating scale with descriptions of specific job behaviors helps reduce? | distribution errors and other biases by clarifying the meaning of each point on the scale |
| providing adequate rater training is the best way to | reduce rater biases as well as other factors that decrease rater accuracy on relative and absolute rating scales |
| research has found that focusing only on rater biases during training can ? | actually reduce overall accuracy and that a better approach is to provide frame-of-reference (FOR) training |
| frame-of-reference (FOR) training is? | understand the multidimensional nature of job performance and the organization’s definition of successful and unsuccessful performance and giving trainees opportunities to practice assigning ratings and receive feedback about their rating accuracy |
| Theory X/Theory Y focuses on the interactions between supervisors and subordinates and proposes that a supervisor’s beliefs about subordinates have ? | a self-fulfilling prophecy effect. In other words, a supervisor’s beliefs determine how the supervisor acts toward subordinates which, in turn, determines how subordinates behave. |
| Theory X supervisors believe that subordinates are | inherently lazy, dislike responsibility, resist change, and are concerned only about themselves and that supervisors must be directive and controlling to ensure that workers meet organizational goals |
| Theory Y supervisors believe | subordinates enjoy work, are self-directed and internally motivated, and seek responsibility and that a supervisor’s role is to provide subordinates with conditions that allow them to fulfill their own goals by achieving organizational goals. |
| McGregor was influenced by the human relations approach and the work of | Maslow and believed that Theory Y produces the best outcomes for employees and organizations. |
| According to Katz and Kahn (1978), organizations are open systems that have the characteristics of other open systems – for example, they | undergo cycles of events, act in ways to maintain homeostasis, avoid negative entropy (decay and destruction of the system) by acquiring new resources, and function according to the principles of equifinality and multifinality |
| According to the principle of equifinality, a system can achieve the same goal or outcome in | multiple ways |
| according to the principle of multifinality, a system can? | achieve dissimilar goals or outcomes from the same initial conditions |
| Katz and Kahn’s Open-System Theory felt what about input-throughput-output cycles | Orgs take in materials/resources (inputs).transform th resources to products, services, and info (throughputs); then send out the products, services, and information (outputs). conseq of outputs (profits, cust feedback) are then brought back in as inputs. |
| Mayo’s (1933) research at the Hawthorne Plant of the Western Electric Company in the 1920s and 1930s contributed to the development of the | human relations approach to management. His research began as an application of scientific management and involved altering illumination level and other physical work conditions to identify what conditions maximize job productivity. |
| Hawthorne Effect | Mayo: productivity usually increased, regardless changes made. The results of subsequent interviews and observ workers indicated that increased productivity was due to the attent workers received as res participants.Mayo referred to this as the |
| productivity was affected by informal work group norms and that workers were | sanctioned by coworkers for violating those norms. For example, workers used “binging” (punching a coworker on the upper arm) to let coworkers know when their productivity levels were too high. |
| Mayo’s (1933) research at the Hawthorne Plant what factors as most important for worker motivation and productivity? | social factors were more important than physical work conditions for work motivation and productivity. |
| Weber (1947) described a bureaucracy as an impersonal and rational way to ensure? | an organization’s operations are orderly-efficient. a division of labor, a defined hierarchy authority, formal rules/procedures, employment decisions based on competence, written records of decisions and actions, and separation of ownership/mgmt. |
| Taylor’s (1911) scientific management proposes that, to maximize organizational efficiency and productivity, managers must use scientific methods (time-and-motion studies) to identify the best way to do a job; (b) make sure that | workers are scientifically selected/train by determg the skill 4 each job -selecting/traing ppl so their skills match th reqs. equal div of labor;managers resp planning work/workers for implement. cooper not coerce workers so work fllws scientific princ. |
| Taylor’s (1911) scientific management- He believed what are workers motivated by? | Taylor also believed that workers are motivated primarily by a desire for economic gain and advocated linking financial incentives to productivity by, for example, using a differential piece-rate system that gives efficient workers higher wages. |
| Organizational change is a process, a goal, or both … [and organizational development] is a | toolbox of various methods for affecting that change |
| Lewin’s (1951) three-step model is an early model of planned change-What are the 3 steps? | Unfreezing involves identifying,reducing forces of undesirable status quo +increasing disrupt forces. Changing-implementdesired changes to equilib. Refreezing involves integrating the desired change into values2 stabilize /equilibrium,prevent regression. |
| Cummings and Worley’s (2015) general model of planned change- 1: entering and contracting phase, 2;diagnosing phase consists of collecting and analyzing. Then? | planning and implementing phase includes addressing the organization’s readiness to change, creating a vision . evaluating and institutionalizing phase consists of evaluating the implementation and results of the OD interventions |
| Methods of Organizational Development include? | Survey Feedback, Process Consultation, Self-Managed Work Teams, Technostructural Interventions, Total Quality Management: Total quality management (TQM) emphasizes “continuous improvement, Appreciative Inquiry, Program Logic Model. |
| What method of organiz. dev. includes: Compressed work week, business process reengineering, job enrichment, and alternative work schedules. | Technostructural interventions. |
| What method of organiz. dev. includes continuous improvement through quality circles, benchmarking, and six sigma? | Total Quality Management |
| What method of organiz. dev. includes combines elements of social constructionism and positive psychology and “involves identifying the unique and best aspects of the organization, followed by generating ideas about how to build on them? | Appreciative Inquiry |
| useful tool,” the primary purpose of a program logic model is to “provide stakeholders with a road map describing the sequence of related events connecting the need for the planned program with the program’s desired results? | Program Logic Model- Inputs, Activities (developing training materials, conducting training sessions), Outputs (tangible results or products of program activities), Outcomes (expected changes in the knowledge and skills of managerial candidates) |
| The process of appreciative inquiry is referred to as ... | the “4D cycle” and consists of four phases; discovery (appreciate “what is”), dream (envision “what could be”), design (determine “what should be”), and delivery/destiny (sustain “what will be”). |
| Program logic models can be created for all types of programs EX | employee wellness program, management training program, substance abuse prevention program for high school students |
| In program logic model; Outputs are? | Outputs are the direct, tangible results or products of program activities – e.g., predicted level of employee satisfaction with the program, number of employees who will complete training, number of students who will participate in the program. |
| Business process reengineering (BPR) is a technotructural involves | increasing organizational efficiency by radically redesigning the organization’s financial, communication, and other core processes. |
| Baltes and his colleagues (1999) conducted a meta-analysis of research on the impact of flextime on objective measures of job productivity, self-rated job performance, absenteeism, job satisfaction, and satisfaction with the work schedule: | The results indicated that the strongest beneficial effect of flextime was on the reduction of absenteeism and the weakest effect was on self-rated job performance. |
| . Research has found that the compressed workweek has a | strong positive effect on job satisfaction and a positive but weaker effect on job productivity, but its effects on absenteeism are unclear |
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