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Chapter 15: Industrial and Organizational Psychology
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Terms in this set (37)
Industrial-Organizational Psychology (SIOP) three main goals:
to help employers deal with employees fairly
to help make jobs more interesting and satisfying
to help workers be more productive
Job anaylsis
the process of writing a detailed description of a position in terms of the required knowledge, abilities, skills, and other characteristics required to succeed as well as evaluating the value of the position for the overall organization
KSAOs
the knowledge, skills, abilities, and other traits required for a specific job
Incumbents
people who already hold the job
Subject-matter experts
people who have technical expertise related to the job
Job crafting
taking on or creating additional roles and tasks for a position over time
Occupational Information Network (O'NET)
collection of databases that describe jobs from six domains
Unstructured interview
employer discusses a variety of job and personality related topics with a candidate with relatively few prepared questions to guide the conversation
Structured interview
present the same set of questions to each job candidate with planned (rather than unstructured) follow-up questions
Validation studies
researchers administer tests to a large sample of incumbents and evaluate their performance to find correlations between job performance and personality traits or cognitive abilities
Assessment centers
capitalize on multiple approaches to personnel selection by combining personality, cognitive, and sometimes physical ability tests
Job simulations
role-playing activities that are very similar to situations encountered in the actual job
Performance appraisal
evaluation of current employees
Task performance
how well an employee performs the assigned duties for his or her position in the organization
Organizational citizenship behavior (OCB)
degree which an employee contributes beyond what is expected
Counterproductive behavior
actions that interfere with one's own (and sometimes' others) productivity, such as absenteeism, lateness, dishonesty, and inappropriate interpersonal behaviors
360-degree feedback
evaluation information form many different perspectives within and beyond an organization
Halo effect
rater thinks highly about one aspect of an employee's job or personality and this leads him or her to provide similar ratings for other aspects of the employee's work
Contrast effect
rater evaluates one employee who is very strong in a number of dimensions such that, by comparison, the next employee is likely to appear weak, even if he is an average worker by other measures
Positive affect (PA)
tendency to experience positive emotions such as happiness, satisfaction, and enthusiasm
Negative affect (NA)
tendency to experience negative emotions, including frustration, anger, and distress
Job satisfaction
the degree to which an employee is content with his or her work
Burnout
combination of persistent emotional and physical exhaustion, cynical attitudes about the job, and a sense that one's work as little meaning
Self esteem
beliefs about one's value and worth as a human being
Self-efficacy
beliefs about one's ability to accomplish certain goals or complete specific tasks
Locus of control
beliefs about one's ability to control one's work environment and success
Absenteeism
regularly missing work for either legitimate or questionable reasons
Turnover
rate at which existing employees leave the organization
Counterproductive behaviors
reduce productivity for the rest of the organization
Sexual harassment
unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature
Leadership emergence
degree to which individuals are viewed as leaders by others
Assertiveness
degree to which an individual will work to achieve or protect one's interests
Transformational leadership
combination of charisma, intellectualization, and a focus on individuals within an organization
Transactional leadership
encourages employee or team member behaviors through rewards and punishments
Laissez-faire leadership
style of someone who has been appointed to a position of leadership, but who does not engage in many (if any) leadership processes
Virtual teams
production or project teams that are physically separated but operate largely (or completely) by electronic communications
Psychologist often divide teamwork into three parts:
input
process
output
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