question

Performance

answer

actions or behaviors relevant to the organization's goals: measured in terms of each individual's proficiency Often cannot be observed but only described by individual worker (behavior is often thinking, planning, or problem solving)

question

Effectiveness

answer

evaluation of the results of performance; often controlled by factors beyond the actions of an individual

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Productivity

answer

Ratio of effectiveness (output) to the cost of achieving that level of effectiveness (input)

question

Campbell's 3 direct determinants of job performance

answer

Basic causes or building blocks of performance 1. declarative knowledge: understanding what is required to perform a task 2. Procedural knowledge: know how to perform a job or task 3. Motivation: concerns the conditions responsible for variation in intensity, persistence, quality, and direction of ongoing behavior other indirect factors (personality, ability, interest, training and experience, motivators) can only affect performance by changing levels of of DK, PKS and M

question

Campbell's 8 performance components

answer

*common to all jobs* -job-specific task proficiency -maintaining personal discipline -demonstrating effort -facilitating peer and team performance -non-job specific task proficiency -communication task proficiency -supervision/leadership -management/administration

question

Pros of Campbell's Model

answer

- says that every job is different so there is no general understanding of job performance - keeps eye on aspects of behavior that worker controls - protects agains deficiency and contamination by focusing on the worker

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Typical vs Maximum performance

answer

1. goal setting is effective in inducing max performance 2. low confidence undermines max performance 3. when performance is complex, most important areas display max performance while the other areas display typical performance 4. variability between typical and maximum performance within an individual is an important aspect of performance 5. max performance is influenced by cognitive ability and formal knowledge, whereas typical performance is influenced by personality

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Criterion deficiency

answer

a situation that occurs when an actual criterion is missing info that is part of the behavior one is trying to measure

question

Criterion contamination

answer

a situation that occurs when an actual criterion includes information unrelated to the behavior one is trying to measure

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Ultimate criterion

answer

Ideal measure of all the relevant aspects of job performance

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Actual criterion

answer

actual measure of job performance obtained, since we can never reliably measure all aspects of performance the difference between ultimate and actual criterion represent imperfections in measurement--contamination and deficiency

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Organizational citizenship behavior (OCB)

answer

Behavior that goes beyond what is expected Organ and colleagues developed questions to assess this behavior

question

OCB questionnaires assess:

answer

*altruism*: helpful behaviors directed toward individuals, I.e. Helping a coworker who has a deadline *generalized compliance*: behavior that is helpful in a broader sense, I.e upholding company rules

question

task performance

answer

Proficiency with which employees perform activities that are formally recognized as part of their job contrasts with OCB

question

Why are we interested in OCB lately?

answer

1. *current trends* - global competition, greater use of teams, downsizing initiatives, more emphasis on customer service 2. *to get noticed by managers and signal unobservable capabilities* 3. *emphasize more positive aspects of the work experience, rather than the neutral (task performance) or negative (counterproductive work)

question

what influences OCB vs. task performances

answer

*task performance*-->cognitive ability -more important in technically complex tasks *OCB*-->personality -conscientiousness means more effort *Both* -learning experiences -contribute independently to career success contribute independently to ratings of overall performance

question

Causes/correlates of OCB

answer

1.jobs with rigid rules-->OCB is likely to do as much harm as good; initiative can be risky 2. jobs high in autonomy-->more OCB 3. the more negative work environment (agreeing with superiors for the sake of going along)-->less OCB 4. positive relationship between conscientiousness and OCB 5. men engaging in OCB are viewed positively, while women are "simply doing their jobs"

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Counterproductive work behavior

answer

voluntary behavior that violates significant organizational norms and threatens the well-being of the organization, its members, or both

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Sackett counterproductive behavior model

answer

3 tiers Counter productive behavior | | interpersonal deviance or Organizational deviance | | More specific forms of this behavior (theft, harassment...)

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Vardi and Weiner counterproductive behavior model

answer

S: behavior done for self-gain (theft) O: behavior done for organizational gain (misstating profit or overbilling) D: behavior that is destructive (sabotage, assault)

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Dishonesty

answer

theft of goods, theft of time dishonest communications with customers and co workers

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Absenteeism

answer

a function of an informal agreement between a worker and a supervisor *avoidable absenteeism* employee decides to stay away from work for reasons other than illness or injury

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Sabotage

answer

intention to damage, disrupt, or subvert organization's operations for personal purposes ' creating unfavorable publicity, damage to property, destruction of working relationships, or harming employees or customers *Lordstown Syndrome* low levels of satisfaction associated with high levels of sabotage

question

Factors causing CWB

answer

--personality characteristics- (lack of self control, abusive and threatening as children, narcissism, openness to experience, negative emotion and anger, low humility) --situational constraints (opportunity to steal) --feelings of injustice --individual need --punitive supervision

question

Test of Conditional Reasoning

answer

*Test of Conditional Reasoning* -measures likelihood of CWB by testing test-takers justification of aggressive behavior

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Reducing CWB

answer

--selecting non-aggressive employees --punishment that is prompt, certain, strong, justified --exposure to models (coworkers) who do not engage in CWB --training in social and comm skills --putting angry people in a more positive mood

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*Adaptive Performance*

answer

performance component that includes flexibility and ability to adapt to changing circumstances including --changing technologies --merging, downsizing, corporate restructuring --globalization--working with diverse people

question

8 types of adaptive performance

answer

1. handling emergencies 2. handling work stress 3. solving problems creatively 4. dealing with unpredictable work situations 5. learning work tasks, technologies, procedures 6. interpersonal adaptability 7. cultural adaptability 8. physically oriented adaptability (environment, temp, noise)

question

The Great 8 Competencies

answer

developed by Bartram; broad model combining performance categories 1. leading and deciding--> extraversion 2. supporting and cooperating-->agreeableness 3. interacting and presenting-->extraversion, g 4. analyzing and interpreting--> openness, g 5. creating and conceptualizing-->openness, g 6. organizing and executing-->conscientiousness, g 7. adapting and coping-->emotional stability 8. enterprising and performing-->need for achievement, negative agreeableness

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Expert performance

answer

performance exhibited by those who have practiced for at least 10 years and averaged 4 hours a day in deliberate practice TYPE of practice and DURATION matters

