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psych ch 13
key terms/idea
| Question | Answer |
|---|---|
| psychology | study of behavior and mental processes. |
| industrial organizational psychology | Branch of psychology is concerned with the study of behavior in work settings and the application of psychology principles to change work behavior. |
| hawthorne studies | How work conditions influence productivity |
| the hawthorne effect | Individual productivity increases when workers are singled out and made to feel important. Performance is subject to social norms and group norms. |
| human relations approach | Workers are motivated not just by money or efficiency but by social needs, feeling valued, and having good relationships at work. |
| industrial psychology | Emphasis on how to use human resources to increase efficiency and productivity. Job analysis and evaluation Employee selection Training Performance appraisal |
| job anaylsis | Job analysis: generating a detailed job description Follow a systematic procedure Break the job into small units Job-oriented description Person-oriented description |
| KSAO'S | (KNOWLEDGE: what you need to know, SKILLS: what you need to be able to do, ABILITIES: your natural talents or capabilities, OTHER CHARACTERISTICS: anything else important for the job.) |
| job evaluation | how a company decides how important a job is and how much it should be paid. Compensable factors |
| personnel selection | Choosing the best person for the job. Recruitment Testing (integrity tests and biographical inventories) Interviews (interviewer illusion, work samples and exercises) |
| orientation | acquaint employees with the organization and with other employees |
| formal training | overlearning-masking the task “automatic”, employee development |
| mentoring | Natural mentoring relationships |
| performance | evaluating a person’s success at their job |
| halo effect | a thinking bias where one positive trait makes us assume other positive traits about a person. |
| distributional error | a mistake made during performance evaluations when a rater uses the same rating for everyone, instead of judging each person accurately. |
| leniency error | giving overly high ratings to all employees or students |
| severity error | when a rater is too harsh and gives lower ratings to everyone than they deserve. |
| central tendency error | when a rater avoids extreme scores and rates everyone in the middle, even if some people deserve high or low ratings |
| 360-degree feedback | getting performance feedback from multiple sources |
| organizational psychology | 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 |
| the Japanese management style | a management approach that emphasizes loyalty, group harmony, teamwork, and long-term commitment between workers and the company |
| theory x | managers motivate by exerting control and threatening punishment |
| theory y | managers motivate by allowing workers to participate in problem solving |
| strengths-based management | a leadership approach that focuses on identifying, developing, and using employees’ strengths rather than concentrating on their weaknesses. |
| affective commitment | Emotional attachment to the organization |
| continuance commitment | Perception of economic and social costs of leaving the organization |
| normative commitment | sense of obligation to the organization |
| job crafting | physical and cognitive changes that individuals make within existing task constraints |
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user-1994109