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Psych Exam2 Sup.Chap
Boom Dizzle Supplemental Chapter
| Question | Answer |
|---|---|
| What is I/O Psychology? | • I/O psychology: Branch of psychology is concerned with the study of behavior in work settings and the application of psychology principles to change work behavior. • Dual Focus o Efficiency/productivity of organizations o Health/well-being of employe |
| Scientific Management – Frank Taylor (Origins of Psychology) | o Determine the most efficient methods for performing any work-related task o Time and motion studies o Assembly lines o Selection and recruitment of military recruits |
| Ergonomics / Human Factors (Origins of Psychology) | o Intersection of engineering and psychology o Focuses on safety and efficiency of human machine interactions o Perception, attention, cognition, learning, social, and environmental psychology o Applied Psychology |
| Hawthorne Studies (1927-1932) | How work conditions influence productivity |
| The Hawthorne Effect | o Individual productivity increases when workers are singled out and made to feel important. o Performance is subject to social pressures and group norms |
| Human Relations Movement | A management approach emphasizing the psychological characteristics of workers and managers, stressing the importance of such factors as morale, attitudes, values, and humane treatment of workers. |
| Industrial Psychology (Definition and Examples) | Emphasis on how to use human resources to increase efficiency and productivity • Job analysis and evaluation • Employee Selection • Training • Performance appraisal |
| Job Analysis | Job Oriented Description & Person Oriented Description |
| What is KSAO? | Common elements in a person-oriented job analysis; an abbreviation for Knowledge, Skills, Abilities, Other characteristics |
| Job Evaluation | Compensable Factors |
| Americans with Disabilities Act (ADA) of 1990 | Passed in 1990, the Americans with disabilities Act forbids discrimination in the workplace based on disability or illness. |
| Civil Rights Act of 1964, Title VII | The Civil Rights Act forbids discrimination based on race, national origin, sex, or religious affiliation. |
| Personnel Selection (Definition) | Some procedures involved in personnel selection include testing, interviews, work samples, and other exercises. |
| Personnel Selection (Procedure) | • Recruitment • Testing o Integrity tests and biographical inventories • Interviews o Interviewer Illusion o Structured Interviews • Work Samples and Exercises |
| Orientation (Training) | Acquaint employees with the organization and with other employees |
| Formal Training (Training) | o Overlearning – making the task “automatic” o Employee development |
| Mentoring (Training) | “Natural” mentoring relationships |
| Performance Appraisal | Evaluating a person’s success at their job |
| Source of Bias (Performance Appraisal) | • Sources of Bias o Halo effect o Distributional error Leniency errors Severity errors Central tendency errors |
| 360-Degree Feedback | Everyone who is affected by your work has some input in evaluating your performance. |
| The “Japanese” Management Style (Management Approach) | Quality control and worker participation in organizational decision making |
| Theory X and Theory Y (Management Approach) | o Theory X managers motivate by exerting control and threatening punishment. o Theory Y managers motivate by allowing workers to participate in problem solving |
| Strengths-Based Management (Management Approach) | o Stressed that maximizing an employee’s existing strengths is a much easier proposition than trying to build such attributes from the ground up. |
| Affective Commitment | Emotional attachment to the organization |
| Continuance Commitment | Perception of economic and social costs of leaving organization |
| Normative Commitment | Sense of obligation to the organization |
| Jobs, Careers, and Callings (Definitions) | o Job – No Training, personal control, freedom o Career – Work as opportunity for advancement o Calling – Work has value beyond economics |
| Job Crafting | Physical and cognitive changes that individuals make within existing task constraints. |
| Transformational Leadership | o Emphasizes vision for an organization o Four key elements 1. Providing idealized influence 2. Inspiring others to achieve 3. Intellectually stimulating employees 4. Showing concern for employee’s well-being o Promotes organizational |
| Leaders’ Implicit Followership Theories (LIFT) | • Leaders have beliefs/prototypes of what followers are suppose to be like • Six Key factors of LIFT: o Prototype: Industry, Enthusiasm, Good Citizen o Antiprototype: Insubordination, Incompetence, Conformity |
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