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Objective performance measure

answer

quantitative count of the results of work

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Judgemental measures

answer

evaluation made of the effectiveness of an individual's work behavior; made by supervisors (Cambpell would say this is the best measure since it accounts for other factors that would influencing objective measure)

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Personnel measures

answer

kept in a file; includes data such as absences, accidents, tardiness, rate of advancement

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Job Analysis

answer

process that determines the important tasks of a job and the human attributes necessary to perform those tasks. information is used for a variety of purposes

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Job Description

answer

list of type of tasks that are carried out; useful for recruiting

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Recruiting

answer

based on job requirements, target recruiting efforts to specific people

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Selection

answer

choose and develop assessment tools (interview or Big 5 Test) based on the attributes that will likely predict success on the job

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Training

answer

direct training efforts to areas of performance that create the greatest challenge

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Compensation

answer

-can place monetary value to the organizational mission on each major performance component -determine level of performance on each component; determine comparative value of each job -i.e. valuing demonstrated individual adaptability over communication proficiency

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Job ladder or job family (promotion/job assignment)

answer

cluster of positions that are similar in terms of the human attributes needed to be successful in those positions or terms of the tasks that are carried out

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Job design

answer

-design changes can eliminate tasks in a job -helpful to automate tasks that are dangerous, have high performance failures, or are associated with workers' inefficient use of time

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Workforce reduction/restructuring

answer

*mergers*: call for identifying duplicate positions and centralizing functions *downsizing*: positions with somewhat related tasks are consolidated

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Criterion development

answer

-criterion: the behavior that constitutes or defines successful performance; outcome variable -predictor variables: include scores on a test of mental ability

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Litigation

answer

-employer must provide evidence that the test or assessment practice is valid or job related when they are challenged in court

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Task oriented job analysis

answer

approach begins with a statement of the actual tasks as well as what is accomplished by those tasks

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Worker oriented job analysis

answer

focuses on the attributes of the worker necessary to accomplish the tasks

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KSAOs

answer

*Knowledge*: collection of info acquired through formal education or training or specific experiences *Skills*: a practiced act *Ability*: the capacity to engage in a behavior *Other*: personality variables, interests, training, experience

question

Subject Matter Expert (SME)

answer

-Employee (incumbent) who provides information about a job in a job analysis interview or survey

question

Common methods of job analysis

answer

1. *observation*: watch SMEs perform jobs and take notes 2. *Interviews*: structured interviews with incumbents 3. *Critical incidents*: SMEs identify critical aspects of behavior or performance in a particular job that led to success or failure *work diaries*: workers and supervisors keep a log of their activities over time 4. *Questionnaires/surveys*: SMEs are asked to rate each task statement on a number of dimensions such as frequency of performance and importance to overall job success (more objective measure)

question

Electronic performance monitoring

answer

--monitoring work processes with electronic devices --cost effective --provides detailed and accurate work logs --system records the frequency of actions (frequency is highly correlated with importance of the task)

question

Cognitive task analysis

answer

--breaks down job and task performance into concrete units --emphasize identifying mental processes and knowledge required --doesn't focus on KSAOs --*think aloud protocol*: expert performer describes the thought processes he uses to accomplish a task; unobservable behaviors become observable

question

When a cognitive task analysis is worthwhile

answer

--persistent performance problems --costly errors or accidents --training doesn't transfer to job behavior --achieving high levels of performance takes a while

question

Personality Based Job Analysis

answer

*Personality-Related Position Requirements Form (PPRF)*: identify personality predictors of job performance --supplement job analysis by examining important personality attributes --12 basic work-related personality dimensions, each relate to one or more the Big 5

question

Job Analysis Process summary

answer

1. the more information and sources, the better 2. worker-based analysis > task-based analysis 3. should include personality demands and work context; consider cognitive tasks

question

Computer-based job analysis advantages

answer

1. time and convenience 2. reports serve wide range of purposes (individual goal setting and performance feedback) 3. easy to identify similarites and career paths because these systems use taxonomies across jobs

question

Dictionary of Occupational Titles (DOT)

answer

document that includes job analysis and occupational info used to match applicants with job openings; used for occupational counseling heavy dependent on task based info

question

Occupational Information Network (O*NET)

answer

-replaced DOT -person-job matches -updated instantaneously -6 databases that occur under each job in the system 1. experience requirements 2. occupational requirements (generalized work activities) 3. occupation-specific requirements (tasks, duties) 4. occupation characteristics (wages) 5. worker characteristics (abilities, interests) 6. Worker requirements (basic skills, education)

question

O*NET's eventual capabilities

answer

--identify skills and standards commons to occupational clusters --link educational programs to occupational standards (school to work transitions) --job search assistance for laid off working --assisting employers in building high-performance by providing info about business practices in high performance workplaces

question

Competency Modeling

answer

-process that identifies the characteristics desired across all individuals and jobs within an organization -these characteristics predict behavior across a variety of tasks and settings -distinguish organization from other organizations -extension of a job analysis -identifies goals of a unit and competencies needed for that unit

question

2 Approaches to competency modeling

answer

1. Identify outstanding performers and analyze their performance and competencies 2. using mission statements and corporate goals; identify employee competencies compatible with goals

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Internal and external perspectives on pay

answer

*External perspective*: what is the going pay rate for this job *Internal perspective*: how will the organization's fixed amount of money be distributed to employees

question

Job Evaluation

answer

organization compares job titles to one another to determine relative pay *compensable factors*: factors in a job evaluation that are given points, then linked to pay

question

Comparable Worth

answer

-belief that people who are performing the same job should receive the same pay -problem: how to define comparable work (skills and abilities, education...)

