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Org Psych 2,6, 10 11
Emp Selection,Satisfaction,theories motivation
| Question | Answer |
|---|---|
| Selection techniques are often referred to as predictors. Commonly used predictors in organizations include | interviews, general mental ability tests, personality tests, integrity tests, work samples, assessment centers, and biographical information. |
| recent studies using statistical methods that provide a more accurate estimate of interview validity have found that structured and unstructured interviews have | the same average validity coefficient (.58) and that structured and unstructured interviews are the second most valid predictors of job performance after general mental ability tests |
| When conducting an unstructured interview, interviewers can | ask whatever questions they want to ask and do not necessarily ask all applicants the same questions. |
| Behavioral and situational interviews are types of | structured interviews: Behavioral = past behavior is the best predictor of future behavior/how they responded in the past. Situational are future-oriented and consist of questions that ask interviewees how they would respond to hypothetical situations |
| recent meta-analysis found that, when behavioral and situational interview questions were written so they assessed the same job requirements and were asked of the same job applicants, | situational questions were more valid predictors of job performance than were behavioral questions, suggesting that intentions are more predictive than past behaviors |
| General mental ability tests are also known as | general cognitive ability tests and intelligence tests. They have been found to be the most valid predictors of job performance across a variety of jobs, performance criteria, and organization |
| General mental ability tests; disadvantage of these tests is | that they are associated with a greater risk than other predictors for having an adverse impact on job applicants belonging to some ethnic/racial minority groups. |
| personality tests used to facilitate selection decisions in organizations assess the Big Five personality traits- which element is best indicator of job performance. | conscientiousness has been found to be the best predictor of job performance across different jobs and different performance criteria ( |
| Integrity tests are used to predict whether an applicant is | likely to engage in counterproductive behs. 2 types: Overt integrity tests ask directly about attitudes toward/history of dishonesty/theft. personality-based- aspects of personality linked to dishonesty, discip probs, sabotage, counterprod behaviors. |
| Do integrity tests impact minorities? | Integrity tests do not seem to have an adverse impact for racial/ethnic minorities. |
| What integrity test is the best predictor of counterproductive bxs? | overt tests being better predictors of counterproductive behaviors and personality-based tests being better predictors of job performance |
| Schmidt, Oh, and Shaffer’s (2016) meta-analysis of research on selection methods found that | integrity tests were the fourth most valid method after general mental ability tests, interviews, and job knowledge tests. combining a general mental ability test with an integrity test produced the greatest gain(increm validty) |
| While traditional work sample tests are appropriate for experienced applicants, ? _____ _____ _____tests are useful for applicants who do not have previous job experience. | trainability work sample tests are useful for applicants who do not have previous job experience. |
| work sample decrease in validity has been attributed to the fact that,? | in the past, work samples were used primarily as a selection method for manual skilled jobs but are now increasingly used for jobs in the service sector and may be less accurate for those jobs. |
| Work samples are often included as part of a realistic job preview (RJP), which involves ? | informing job applicants about the positive and negative aspects of the job to reduce the risk for turnover after applicants are hired by ensuring they have realistic job expectations. |
| Assessment Centers often used to evaluate candidates for managerial-level jobs and involve having multiple raters rate candidates on several performance dimensions using multiple methods. | Assessment centers Methods include personality and ability tests, structured interviews, and simulations (work samples). |
| Assessment center simulations (work samples) include what 2 types? | in-basket exercise is used to assess decision-making skills; respond to memos, phone messages, they would encounter on-the-job. leaderless group discussion- evaluate the leadership -to work together w/o an assigned leader to solve a job-prob. |
| biographical information have been chosen because they predict job performance, the measure is referred to as | a biodata form (or just biodata) or as a biographical information blank (BIB). |
