Industrial-Organizational Psychology

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1. 3 main categories of individual differences: intelligence, 17. Describe the Weyerhaeuser study and its results, which provided
personality, motivation answers to these questions.: Some scientists/engineers were
2.360 feedback ratings: feedback from every angle. clients, given an assigned goal and received praise, public recognition, or
coworkers, boss.
a monetary bonus for achieving it.
problems: expensive, time consuming
Others participated in setting their own goals and received one
3. affect: (emotions) how you feel about your job?
of these same three rewards. Still others were urged to do
4.Also, in the Weyerhaeuser study, what were the three types of
their best
reinforcements, and which worked best?: praise, public and given one of the same three rewards.
recognition, money. all were about the same.
18. does g predict training success: yes. High g people tend to
5.The article, "What we know about leadership" suggest that
learn faster
there is a bright side and a dark side to reputational
19. does intelligence predict health?: yes, but not general health. less
personality. When do they predict you are more likely to show
accidents.
those sides to others? Does the Five Factor Model typically
reflect the bright side or the dark side?: Over the long term, 20. does intelligence relate to productivity: g is the single best
not short term.The FFM shows the bright side. predictor of job performance
6.The authors believe there are certain "competencies" or skills 21. effective leadership: performance of the group
that are important for leadership, and that they fall in the 22. emergent leadership: given similar levels of power who
intrapersonal, interpersonal, business, and leadership domains. becomes the leader
Which do they think develops last? Which are the hardest and 23. expanded self concept: having multiple roles gives greater
easiest skills to train?: Leadership develops last. intrapersonal context of who we are.
hardest to train, leadership easiest.
24. extrinsic motivation: influenced by external factors
7. behavioral approach (motivation): most extrinsic. organizational
25. the faces scale: breaks language barrier, but not complex
behavioral modification. ex, reward system of promotions,
enough, maybe even insulting.
giving employee a raise
26. G intelligence (general): ability to learn. think critcally
8.behavioral (job satisfaction): what do you do? leave early,
27. Give examples of the types of questions an I/O psychologist
slack off
might try to answer, and some methods they might use to
9. behavior approach (leadership): Effective leaders behave
answer them.: who should we hire? how to increase
in certain ways that are different than no-effective leaders.
productivity? why am i unhappy at this job?
leaders are made not born
28. Goals of an IO psychologist: to increase employee
10.behavior based: behaviors that are rewarded in one domain
productivity, well being, and satisfaction. productivity is a
are incompatable with behavior in another. (ie, aggressive
product of the well-being and satisfaction.
behavior, boxing)
29. g predicts task performance or contextual: task performance,
11. the big 5: Conscientiousness
but not necessarily contextual
Agreeableness
30. health problems in work place: burnout, depression, anxiety,
Neuroticism
Openness stress
Extraversion 31. How did Freud's generalization about life's "most important
12.buffering of failures: getting away from one role can be good if problem" differ from that of
sociology/anthropology/evolutionary psychology?: Freud;
you are failing in it
most people are neurotic.
13.The business literature was full of the "charismatic CEO"
soc/anth/evo psych; getting along with people and gaining
stereotype, when the authors of the book "Good to Great"
status.
reported that leaders of companies that had become great
32. How did psychology's growing interest in individual
were not always so charismatic. What two characteristics did
differences relate to the origins of the field of
the CEOs of the improved companies have in common?:
organizational psychology?: You can test for individual
modest-humble and persistent.
differences
14.cognitive (job satisfaction): how do you think about your job? is
33. how does the changing nature of jobs influence the
it challenging? boring?
importance of g and conscientiousness?: jobs are more
15.contextual performance: extra role behaviors. (doing extra
complex and g is becoming more important.
work on the job)
16. coralation of satisfaction leading to high performance:
weak
34.How do the authors of The article, "What we know about 57.The Organizational Psychologist: The study of organizations
leadership" define leadership? What do they think is the most an the people who work in them.
appropriate way to evaluate it?: defined in terms of the ability to 58.path-goal theory: a theory that concerns how leaders influence
build and maintain a group that performs well. leadership subordinates' perceptions of their work goals and the paths
should be evaluated in terms of the performance of the group they follow toward attainment of those goals
over time.
59.percentage of people that think their boss are the worst
35.How might in-group favoritism play out in the workplace?: part of their job: 75%
financial problems from making poor decisions.bad publicity.
60. performance leads to: satisfaction
bad hiring decisions.