question

Equal Pay Act of 1963

answer

equal pay for equal work defined in terms of similar or identical job titles

question

Title VII of the Civil Rights Act of 1964

answer

--prohibits intentional or unintentional discrimination of protected groups (race, color, religion, sex, national origin)

question

Job analysis and employee litigation

answer

--job analysis is used as evidence in cases challenging the correlation between job tasks and the test used to select applicants

question

Uniform Guidelines on Employee Selection Procedures

answer

require a demonstration of the validity of a selection test and job tasks or requirements

question

The Fair Labor Standards Act

answer

identifies certain jobs that don't require overtime pay (management, for example)

question

uses for performance info *Criterion data*

answer

correlate individual's performance data with test data ti see if the test predicts successful performance

question

uses for performance info *Employee development*

answer

use tests to determine strengths and weaknesses and design training modules to work on weaknesses

question

uses for performance info *Motivation/satisfaction*

answer

set appropriate performance standards and providing employee feedback to increase employee motivation and satisfaction

question

uses for performance info *Rewards*

answer

determine how to distribute rewards and demonstrates value of pay for performance measurement

question

uses for performance review *Transfer*

answer

Determines which employees are most suited for transferring from one job to another

question

uses for performance review *Layoff*

answer

In a downsizing situation, who should be laid off?

question

Relationships among performance measures and conclusions

answer

--personnel, objective, and judgmental measures don't usually correlate --each measure is related to a different kind of performance --You can't substitute one performance measure for another --despite the appeal of objective measures, they aren't really more reliable because they are too narrow --judgmental performance measures (like supervisory ratings) are more likely to capture complexity of work performances

question

Hands on performance measurement

answer

--simulations of central or critical parts of work that involve single workers --eliminates effects of inadequate equipment, production demands and day to day work environment differences --less contamination --also can measure infrequent but important tasks (parallel parking in the driving test) --reliable, valid, and trusted by employees

question

Walk through testing

answer

an extension of a hands on performance measurement --employer is asked to walk through the process of performing a certain task

question

Electronic Performance Monitoring

answer

--collecting data (what the person is doing on a computer for example) --inevitable that computers are used for nonproductive uses; electronic coffee break --it is very objective so some claim it is more fair --some say its an invasion of privacy

question

What effects employee attitudes toward performance monitoring

answer

1. belief the activities monitored are job relevant 2. participation in the design or implementation of the monitoring system 3. they can delay or prevent monitoring at certain times 4. they are given warning when the monitoring will occur

question

Performance management

answer

this system emphasizes the link between individual behavior and organizational strategies; define performance in the context of goals --combine traditional task analysis with strategic job analysis

question

What makes performance management different from performance appraisal

answer

1. HR initiates performance appraisal once a year; a supervisor can initiate performance management whenever 2. performance appraisal--developed by HR; performance management--developed jointly by managers and employees 3. performance appraisal--appraiser simply clarifies expectations performance management--supervisor and employer comes to an agreement about expectation and definitions of effectiveness 4. performance appraisal-- employee's job is to accept or reject evaluation and acknowledge areas that need improvement performance management--appraisee and appraiser have the same job: understand performance criteria and understand how behavior fits criteria

question

3 components to performance management

answer

1. defining performance--includes organizational objectives and strategies 2. measuring performance (performance appraisal only touches on this part) 3. communication between supervisor and subordinate about the extent to which behavior fits expectations

question

Overall Performance Ratings-- the bad

answer

--has no real meaning, like GPA --overall ratings are differentially affected by various factors --one negative performance rating as more effect relative to a positive performance rating -- 3 primary factors influence performance ratings in lots of jobs to the same degree (even though each job requires a different level of each): 1. Task performance 2. OCB 3. CWB

question

Trait ratings

answer

ARE HORRIBLE DON'T DO THEM --evaluation should be on actions or behaviors --the big 5 may SUPPORT effective performance but they are not actions

question

Task Based Ratings

answer

--direct extension of job analysis --rate effectiveness on an individual's critical tasks or *duties* --most easily defended in courts and accepted by incumbents

question

Critical Incidents Methods

answer

*critical incidents*: examples of behavior that are "critical" in determine whether performance is good, average, or poor. --observe a specific duty and have SMEs describe what is effective and ineffective instances of that behavior --rater gets a sense of what is rated and levels of performance

question

OCB and Adaptive Performance ratings

answer

--research on this is still new --evidence that every job requires some degree of OCB and adaptive performance

question

3 fundamental characteristics of rating scales

answer

1. the extent to which the duty or characteristic being rated is defined. 2. the extent to which the meaning of the response categories are defined (what is satisfactory?) *anchors*: benchmarks 3. degree to which a person interpreting or reviewing the ratings can understand the response the rater intended

question

Graphic Rating Scales

answer

graphic display of performance scores that runs from high on one end to low on the other end --can be effective as long as there are well defined dimensions, appropriate anchors, unambiguous rating methods --the amount of scales doesn't matter regarding reliability but those being rated prefer more scales

question

Checklist

answer

--rater places a check next to each item that best (or least) describe the ratee --can be taken directly from job analysis or critical incident *weighted checklist*--the items will have values to them but the rater won't know this --expert or skilled incumbent determines these weights

question

Forced Rate Format checklist

answer

--forces raters to pick statements --managers can't see exactly what will yield a high or low performance score --not very good for providing feedback for the employee

question

Behaviorally Anchored Rating Scales (BARS)

answer

rating format that includes behavioral anchors that describe what a worker has done or might be expected to do in a particular duty area --time consuming --requires a lot of SME interaction --enhances perception of fairness; promotes strategic focus on employee improvement

question

Behavior Observation Scales (BOS)

answer

--talks about what the ratee actually has done --how OFTEN the person did the behavior --supports feedback; easier to point at frequency --preferred by raters

question

Simple ranking

answer

ranking employees from top to bottom according to assessed proficiency on some dimension, duty area, or standard --better to rank on an individual dimension and not average sum of these dimensions

question

Paired Comparison

answer

generating every employee combination and comparing them --problem is often about who to lay off when downsizing --used for deselection, not feedback or performance management --no clear standard for performance

question

Rating source *supervisors*

answer

--most common source of performance information --expected to provide feedback --supervisors avoid providing feedback (less time working with subordinate, subordinate's experience, trust levels) --supervisors prefer to evaluate good performers --employees have less trust in evaluations leading in feelings of negative perceptions of justice) --supervisors are in less direct contact with subordinates lately

question

Rating source *Peers*

answer

--more likely to know about a typical performance --peer sees how employee interacts with everyone --when telecommuting, peers are separated geographically --peers may be much more in tune with presence of OCB when peer is similar in personality, peer ratings are higher