| Biodata has been found to be a good predictor of performance for a variety of jobs, ranging from________________________________. applicants may consider them to be irrelevant to job performance and an invasion of their privacy and refuse to answer them. | unskilled jobs to managerial- and executive-level jobs. disadvantage of biodata, even though items found to be job-related, some lack face validity –don’t“look like” they are asking about attributes or experiences that are related to job performance. |
| No single predictor is likely to be adequate for | making accurate hiring decisions, and organizations ordinarily use multiple predictors. |
| methods for combining information obtained from multiple predictors are divided into two types – compensatory and noncompensatory: | Compensatory methods are appropriate when a high score on one or more predictors can compensate for a low score on another predictor. |
| Compensatory methods include:Included in this category are clinical prediction and multiple regression- What does clinical rely on? | Clinical prediction relies on the subjective judgment of decision makers, who use their familiarity with job requirements to determine if an applicant’s predictor scores.susceptible to biases and errors |
| Multiple regression is a statistical method for combining scores-each predictor is weighted on the basis of its correlations with the other predictors and with the criterion and the weighted predictor scores are combined | studies have confirmed that statistical methods for combining scores are more accurate than clinical prediction for predicting job performance. |
| Noncompensatory methods are used when a low score on one predictor cannot be compensated for by | a high score on another predictor. multiple cutoff and multiple hurdles. multiple cutoff, all of the applicants must obtain a score above the cutoff score on each predictor to be considered. Multiple hurdles is similar but in a prespecified order. |
| Multiple hurdles is preferable to multiple cutoff when ? | it would be too costly to administer all of the predictors to all applicants. |
| Multiple cutoff and multiple hurdles can be combined with multiple regression by | using multiple regression to predict the criterion scores of applicants who score above the cutoff score on all of the predictors. |
| There’s evidence that level of job satisfaction is stable over | time and across jobs and careers |
| higher levels of self-esteem being associated with | higher levels of both job satisfaction and life satisfaction |
| affective disposition, which is the tendency to respond to a variety of situations | in a similarly favorable or unfavorable way |
| Arvey, Bouchard, Segal, and Abraham’s (1989) study of male identical twins separated soon after birth, which found | found that twins had similar levels of job satisfaction as adults. Based on their data, these investigators concluded that about 30% of observed variability in job satisfaction scores is attributable to genetic factors |
| Distributive justice refers to the fairness of the | distribution of resources and other outcomes. |
| Procedural justice refers to the fairness of the | procedures used to determine outcomes. |
| Interactional justice refers to the fairness of the way that outcomes are communicated to workers and is divided into two subtypes - what are they? | interpersonal (how people are treated in interactions) and informational (how information is explained). |
| All three types of org justice are positively related to | job satisfaction, with no clear consensus about which type is most highly related |
| Job satisfaction has been linked to longevity and psychological and physical health, with the correlation | between satisfaction and psychological health being somewhat higher than the correlation between satisfaction and physical health |
| Iaffaldano and Muchinsky’s (1985) meta-analysis of the research found the average correlation coefficient for job satisfaction and performance to be | be .17. However, Judge, Thoresen, Bono, and Patton (2001) argued that the methodology of the Iaffaldano and Muchinsky study was flawed, and their analysis produced a coefficient of .30. |
| the causal relationship between job satisfaction and performance continues to be debated, and a number of researchers have pointed out | the relationship between satisfaction and performance is stronger when pay and other reinforcers are closely linked to performance, which suggests that reinforcement is a moderator variable and that performance affects satisfaction rather than vice versa |
| When a worker stays only because he needs the money- what type of commitment? | continuance commitment is the extent to which an employee believes he or she must stay with the organization for financial reasons or because of a lack of alternative opportunities, |
| When an employee feels obligated to stay at the organization due to helping from day one. What type of commitment? | normative commitment is the extent to which an employee is loyal to the organization and feels obligated to stay with it. |
| Organizational commitment has low to moderate correlation coefficients with various job outcome measures, with coefficients being somewhat larger for | satisfaction than for performance or turnover (Brown, 1996). |