61. Positive affectivity: the likleyhood you are positive
36. how to measure health: self report, but people can lie.
62.positive leadership traits: high energy, integrity, competence,
37.how to measure satisfaction: self report typically. ask about
vision
emotions because emotions affect behaviors.
63.positive spillover: good things happen in one domain and
38.If leaders are born not made, than organizations will put more
carryover to another
money into?: selection of employees (effectiveness) vs
64.Practitioner and consulting: internal consultant (fills HR, IO
training
needs)
39.implicit prejudice: unfounded negative belief of which we're
External consultant- (contract out to several companies).
unaware regarding the characteristics of an out-group
65. Process Based Theory: goal setting theory. get SMART
40. important job characteristics (job based theory): task goals
significance, autonomy, task identity, and task feedback
66. Roles in IO: research and academia. (researcher,
41.Industrial-Organizational Psychology: The application of teacher)
psychological principles to the work place 67. segmentation: boundaries to separate domains.
42.integration: work at most important thing at the time. more ex. only available at work when you are there.
flexable. 68.SMART goals: ▪S
43.intelligence, personality, motivation are powerful predictors of?: pecific ▪M easurable
happy healthy productive ▪A rduous ▪R
44. intrinsic: comes from within ealistic ▪T
45.IQ predicts objective or subjective performance better?: ime-based
objective 69.state: your state fluctuates day to day which changes job
46.job based theory (motivation): all people can be motivated satisfaction
by the proper job design and development 70.strain based: when the pressures from one domain spill into
47.job-centered vs people centered: job= task oriented people= and affect another domain
relationships. best leaders are both. 71.Students in study groups at Harvard were asked to estimate
48.Job Characteristics Theory: All people can be motivated by what percentage of a group project they had each contributed.
Did the totals come out to 100%? Why or why not?: no.
the proper job design and environment
Unconscious over claiming. overestimating our contributions.
49.Job Description Index (JDI): measures five facets of job
satisfaction: work, pay, opportunity for promotion, supervisors,
72.subjective performance: self-report. problems: bad
co-workers
performers don't know they are, good performers do know.
50.job satisfaction: the attitudes that we have about our job,
73.task performance: the combination of effectiveness and
environment and our organization
efficiency at doing your core job tasks
51.Jobs of IO (Industrial): job analysis, personnel selection,
74.time based: when the time devoted to one domain makes it
performance appraisal, training, personality at work
difficult to fulfill the obligations in another domain
52.Jobs of IO (organization): Job satisfaction, groups and teams,
75.trait: stable view on job satisfaction. ex., kids that love their job
leadership, work-life balance, organization fairness, legal
20 years later love their jobs. (no matter if they are the same)
53.management vs leadership: management- power comes from
the position. (formal) 76.trait approach (leadership): effective leaders possess certain
leadership- comes from the person (informal) traits that are difference from less effective leaders. leaders are
born not made
54.need-based theory: individuals desire for accomplishments.
77.transformational leadership: leadership that, enabled by a
effort for mastery and high standards
leader's vision and inspiration, exerts significant influence
55.negative traits of leadership (bad): poor interpersonal skills,
78.what can we do about health problems?: stress management
no team cohesion, narcissitic
policies, training
56.objective performance: how much you sold. problem - it's
79.What does it mean to say that I/O psychology is a science
contextual, a number of reasons can affect sales.
and a profession?: Use scientific knowledge based on data
and theory. apply theories to practical effect.
80. What is an IO psychologist?: making the workplace better for employees and employers, increase productivity.
81.What might increase an employee's commitment to a goal?: 1. Person must have the knowledge to obtain the goal. 2. must be
commited to goal. 3. receive feedback. 4.tasks that are complex for a person, mitigate positive effects of specific high goal setting.
5.constraints can make goal attainment
difficult.
82.Which types of goals are generally best? Specific goals or vague ("do your best") goals? More challenging goals, or easier
goals?: People with specific hard goals perform best.
83.Why do people with more specific and challenging goals perform better than vague easy ones?: employees who are commited to
attaining high goals are high performers, because they are not satisfied with less.
84. why is goal setting effective?: focuses your energy, increases persistence, buffers against failure
85. work-life balance: complex interaction among different domains in life
86. Work motivation: Is personally motivated and can be motivated
87.Would it be best to assign goals to highly educated people working on complex tasks, or to have them participate in creating their
own?: works better if they create their own.