question

Rating source *Self ratings*

answer

--individual completes rating form on himself --meet with supervisor and discuss agreements and disagreements in the ratings final rating is a consensus form increase perceptions of procedural justice individuals often have higher opinions of themselves --distortions are minimized when they know it will be discussed --use for nonadministrative purposes

question

Rating source *subordinate ratings*

answer

--employees are best at evaluating leadership behaviors --must be anonymous --must be used for feedback and employee development

question

Rating source *customer and supplier ratings*

answer

--must limit inquiries to those areas of performance that a customer sees --limited to interpersonal, communication, and motivational issues

question

360 degree systems

answer

everyone rates everyone --non administrative issues --for feedback and development

question

Central tendency error

answer

--picking the middle point --some rating system encourage this by requiring employers who pick the extreme to provide a reason

question

Leniency/severity error

answer

--problem is that employers use anchors and apply their own meaning of "average" --avoid this with well defined behavior anchors --high agreeableness=higher ratings

question

Halo error

answer

--rater has a unitary review of performance --assuming one general performance factor --not identifying employee's strengths and weaknesses

question

Administrative training

answer

--uncommon system for ratings, BARS or BOS, raters need some training --if anchors are deficient, training is directed toward developing a consensus.

question

Psychometric training

answer

--making raters aware of common rating distortions --questionable effect of training --raters become too focused on avoiding distortions

question

Frame of Reference training

answer

1. provide info about the multidimensional nature of performance 2. make sure that the raters understand the meaning of the anchors on the scale 3. engage in practice rating exercises 4. provide feedback on practice exercise

question

Rater Goals

answer

--to enhance or maintain ratee's performance --maintain interpersonal relationships with ratee --to enhance standing of the supervisor or work group --confirm rater or ratee's view of himself as a person of high standings

question

Ratee Goals

answer

--determine relative standing in the work group --convey info to the rater regarding constraints on performance

question

Organizational Goals

answer

--salary administration, promotion, retention/termination, layoffs, identification of poor performers --identify training needs, performance feedback, transfers/assignments, identify individual strengths and weaknesses --systems: maintenance uses: manpower planning, organizational development

question

Solutions to goal conflict

answer

--using different systems for different purposes --obtain stakeholder's involvement in the development of the systems --reward supervisors for accurate ratings (virtually impossible to determine which ratings are accurate)

question

Performance feedback

answer

--separate administrative discussions (promotions, raises, bonuses) from feedback and planning discussion by up to 6 months --different metrics for discussing salary adjustments --too many negative comments = more defensive comments --several different ares in which performance improvement is needed should have feedback stretched over several sessions

question

When are employees more likely to accept negative feedback

answer

--supervisor has a sufficient sample of the subordinates actual behavior --agree on job duties --agree on definition of good and bad performance --supervisor focuses on ways to improve performance

question

What to do after destructive criticism

answer

--don't apologize --explain that it was not intended to be cruel --don't let recipient vent anger

question

Multisource feedback

answer

sources of feedback include something more than simply the supervisors

question

Effective 360 degree feedback

answer

1. ensure anonymity of the sources 2. employee being rated and supervisor will jointly identify who rates 3. use it exclusively for developmental and growth purposes 4. train those who will be information sources and those who deliver feedback 5. follow up feedback session with opportunities for the supervisor to assess progress and provide positive feedback

question

Performance evaluation and collectivist cultures

answer

--supervisors in collectivist nations (where there is more power distance) are worse evaluators because of gap in knowledge; peers are better --interpersonal behaviors are more important instrumental behaviors --managers are more modest in self ratings; more lenient in superior ratings

question

5 dimensions of culture effecting performance evaluation

answer

1. individual cultures prefer traditional performance evaluations; collectivist --> groups and teams evaluations 2. cultures high in power distance don't like 360 degree systems 3. cultures with low tolerance for uncertainty-->blunt and direct performance feedback 4. masculine cultures emphasize accomplishments; feminine emphasize relationships 5. short term orientation cultures will emphasize relationships rather than performance; long term orientation cultures emphasize behavioral change based on performance feedback

question

Forced distribution rating system

answer

--rating system that requires evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories --"rank and yank" bottom employees were often fired --eliminates the possibility of placing everyone "above average" --seemingly a good idea but makes too many people mad

question

Policy capturing

answer

technique that allows researchers to code various characteristics and determine which weighted most heavily in raters' decision making --judges were primarily concerned with issues of fairness rather than the technical characteristics of the system (validity, traits vs. behavior)

question

Performance evaluation and protected groups

answer

--trait ratings are challenged --little evidence of systematic unfairness in performance ratings --as long as scales were well developed, the rating format had little influence on statistical characteristics --research supporting there is discrimination is based on experiments that use students; not great experiments

question

Performance management consists of all of the following distinct components except

answer

low involvement of subordinates in developing the system

question

A technique that allows researchers to code various characteristics and determine which weighed most heavily in decision making is called ______.

answer

policy capturing

question

Psychometric training involves

answer

making the raters aware of common rating distortions

question

Research indicates that the relationships among the different types of performance measures are

answer

weak

question

Which of the following types of performance ratings is least likely to provide useful information when measuring performance?

answer

trait

question

When a rater avoids choosing an extreme score, _____ error may occur

answer

central tendency

question

An employee is asked to create a spreadsheet to compile revenue projections for the up-coming year. A manager then reviews the quality of the spreadsheet. This is an example of a(n) ______ performance measure.

answer

hands-on

question

One solution for the problem of conflicting stakeholder goals is to

answer

use multiple performance evaluation systems, each for a different purpose

question

Which of the following frame-of-reference training steps is incorrect

answer

Asking raters to practice making different types of rating errors

question

Collectivist cultures such as China tend to be higher in _____ than individualistic cultures like the U.S.

answer

modesty bias

question

Sales volume, customer complaints, and output data are examples of

answer

objective measures

question

To implement 360 degree feedback effectively, all of the following guidelines are useful except

answer

make sure to provide names of sources for further feedback.

question

Negative feedback that is directed toward personal characteristics rather than job-related behaviors is called ______.

answer

destructive criticism

question

An employee who recently received a performance evaluation feels that the respectfulness and personal tone of the communications surrounding his evaluation were improper. Which type of justice is this worker referring to?

answer

interpersonal

question

All of the following are examples of performance rating formats except

answer

observation scales.