| A worker is displaying a high level of what type of commitment when they stay because they love the company? | Affective commitment is the extent of an employee’s emotional attachment to the organization |
| Selye's GAS resistance stage begins. During this stage, some physiological functions return to normal while ? | cortisol continues to circulate at an elevated level. This helps the body maintain a high energy level and cope with the stressor. |
| There’s also evidence that a chronically elevated level of cortisol can damage ? | cells in the hippocampus which impairs the ability to form new long-term memories. |
| Sources of work-related stress include a lack of control over work-related factors, work-family conflict, and ? | downsizing |
| Spector’s (1986) meta-analysis of the research indicated that low perceived control at work is related to | job dissatisfaction, reduced job performance, emotional distress, and health problems. The research has also linked machine-paced (versus self-paced) work to higher-than-normal levels of the stress hormone cortisol |
| employees who report a high level of work-family conflict tend to | be less satisfied with their jobs and their lives than those who report a low level of conflict |
| for samples that included only dual-earner couples, men reported slightly greater work-to-family interference, while women reported | slightly greater family-to-work interference |
| research has found that survivors of downsizing often exhibit a survivor syndrome that’s characterized by | reduced job satisfaction and organizational commitment, a sense of loss of control, somatic symptoms, anxiety, depression, insomnia, and guilt about being a survivor. It has been attributed to a sense of unfairness and reduction in trust |
| To reduce the negative effects of downsizing for both victims and survivors, what should company's do? | the procedures the organization will use to determine which employees will be laid off should be fair and communicated in a clear way to employees |
| Job burnout is a potential consequence of chronic work-related stress. What are the 3 core traits of it? | three core characteristics: exhaustion, depersonalization and cynicism, and a sense of inefficacy. |
| early sign of burnout is an increase in the time and effort put into work without ? | an increase in productivity, and it is often accompanied by irritability, negativity, social withdrawal, and somatic symptoms |
| Maslach, Schaufeli, and Leiter (2001) propose that the risk burnout increases when there’s a mismatch between the individual and six aspects of the work environment: | workload, control, reward, community, fairness, and values. |
| Hardiness: Kobasa (1982) has identified hardiness as a personality trait that increases a person’s resistance to the harmful effects of stress. WHY? | Hardy individuals have a sense of control over their own lives, a sense of commitment to family and work, and a tendency to view new experiences as challenges rather than threats. Better phys/mental |
| Organization-based self-esteem (OBSE): OBSE refers to? | employees’ perceptions of their value as organization members”. associated with higher levels of job satisfaction and organizational commitment, it has been linked to job stress, with people with low levels of OBSE being more affected by stress. |
| Type A Behavior: In contrast to hardiness and OBSE, the Type A behavior pattern is associated with increased ? | susceptibility to the negative effects of stress.chronic sense of time urgency, excessive competitiveness, -hostility and has been linked to an increased risk for coronary heart disease (link hostility) |
| Hull’s (1943) drive-reduction theory | is based on the assumption that humans are motivated to maintain a state of equilibrium (homeostasis). unfulfilled innate physiol need causes an uncomf disequilibrium and a drive to restore equilibrium by engaging in behaviors that fulfill the need. |
| Acquired Needs Theory: McClelland’s (1961) | acquired psychological needs on motivation and proposes that these needs are shaped by early experiences. He distinguished between three acquired needs that contribute to work motivation |
| 3 Acquired Needs Theory: McClelland’s (1961) .high need for achievement | are motivated by a desire for success in accomplishing their goals.prefer tasks of moderate difficulty and risk (50/50 chance accomplished); assume personal respons for accomplishing task-prefer not to delegate work to others; clear and frequent feedback |
| People with a high need for power are motivated by | opportunities to control and influence other people and to gain status, prestige, and recognition. |
| People with a high need for affiliation | want to be liked and accepted by others and are motivated by opportunities to form relationships and interact with others. |
| Maslow’s (1970) need hierarchy theory is based on the assumption that people have five basic needs | the needs are physiological, safety, social, esteem, and self-actualization. This theory also assumes that the lowest unfulfilled need in the hierarchy is the strongest motivator (is “prepotent”) |
