Chapter 15: Industrial and Organizational Psychology

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

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

the knowledge, skills, abilities, and other traits required for a specific job

people who already hold the job

Subject-matter experts

people who have technical expertise related to the job

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

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

combination of persistent emotional and physical exhaustion, cynical attitudes about the job, and a sense that one's work as little meaning

beliefs about one's value and worth as a human being

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

regularly missing work for either legitimate or questionable reasons

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

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

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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