question

An admissions office examines the correlation between students' entrance exam scores and their grades after completing one year of college. In this scenario, students' grades would be an example of

answer

criterion data

question

Which of the following scales requires the rater to consider how frequently an employee has been seen to act in a particular way?

answer

behavioral observation scale

question

Which of the following errors occurs if a rater is unusually easy?

answer

leniency

question

Culture affects performance evaluations in all of the following ways except

answer

Collectivist cultures have lower reliability on performance evaluations.

question

If a rater assigns the same rating to an employee on multiple dimensions, _____ error may occur.

answer

Halo

question

Company X is looking to hire individuals to fill 8 positions. So far, 18 people have applied for the job. The selection ratio in this case would be

answer

.44

question

2. A researcher correlates a test score with a performance measure in order to make an inference that people with higher test scores perform better. This is an example of _____ validity.

answer

criterion-related

question

3. When using multiple regression techniques, it is common to try out the resulting equation on a second sample to see if it still fits well. This process is known as

answer

cross-validation

question

4. Which of the following models gathers information about candidates to predict the likelihood of their success on job demands?

answer

comprehensive staffing

question

5. A manager evaluates the test scores of 10 applicants for a customer service position and decides who to hire based only on the test data. This is an example of __________ decision making

answer

statistical

question

6. The percentage of the current workforce that is performing successfully is called the _____.

answer

base rate

question

7. A group of applicants have test scores ranging from 63% to 92%. Based on the range, anyone who scored below 77% did not qualify. The 77% score is called the _____.

answer

cut score

question

8. _______________ referenced cut-scores are established by considering the desired level of performance for a new hire and finding the test score that corresponds to that level.

answer

Criterion

question

9. If an employer is accused of unknowingly discriminating against a group of employees, the accusation would be considered as a case of adverse ___________.

answer

impact

question

10. The relationship between the number of individuals assessed and the number actually hired is called _____.

answer

selection ratio

question

11. All of the following are common validity designs except

answer

correlation related

question

12. _______________ is being used when individuals with similar test scores are grouped together in a category from which selection decisions are made.

answer

score banding

question

13. An individual does poorly on a written section of a test but later performs extremely well on a performance section. If the performance score can supplement for the written test score, it is a _____ system.

answer

compensatory

question

14. If there are ten applicants for one position, the selection ratio would be

answer

.10

question

15. Collectivist cultures prefer staffing techniques and strategies characterized by

answer

objective measures

question

16. _______ referenced cut-scores are based on the average score of the test takers, rather than job performance.

answer

norm

question

17. If an individual was hired into an organization based on his test scores, but did not perform well on the job, this would be an example of a

answer

false positive

question

18. An individual does poorly on a written section of a test but later performs extremely well on a performance section. If the performance score cannot supplement for the written score, it is called a _____ system.

answer

hurdle

question

19. Expert witnesses are

answer

witnesses who are allowed to voice opinions in a lawsuit.

question

20. Which of the following is true concerning the concept of utility as it relates to staffing?

answer

It addresses the cost/benefit ratio of one staffing strategy over another

question

In Kirkpatrick's four-level model, which level measures impressions of the program?

answer

level 1 (reaction)

question

Behavior modification is based on

answer

reinforcement theory.

question

A college student who crams for a test the night before is using

answer

massed practice.

question

Declarative knowledge is an example of a __________ learning outcome.

answer

cognitive

question

_______________________ is concerned with the link between individual training outcomes and the outcomes at higher levels of the organization.

answer

Vertical Transfer

question

A graphic designer for an Internet web design company goes through a six-week training program. Various technical skills for using software applications are acquired. This type of learning outcome is

answer

skill based

question

Objectives are important for training programs because

answer

they clarify what is to be learned in the training program.

question

Which type of orientation emphasizes doing well in training and being evaluated positively?

answer

performance orientation

question

The belief in one's capability to perform a specific task or reach a specific goal is called

answer

self-efficacy

question

Which type of orientation views mistakes as a part of the learning process?

answer

mastery orientation

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When a task is over-learned and can be performed with limited attention, the result is

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automatically

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Police recruits who participate in target practice in order to refine their shooting skills are performing

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active practice

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Training needs analysis includes all of the following except

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motivational analysis

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According to Skinner, ________ increases the probability that a behavior will be repeated.

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positive reinforcement

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The systematic acquisition of skills, concepts, or attitudes that result in improved performance is called

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training

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Coaching is

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a practical, goal-focused form of personal, one-on-one learning.

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A modification in attitudes or beliefs is an example of a(n) __________ learning outcome.

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learning outcome

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Brandi just started a new training program at work. Two days a week she receives live instruction, and the other three days she receives video instruction. Which term best describes the instructional approach Brandi's work is using?

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blended learning approach

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When training transfers across different levels of an organization, it is referred to as

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Vertical Transfer

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All of the following are features of learning organizations except

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they encourage structure

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The type of training method that allows learners to practice material that they previously had difficulty with is called

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branching programming

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A college student who prepares for a test by studying for 2 hours over the last 4 nights before an exam is using

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Distributed Practice

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A trainee in a financial firm is assigned to follow a manager for a day in order to observe how to handle various situations. This example is based on principles of

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social learning theory

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When sexual compliance is stated as necessary for a person to receive a raise or a promotion, there is evidence for ___________________ harassment.

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Quid Pro Quo

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Training that involves pilots practicing in a flight simulator that mirrors the actual layout of a real airplane cockpit has

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Physical fidelity

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The systematic collection of information that can be used to make effective training decisions is called

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Training Evaluation

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In Kirkpatrick's four-level model, which level provides measures of how well the training can be related to organizational outcomes?