| Herzberg’s (1966) two-factor theory addresses both motivation and satisfaction and predicts that satisfaction and dissatisfaction are independent states that are affected by | Hygiene factors (pay, benefits, and working conditions) aka job context factors - fulfill lower-order needs.motivator factors ( opportunities for responsibility, challenge, and advancement) aka job content factors and fulfill higher-order needs. |
| Herzberg developed job enrichment as a method of designing jobs | Job enrichment can be applied to different types of jobs, but depend on certain worker characteristics. For example, it tends to have the most positive outcomes for younger and well-educated workers and workers who have a high need for achievement |
| job enlargement is also a type of job redesign but just involves adding new tasks to the job | Although job enlargement may help alleviate boredom, it’s not likely to have a significant effect on satisfaction and motivation. |
| job characteristics model (Hackman & Oldham, 1980) proposes that jobs vary with regard to five core job characteristics | skill variety, task identity, task significance, autonomy, and feedback – |
| these characteristics affect three critical psychological states of workers: | workers experience their jobs as meaningful; opportunities to act autonomously, workers feel responsible for the outcomes; job provides regular performance feedback, workers have knowledge of the results of efforts. |
| Hackman and Oldham also contend that job outcomes are moderated by growth-need strength | Workers with high growth-need strength (those who seek to fulfill higher-order needs) are more likely than those with low growth-need strength to be positively affected by a job that provides the five core characteristics. |
| Equity theory (Adams, 1965) attributes a worker’s level of motivation to social comparisons | and proposes that workers compare their own inputs (what they contribute to work) and outcomes (the pay and other reinforcers they receive from work) to the inputs and outcomes of workers doing the same or a similar job. |
| Underpayment inequity occurs when a worker perceives his/her input-outcome ratio to be | greater than that of others (more work for less pay), and it motivates the worker to decrease his/her work quality and/or quantity or attempt to obtain better outcomes. Not surprisingly, underpayment inequity has a stronger impact |
| Expectancy theory (Vroom, 1964) is also known as VIE theory and describes job motivation as the result of three factors: | worker’s belief that effort will lead to successful performance (expectancy); worker’s belief that successful perfore will result outcomes (instrumentality); value of those outcomes (valence). motivation will be high when all three factors are positive. |
| Goal-setting theory (Latham & Locke, 2007; Locke & Latham, 2002) is based on the assumption that the most important contributor to a worker’s motivation | to achieve goals is the worker’s acceptance of and commitment to those goals. Studies have found that goal acceptance and commitment are maximized when goals are specific and moderately difficult |
| Participation in goal-setting is not necessary for goal commitment except in certain circumstances. | For example, participation increases commitment when the worker has a high need for achievement or is not likely to accept assigned goals. (b) When workers participate in setting their own goals, the goals tend to be more difficult |
| Group goals result in better performance than individual goals do when the accomplishment of a task requires a high degree of worker interdependence | group goals alone are likely to be as effective as group goals plus individual goals |
| correlation coefficient of .27 between leader intelligence and | leader effectiveness |
| intelligence is a better predictor of effectiveness when | the leader’s stress level is low and the leader has a directive (rather than participative) leadership style |
| Which two big 5 traits have largest correlation coefficients with leader effectiveness (.31 and .28, respectively). | extraversion and conscientiousness have the largest correlation coefficients with leader effectiveness (.31 and .28, respectively). |
| Leaders high in initiating structure are task-oriented and focus on | achieving performance goals |
| leaders high in consideration are person-oriented and focus on | fostering the trust and respect of subordinates |
| Because the two dimensions are independent, leaders can exhibit high. low or mixed levels of | Initiating structure or Consideration. Inconsistent Resh but: high level of consideration was more associated w subord satis/motivation. high level of initiating structure was more strongly associated with leader, group, and organization performance. |
| female leaders are perceived to be more effective in social service agencies and | other traditionally “feminine” settings, while male leaders are perceived to be more effective in military and other traditionally “masculine” settings |
