Assessment centers

Use work samples for selection, promotion or placement of managers. Have good validity for predicting job sucess. Use work samples and excercises.  

Job enrichment

Involve giving employees greater responsability, freedom and self control

Job enlargement

Increase task but not responsability

Consultee centered

Like helping a psychiatric re-desing a program for patients

Leaderless group discussion

Is use in assessment centers to select, indentify and develop managers skills. Provide information about manager's communication style, decision making and management skills

Expectancy theory

Refers to the value of the reward for performning well - increases workers motivation to perform

Rewards/Bonuses to ^ production

When posted in other departments for other employees to see - decrease production as predicted by equity theory    

Vicarious liability

More of a concern for supervisors due to increase control and responsability

Group task performance

Is affected by least effective members due to being a task in conjuction

EAP

Employee Assistant Program - if employee is refer by a supervisor the EAP psychologist can let the supervisor know that the employee is receiving treatment but does not disclose details

Fiedler

^LPC leader

^ effectiveness in favoral situations

People with high need for achivement prefer task of?

Moderate Difficulty

Organization ↑ rules ↓ intergroup conflict

Encapsulating conflict deals with symptoms but not with causes. Then locate the enemy, negotiate and determine subordinate goals.

The 80% Rule?

Assess adverse impact. Rate minority group acceptance ↓ 80% of rate for majority group.

Just Noticible Differences (JND)

↑ intense stimulus

↑ intensity required for the increase to be perceived

Response cost

Charge clients for use of a service to reduce usage of service

Vroom and Yetton Leader-Participation Model

This theory distinguish between autocratic, consultative and group decision making leader style.

Important time constraint, subordinate committment to decision and structure of task.

Includes: a decision -tree to help leaders choose optimal style 

Groupthink

Occurs in cohesive group - so for the group to be effective in problem solving they need to increase dissent and critisism

Secondary Prevention

Example to detect a mental/physical problem before it becomes more serious

Correlation between job performance and satisfaction

The correlation tend to be positive but the coefficients are usually low

Job analysis

underlies many of the processes and functions in organizations and involves identifying the knowledge, skills, abilities, and other characteristics (KSAO's) required to perform a job successfully. There are several methods of job analysis - for example, administering a structured questionnaire, observing people as they work, and performing the job.

Criterion contamination

Occurs when a rater's knowledge of a person's predictor performance affects how the rater rates that person on the criterion. Criterion contamination tends to artificially inflate a predictor's criterion-related validity coefficient.

A rater's subjective evaluation of an employee's performance

Halo Bias/Effect

• Positive Halo
• Negative Halo

can be contaminated by one or more rater biases. A common bias is the halo bias (or halo effect), which is the tendency to judge all aspects of an individual employee's job performance on the basis of a single aspect of his or her performance. For instance, if the rater considers being on time to be the most important characteristic, she might give an on-time employee high ratings on all other dimensions of job performance even if the employee doesn't deserve those high ratings (positive halo). Conversely, she might give a consistently late employee low ratings on all other dimensions of performance (negative halo).

Adverse impact

Occurs when the use of a test or other procedure results in a substantially different selection, placement, or promotion rate for members of a subgroup. There are several causes of adverse impact. One is differential validity, which occurs when a measure has different validity coefficients for different groups and, as a result, a larger proportion of members of one group is being hired than of another group. Another possible cause of adverse impact is unfairness. It occurs when the predictor has the same validity coefficient for both groups but, for some reason, people in one group consistently get lower scores on the predictor even though they do as well as the other group in terms of job performance. In other words, the validity coefficients are about the same for the two groups, members of both groups do about the same on the criterion measure, but members of one group consistently score lower on the predictor, which causes them to be hired less frequently.

Predictors Used in Organizations:

Organizations often use multiple predictors to facilitate hiring and other employment decisions. There are several ways to combine a person's scores on two or more predictors. Multiple regression is used when performance on the predictors is compensatory - that is, when a high score on one predictor can compensate for a low score on another predictor. Multiple cutoff is best when performance is noncompensatory - i.e., when a minimum cutoff score must be achieved on each predictor to guarantee satisfactory performance

Career Choice:

For instance, the Life Career Rainbow relates his five life stages - growth, exploration, establishment, maintenance, and disengagement - to the nine major life roles that predominate at different times during the lifespan (student, parent, worker, etc.) and to the personal and situational determinants that influence career choice.

Holland's theory of career choice

stresses the importance of matching one's personality to the characteristics of the job environment. He distinguishes between six basic personality and environment types - realistic, investigative, artistic, social, enterprising, and conventional - and depicts them in a hexagon, so that types closer together are more similar than those farther apart.

Theories of Motivation:

Research on goal-setting theory has found that its predictions are affected by individual and situational factors. For example, self-set goals are much more important for people who have high nACH than those with low nACH. In addition, studies on individual versus group goals have found that, on highly interdependent tasks, group goals are better than individual goals, and combining group and individual goals may not improve productivity beyond group goals alone.

Theories of Motivation:

There are two types of inequitable situations - overpayment and underpayment. Overpayment occurs when a worker thinks she's putting in less and getting out more than other workers. Underpayment occurs when a worker thinks she's putting in more and getting less than other workers. Although both types of inequity affect behavior, not surprisingly, underpayment has the most negative and long-lasting consequences - it can lead to lower productivity, sabotage, absenteeism, and turnover.

Theories of Motivation:

predicts that motivation is a multiplicative function of three types of beliefs Expectancy refers to the belief that effort will lead to successful performance (E>P); instrumentality refers to the belief that successful performance will lead to certain outcomes (P>O); and valence refers to the value a worker places on those outcomes. Valence can be positive or negative.

Job satisfaction

doesn't seem to have as much impact on job performance as might be expected: A commonly-cited correlation between satisfaction and performance is only .14.

Satisfaction does affect other job-related behaviors though, and the strongest correlation (an inverse correlation) is between satisfaction and turnover (-.40). The next largest correlations - also inverse - are between satisfaction and absenteeism and tardiness.

Theories of Leadership:

The ability of transformational leaders to give meaning and purpose to whatever they are requesting of followers is referred to as "framing." Transformational leaders are often contrasted with transactional leaders, who focus more on maintaining the status quo and rely primarily on rewards and punishments to motivate subordinates.

The Effects of Groups:

In contrast, social inhibition occurs when the presence of others decreases task performance. It is most likely when a task is new or very complex.

The Effects of Groups:

Ways to reduce groupthink include encouraging dissent and criticism (for example, appointing someone to play "devil's advocate) and making sure the leader doesn't offer a solution too early in the decision-making process.

The Effects of Groups:

Group polarization is the tendency for groups to make decisions that are more extreme (either riskier or more conservative) than individual members would make alone.

Individual Decision-Making:

The rational-economic model proposes that decision-makers are always rational and consider all possible alternatives before making a choice.

The bounded rationality (administrative) model proposes that, because of internal and external constraints - especially limited time and information - decision-makers cannot consider all alternatives and, instead, consider alternatives only until they find one that meets minimum levels of acceptability. In other words, decision-makers "satisfice" rather than "optimize."

Work Schedules:

However, these benefits were found for general employees but not for professionals and managers. In addition, the greater the flexibility of the work schedule, the less its positive effects; and there was evidence that the benefits of flexitime tend to wane over time. The compressed workweek was found to have positive effects on job satisfaction, satisfaction with work schedule, and, to a lesser degree, supervisor ratings of performance. However, it was not associated with a decrease in absenteeism or improvements on objective measures of job performance. (The authors note that the lack of association between the compressed workweek and absenteeism is contrary to previous findings.)