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Level 4 (results)

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high performance work practices

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practices that include the use of formal job analyses, selection from within for key positions, merit based promotions, and the use of formal assessment devices for selection

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Line managers and staffing

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--involved in selection decision --expected to supervise new employee --maintain group effectiveness

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Co-workers and staffing

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--in a layoff, these workers have more tasks --has effect on the OCB performance of a new hire --impacted by effectiveness of supervisors that are hired

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Applicants and staffing

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--strong feelings about the process --staffing practices outcomes include 1. legal challenges 2. satisfaction of hired individuals 3. relationship quality between manager and hired employee

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Multinational staffing

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procedures that involve staffing for organizations in more than one country

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selection ratio

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the relationship between the number of individuals assessed and the number actually hired

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Criterion-referenced cut scores

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score established by considering the desired level of performance for a new hire and finding the test score that corresponds to the desired level of performance

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Norm-referenced cut scores

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Based on some index of test-takers' scores rather than any notion of job performance

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Comprehensive staffing model

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gathers enough high quality info about candidates to predict the likelihood of their success on the varied demands of the job

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Clinical decision making

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decision maker examine multiple pieces of information, weights them in his or her head and makes a decision about relative value of of each candidate

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statistical decision making

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combines information according to a mathematical formula

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Compensatory system

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a good score on a test can compensate for a low score

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Hurdle system

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not compensatory; must pass an early stage to be considered for a later stage

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Multiple regression analysis

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combining test scores into a composite based on individual correlation of each test score dimension

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Score banding

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individuals with similar test scores are grouped together in a cateogry or score band, selection within that band is made

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standard error of measurement (SEM)

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provides a measure of the amount of error in a test score distribution • Function of reliability of test & variability of test scores • Bands may be fixed or sliding; • Fixed, no offers are made to a lower band until higher band is exhausted; • If sliding, the lower bound may change as the applicants accept or reject jobs

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Base Rate

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the percentage of the current workforce performing successfully - If performance is already high, then a new staffing system will likely add little to productivity

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Revery Obsession (Elton Mayo)

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mind numbing work of factory positions

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Hawthorne Studies

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attitudes play important role in workers' productivity

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Human Relations Movement

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focused on work attitudes and the newly emotional world.

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Personnel psychology

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--HRM --assumes that people are consistently different in their attributes and work behaviors and info about these differences can be used to predict, maintain, and increase work performance

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Organizational psychology

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--Combines research ideas from social psych --Topics: attitudes, fairness, motivation, stress --Less direct impacts on performance --it concentrates on the reactions of people TO work and the action plans that develop as a result of hose reactions --extent to which characteristics of people match characteristics or demands of work

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Human engineering (human factors psychology)

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--study of the capacities and limitations of humans --task is to develop an environment that is compatible with worker characteristics --environmental aspects= tools, work spaces, information display, shift work --integrates many disciplines

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Munsterberg

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o Taught and Harvard o *Considered to be one founder of I/O Psych* o Initially did a lot of applied psychological work o Support for Germany during WWI cost him a lot of government contacts

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Galton, Binet, Terman, Cattell

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intelligence testing

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Galton

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cousin of Darwin, • Assumed *genetic* component to intelligence • Intelligence was reflected in things like perceptual acuity, speed and accuracy and strength • Developed tests based on this • Found that accomplished lower and upper classes performed no differently

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Binet

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• First successful test of intellectual ability • Assumed he was measuring school children's current readiness to benefit from learning • Didn't think he was measuring something fixed • He based his tests on the kinds of tasks that kids were given in school—testing school readiness • Problem: only tested knowledge that kid had acquired • Was appalled when he found out that what became of his research

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Terman

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• US psychologist at Stanford • Translated Binet's test into the Stanford Binet test • For a while it was the most widely used test for general ability

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Cattell (intelligence)

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• Studied with Galton • Recognized that people differed in individual abilities and measured it • Realized that experiences contributed to individual differences • Made his biggest contribution in publishing

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Walter Dill Scott

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o Involved with mental testing movement o Army alpha and beta tests in WWI o These were administered to over a million recruits—results weren't used o Army alpha was language based and army beta measured nonverbal intelligence for people who didn't speak the language or were illiterate (results were not used) o Year later, army alpha and army beta were used o *Also recognized as a founding contributor to I/O psychology*

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Founders of I/O psychology

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1. Munsterberg 2. Walter Dill Scott

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Lillian Gilbreath

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o Studied under Frederick Taylor, an engineer who was associated with scientific management • Said that manual jobs had "most efficient ways" to perform tasks • *time and motion study* • Made recommendations for arrangement of materials o First person to earn a PhD in I/O psychology o Better known for book "cheaper by the dozen" which describes her life as a working mother of 12 children o Applied research to organizing home

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Elton Mayo

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o Hired by Western Electric, manufactured telephones o Conducted *Hawthorne studies* • Examined worker morale, satisfaction, and productivity • *Hawthorne effect*: when workers know that they are being watched, they change how they behave; resulting in an increase in productivity • Human Relations Movement came out of this

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Douglas Hofsted

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o Social psychologist asked by IBM to study cultural differences relevant to work --factor analysis used to develop these differences

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Cultural differences relevant to work

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o *Individualism/Collectivism differences* • Valuing the individual performance • Valuing the group performance o *Power distance dimension* • High power distance dimension : Lower level workers don't question judgment; depend on power distance • Low power distance dimension o *Masculine and Feminine cultures* • Masculine: relies on achievements • Feminine: relies on interpersonal relationships others include --uncertainty avoidance: feeling uncomfortable in unstructured situations --long term (Japan and China) vs. short term (US and Russia): focus on persistence vs focus on honoring tradition and past and present

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John Campbell

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o Contemporary psychologists o Studied patterns of interest and how they relate to occupational choice o Identifies dimensions of performance

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Cattell (different Cattell), Horn, Carroll

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o Associated with widely accepted model of INTELLIGENCE • *Crystallized intelligence*: what you know • *Fluid intelligence*: learning speed, how quickly you can solve problems. • *Horn*: scores of fluid intelligence decreases as you get older; crystallized intelligence increases as you get older • *Carroll*: 3 strata theory of intelligence; used factor analysis

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What was the bottom line in Cattell, Horn, and Carroll's model of intelligence

answer

Cognitive ability means having multiple layers of abilities o The highest level is intelligence o 2nd level is 7 specific abilities • Fluid intelligence • Crystalized intelligence • Memory • Visual Perception • Auditory • Perception • Information retrieval • Cognitive speed o 3rd level are more specific abilities tied to the 7 broad abilities

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Spearman

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came up with concept of "g", general intelligence *factor analysis*

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Costa & McCrae

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o The Big 5 or 5 factor model of intelligence o Used factor analysis o *NEO* - original scale o Many other personality scales • MMPI—its use for work is odd; used to distinguish people who are mentally ill