| female leaders are more likely to adopt a participative (democratic) style, while male leaders are more likely to | adopt a directive (autocratic) style |
| female leaders are more likely than male leaders to have a transformational leadership style but to also | provide employees with contingency rewards, which is characteristic of transactional leadership |
| male leaders are more likely to engage in management-by-exception, which is characteristic of | transactional leadership, and in behaviors characteristic of laissez-faire leadership |
| Coercive power is most likely to elicit resistance from subordinates, reward and legitimate power are most likely to | elicit compliance, |
| expert and referent power are most likely to elicit | commitment |
| Fiedler believed that leaders are primarily task-oriented or person-oriented (and don't change). He determined a leader’s orientation using | the Least Preferred Coworker (LPC) scale, which requires a leader to rate his or her least preferred coworker on a set of bipolar adjectives High LPC = Person Oriented style |
| According to Fiedler; Favorableness of the situation refers to the degree of influence | a leader has over subordinates. It’s affected by three factors – leader member relations (good or poor), task structure (structured or unstructured), and position power (strong or weak). |
| According to Fiedler, low LPC leaders are most effective in | very unfavorable and very favorable situations, while high LPC leaders are most effective in moderately favorable |
| Hersey and Blanchard’s (1988) situational leadership theory proposes that the optimal leadership style depends on a subordinate’s? | job maturity, which is determined by the subordinate’s willingness (motivation) and ability to perform the job. |
| Hersey and Blanchard’s (1988) situational leadership theory 4 styles are: | Telling (high Task, Low Rel), Selling (high high) Participating (low task,H R), Delegating (low low) |
| Which leadership style is best for is best for subordinates who are high in both willingness and ability accord to Hershey/Blanchard? | A delegating leader has a low-task, low-relationship style and is best for subordinates who are high in both willingness and ability. |
| This theory assumes that employees ordinarily change in terms of willingness and ability over time in a way that requires leaders to become less directive and more participative? | Hersey and Blanchard’s (1988) situational leadership |
| path-goal theory is based on the assumption that effective leaders act as | facilitators who help subordinates achieve their own goals. To do so, a leader must adopt one of four leadership styles (directive, achievement-oriented, supportive, or participative), with the best style depending on task and subord. |
| According to Path Goal theory the supportive style is best when subordinates have a high need for | affiliation and low job satisfaction and the task is mundane and unchallenging. directive style is most effective when subordinates are dogmatic or authoritarian and the task is ambiguous and complex |
| The Vroom-Yetton-Jago contingency model views leadership as a | decision-making process. The original version of the model provided a decision tree to help leaders determine the optimal leadership strategy for a given set of conditions, while the current version provides decision matrices for different situations. |
| This theory has a matrix/ tree for choices. There are five strategies that range from highly autocratic (make the decision alone) to highly democratic (let group members make the decision)? | The Vroom-Yetton-Jago contingency model |
| Dansereau, Graen, and Haga’s (1975) leader-member exchange (LMX) theory is based on the assumption that leader effectiveness and subordinate outcomes are determined by | the quality of the interactions between the leader/ subordinate. subordinates are treated as in-group or out-group members based on whether or not the leader perceives them as being competent, trustworthy, and willing to assume responsibility. |
| Compared to out-group members, in-group members have higher levels of job satisfaction, job performance, organizational commitment, and organizational citizenship (Gerstner & Day, 1997) What theory? | Dansereau, Graen, and Haga’s (1975) leader-member exchange (LMX) theory |
| Transformational leadership involves an “interplay between leaders and followers in which? | each raises the other to higher levels of ethics ,motivation” . 4 character:Idealized influence- charisma/positive model. Inspirational motiv -create a vision. Intellectual stimulation-stimulate creativity+critical thinking. (d) Individual consideration |
| Two defining characteristics of transactional leadership are | use of contingent rewards and management-by-exception (Bass, 1990): Transactional leaders make rewards contingent on performance |
| Passive MBE occurs when leaders do not closely ... | monitor employee behaviors and take corrective action only when serious mistakes. Part of Tranasactional leadership. |
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