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4 challenges I/O psychology needs to meet

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1. needs to be relevant 2. needs to be useful 3. needs to think bigger and focus on larger issues 4. needs to be grounded in the scientific method

question

Traditionally, I/O psychology has been considered to have three major sub-disciplines. These are

answer

personnel psychology, organizational psychology, human factors engineering psychology

question

According to your text book, Industrial organizational psychology can be defined as

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application of psychological principles, theory, and research to the work setting and work behavior

question

Frederick Taylor was known for

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time and motion studies and Scientific Management principles

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"Good work" refers to

answer

using a high level of expertise and having a concern and awareness of the impact of one's work for other people

question

"Industrial Psychology" was renamed" Industrial - Organizational Psychology" during

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the mid-1960s

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Human engineering secured its place in applied psychology when

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redesign and standardization of airplane controls dramatically reduced airplane accidents

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Experimental design

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o Can be conducted in a lab or in the field o Random assignment of participants to conditions o Allows for cause-effect relationships determination

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Quasi Experimental design

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o When it's not possible to assign randomly o But there is still a condition o For example, researcher assesses existing pay plan, applies a new pay plan, and then assesses the new pay plan.

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Nonexperimental design:

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o No "treatment" or conditions o Simply gather information about the effects of a pay plan o I.E observational design and survey design o Prevalence of non experimental research in I/O psych --observational and survey

question

disinterestedness

answer

the expectation that scientists will be objective and not influenced by biases or prejudices

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Triangulation

answer

looking for converging information from different sources

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Generalizability

answer

• Applying results from one study or sample to other participants or situations o Large samples o Job titles that represent those in the company we are studying o Collecting data multiple times o Collecting data from multiple organizations

question

Descriptive Statistics

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• Statistics that summarize, organize, and describe a sample of data • *Measure of central tendency*: where the center of distribution is located (mean, median, and mode) • *Variability*: extent to which scores in a distribution vary • *Skew*: extent to which scores are lopsided

question

Inferential statistics

answer

statistics used to aid the researcher in testing hypotheses and making inferences from sample data to a larger sample or population --inferring that education is associated with higher test scores based on statistical tests

question

Statistical Significance

answer

--measures the probability that the difference is due to chance --if a difference between 2 groups is significant at the 5 percent level, a difference between 2 groups would occur by chance only 5% of the time --statistically significant finding indicates that the results found are unlikely to have occurred by chance

question

Statistical Power

answer

• The likelihood of finding a statistically significant difference when a true difference exists. Increase power with o Large sample size

question

Multiple correlation

answer

stat representing overall linear association between several variables on one axis (cognitive ability, personality, experience) and a single variable on the other axis (job performance)

question

Micro, Macro, and Meso Research

answer

• Micro research: the study of individual behavior • Macro research: the study of collective behavior • Meso research: the study of the interaction of individual and collective behavior

question

Reliability

answer

• *Test retest reliability*: correlating measurements taken at differ times • *Equivalent forms reliability*: correlating measurements from a sample of individuals who take two different forms of the same test (SAT) • *Internal consistency*: form of reliability that assesses how consistently the items of a test measure a single construct; correlation between items in the test • *Generalizability theory*: takes into account all measures of reliability (test retest, equivalent forms, internal consistency)

question

Criterion-related validity

answer

correlating a test score with a performance measure (test may measure intelligence and performance is measured by supervisors rating *Predictive Validity*: • Administer a particular test to all applicant and hire applicants without using scores to make the decision • After 6 or 9 months, collect performance data • Time lag, but allows you to predict what would have happened had you actually used the test scores to make the hiring decision • Employer can determine if the tests are valid *Concurrent validity* • Test is administered to current rather an applicants • Performance measures are collected on employees simultaneously • Provides no information those who are not employed by the organization • Range restriction • Test taking motivation is not as high for those are already employed

question

Content related validity

answer

o A design that demonstrates that the content of the selection procedure represents an adequate sample of important work behaviors and activities and or KSAOs defined by job analysis o Analyze job to determine most important tasks or duties (ask experienced supervisors) o Identity predictors o Choose set of predictors that measured abilities

question

Construct related validity

answer

o Not really correct --*Construct*: something you BELIEVE exists o Investigators gather evidence to support decisions or inferences about psychological constructs (concept or characteristic that a predictor is intended to measure) o Constructs are related to both attributes and job demands o Example: memory and reasoning (constructs) are important parts of the job because you need to be able to memorize data • Relying on expert judgment about what the constructs necessary are for doing a job well • You may need SMEs for this

question

Which of the following is true of content-related validation?

answer

There is reliance on a thorough job analysis.

question

Psychometrics

answer

practice of measuring a characteristic such as mental ability, placing it on a scale or metric

question

Identifying Individual Differences (3 professions)

answer

• Differential psychologist: examines what kinds of differences there are between people • Psychometrician: studies these differences • I/O psychologist: uses these studies differences as predictors of performance

question

Fleishman

answer

developed list of 52 abilities • These 52 abilities can be divided into broad categories of cognitive, physical, and perceptual-motor abilities

question

Is "g" Important at work?

answer

• As the complexity of a job increases, the predictive value of tests of general intelligence also increased • High "g" does not guarantee success on the job

question

Hogan

answer

• Hogan says 7 physical abilities are sufficient for analyzing most jobs o These abilities combined form 3 higher-order physical abilities • Muscular strength • Cardiovascular endurance • Movement quality

question

Criticisms with 5 factors of personality

answer

o 5 factors is too few o Not HIGHLY correlated with work o Combinations of 5 factors led to a greater predictive power than any one of the factors by itself (5 factors is too many?)

question

3 promising personality characteristics

answer

o Core self-evaluation, inner directedness and sense of self efficacy o Tolerance for contradiction o Achievement motivation and aggression

question

Personality and work behavior conclusions

answer

o Personality differences play a role independent from cognitive ability o Personality is more closely related to motivational aspects of work o FFM is good framework o More specific work=stronger association to personality o Achievement and dependability?conscientiousness o Conscientiousness has widespread applicability in workplace o People can fake

question

Emotional Intelligence

answer

people's awareness of their own and other's emotions o 2 approaches to measuring emotional intelligence • *"Mixed" approach*: addresses EI as a personality characteristic • *Ability approach*: measures EI like any other measure of cognitive ability

question

Norming

answer

applying meaning to scores by comparing a test score to other relevant scores

question

Test Battery

answer

collection of tests that usually assess a variety of different attributes (tests are taken in a single period)

question

Mental Measurements Book

answer

source that includes extensive list of tests and reviews

question

Speed tests

answer

rigid and demanding time limits; not enough time to finish these questions o Greater variability among candidates o More effective prediction o Vulnerabilities • Does the job require speed? • Unfairness: as we age, we naturally take longer time to process information

question

Power tests

answer

no rigid time limits the items on these tests tend to be answered correctly by a smaller percentage of people than those on speed tests.

question

Group test

answer

testing of many candidates simultaneously o Reduces costs

question

Individual Tests

answer

these include interview, a test of hand-eye coordination o Important when assessing candidate's style of problem solving, not just product

question

Paper-and-pencil tests

answer

common form of industrial testing (also computer testing)

question

Performance tests

answer

score that individual receives is directly related to quality or quantity of their manipulation of an object (skill is important)

question

Bias

answer

statistical term; deals exclusively with the situation in which a given test results in errors of prediction for a subgroup o i.e. underpredicts the performance of women and overpredicts the performance of men

question

Fairness

answer

no statistical bias; value judgment about actions or decisions based on test scores o A firefighter test might be deemed "unfair" and not biased because women perform worse and there are therefore fewer women hired o A biased but fair test would only hire minorities

question

Culture

answer

a system in which individuals share meanings o i.e. an unfair test might include language only used by younger generations

question

Cognitive Ability Test

answer

allow a person to show what he knows, perceives, remembers, understands --*tests producing single scores* (Wonderlic, 50 questions, speed test) --*tests of specific abilities* (Mechanical comprehension test) --*cognitive batteries* (SAT)

question

Knowledge tests

answer

o Assess the extent to which you know course material o Tailored to course o Administered for licensing and certification purposes

question

Screen out tests

answer

tests that identify signs of psychopathology o Medical tests o May not be administered until after an employment offer has been made

question

Screen in tests

answer

assess normal personality o Can be used for pre-employment purposes o Used to choose among applicants prior to offer of employment

question

Integrity Testing

answer

predicts who will act dishonestly in the future • *Overt Integrity Test*: asks questions directly about past honesty behavior and attitudes toward dishonest behaviors • *Personality-based integrity test*: measures honesty and integrity; dealing with broad topics—conscientiousness, reliability, social responsibility • Score poorly?more likely to engage in counterproductive behavior

question

problems with integrity testing

answer

o Difficult to tell what a given test of integrity measures (antisocial behavior, socialization, positive outlook, diligence). o Applicants are rarely informed of their scores; upsetting for applicants who are rejected and don't know why o Pass-fail format; raises possibility of rejecting someone without good reason o Applicants can fail when they give overt answers about their past, even if they are a changed person • Treating integrity like a trait? not believing people can change

question

Integrity tests vs performance tests

answer

• Integrity tests > personality tests: predicting job performance • Personality tests> integrity tests: predicting counterproductive behavior

question

Structured interview

answer

very specific questions (higher validity) o *Situational interview*: asking how employee would respond to specific questions and critical incidents o *Behavior description interview*: what interviewee did in the past • Favored • Greater influence of verbal and presentation skills • Assesses experience over abilities and personal characteristics o Tightly crafted scoring schemes

question

Unstructured interview

answer

broad questions—most common o Answering in preferred form o Interviewer has greater discretion in scoring o More associated with personality o Recruiters ignoring what they've been trained in • Lots of room for biases

question

principles of the use of "Minimum Requirements"

answer

--base them on a job analysis --direct them with a newly appointed job incumbent in mind --think about alternatives to formal course requirements that permit multiple avenues for meeting the MQ requirement

question

Assessment Centers

answer

o Assessment done in groups (aware that you are being compared) o Assessment done by groups (i.e. assessors) o Multiple methods of assessment employed o Assessment centers have "feel" of relevance • Used for longitudinal movement in a company, promotions --seen as more real or relevant than interviews

question

Work Samples

answer

measure job skills by taking samples of behavior under realistic job-like conditions o Rudder control test for pilots o Speech interview for foreign student • Generate "real" feeling • Validity depends on the attributes being assessed in the work sample • Less likely to be challenged as biased or unfair

question

Situational Judgment Tests

answer

• Presents candidate with a written scenario and asks to chose best response • Strong validity and job relatedness • Correlates with g • Best used to measure procedural knowledge • Assess general forms of knowledge • Measuring practical intelligence, less adverse impact

question

Incremental Validity

answer

refers to increased validity for a selection process achieved by adding a particular predictor to an existing selection system o Low inter-correlation of two predictors that each correlate with performance criteria

question

Biographical data

answer

• Includes type of information collected on an application blank o E.g. previous jobs, education, & special training • Biographical inventory developed empirically o Nurses are expected to have had experiences shadowing people • Distinguishing characteristics of Biodata o Historical o External o Objective o Discrete o Person has control over them and they are relevant to the job at hand *Ecology model*: events constituting person's history represent choices made by individual to interact with his/her environment

question

Computer Adaptive Testing (CAT)

answer

o Performance on the routing test impacts the level of difficulty their questions o Based on preliminary routing test; allows for test to be "tailored" to Test taker's approximate level of ability o Assess knowledge and ability with fewer items and avoid • *Ceiling effects*: not separating out scores at the high end • *Floor effects*: don't have a spread at the lower end of the distribution

question

Defining and measuring intelligence is problematic because

answer

different cultures value different adaptive abilities

question

When a test asks indirect questions about honesty and social responsibility, it is called

answer

a personality-based integrity test

question

Dr. Hendry was asked to develop a selection system for hiring firefighters. She will most likely use a cognitive ability test to assess

answer

the extent to which each applicant is likely to easily learn new procedures.

question

All of the following are advantages of Computer Adaptive Testing except

answer

it is affordable for most organizations

question

I-O psychologists have recently defined intelligence as

answer

ability to learn and adapt to an environment

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