Exam 2 Study Guide
Exam 2 Study Guide Psyc 3640
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This 6 page Study Guide was uploaded by Abigail Sanders on Monday October 19, 2015. The Study Guide belongs to Psyc 3640 at Clemson University taught by Eric McKibben in Summer 2015. Since its upload, it has received 468 views. For similar materials see Industrial Psychology 3640 in Psychlogy at Clemson University.
Reviews for Exam 2 Study Guide
Better than the professor's notes. I could actually understand what the heck was going on. Will be back for help in this class.
Gives definitions, but little explanation. Seems like notes straight from the textbook rather than from class discussion. However, having the definitions already in the professor's study guide was helpful and saved some time and hassle.
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Date Created: 10/19/15
Study Guide Exam 2 Industrial Psychology People I Campbell 0 3 direct determinants of job performance I Declarative knowledge knowledge about facts and things I Procedural knowledge and skill knowing how to do things I Motivation choices that individuals make Concepts I General mental ability g 0 Ability to reason learn and solve problems in any of a wide variety of ways and circumstances I Perceptualmotor abilities 0 Physical attributes that combine the senses and motion I Problems with g testing 0 Racial bias discrimination I Psychomotor abilities motorsensorimotor abilities 0 Physical functions of movement associated with coordination dexterity and reaction time I Five factor model of personality OCEAN Openness to experience curious imaginative independent creative Conscientiousness responsible prudent persistent planful Extraversion sociable assertive talkative energetic Agreeableness goodnatured cooperative trusting likable friendly 0 NeuroticismEmotional stability secure calm relaxed little emotion 0000 I Tacit knowledge 0 Actionoriented goaldirected knowledge acquired without direct help from others street smarts I Declarative knowledge 0 Understanding what is required to perform a task Knowing that I Procedural knowledge 0 Familiarity with a procedure or process Knowing how I Test norming 0 Comparing a test score to other relevant test scores I Cognitive ability tests 0 Allows individuals to demonstrate what they know perceive remember understand or can work with mentally 0 Includes problem identification problemsolving tasks perceptual skills the development or evaluation of ideas and remembering what one has learned through general experience or specific training I Wonderlic Personnel Test WPT O Tests that produce a single score representing general mental ability 0 Includes 50 items that assess verbal numerical and spatial abilities 0 12 minutes considered a speed test Bennett Test of Mechanical Comprehension O Tests of specific abilities I Ex Which would be the better shears for cutting metal shows 2 types of scissors I Ex Choose the back view of a factory when given the front view Screenout tests identify psychopathology 0 Used for positions of public trust and to eliminate candidates who are unsuitable for employment 0 Administered after an offer of employment 0 Best known example is the MMPI Screenin tests identify normal personality 0 Used to add information about the positive attributes of a candidate that might predict outstanding performance 0 Administered as preemployment tests 0 Examples include HPI NEOPI PCI Integrity Testing 0 Developed to predict who might act dishonesty in the future rather than who is actually responsible for a counterproductive act 0 Overt Integrity Test asks questions directly about past honesty behavior as well as attitudes toward various behaviors employee theft 0 Personality Based Integrity Test test that infers honesty and integrity from questions dealing with broad personality constructs Structured interview 0 Assessment procedure that consists of very specific questions asked of each candidate Situational interview 0 Assessment procedure in which the interviewee is asked to describe in specific and behavioral detail how he she would respond to a hypothetical situation Behavioral descriptive interview BDI 0 Describe behavior in past jobs Reliability and validity of interviews 0 Works best in structured interviews Incremental validity 0 Value in terms of increased validity of adding a particular predictor to an existing selection system Performance 0 Actions or behaviors relevant to the organization s goals measured in terms of each individual s proficiency Effectiveness 0 Evaluation of the results of performance controlled by factors beyond the actions of an individual Productivity 0 Ratio of effectiveness output to the cost of achieving that level of effectiveness input Criterion deficiency 0 When actual criterion is missing information that is part of behavior one is trying to measure I EX Cops miss evidence Criterion contamination 0 When actual criterion includes information unrelated to the behavior one is trying to measure I EX Cops eat doughnuts as part of their job Ultimate criterion 0 Ideal measure of all relevant aspects of job performance Actual criterion 0 Actual measure of job performance obtained Organizational citizenship behavior OCB 0 Behavior that goes beyond what is expected 0 Altruism helpful behaviors directed toward individuals or groups within the organization I EX Offering to help a coworker who is up against a deadline O Generalized compliance behavior that is helpful to the broader organization I EX Upholding company rules Counterproductive work behavior CWB 0 Voluntary behavior that violates significant organizational norms and threatens the wellbeing of the organization its members or both 0 Dishonesty employee theft of goods and theft of time or dishonest communications with customers coworkers or management 0 Absenteeism failure of an employee to report for or remain at work as scheduled O Sabotage acts that damage disrupt or subvert the organization s operations for personal purposes of the saboteur by creating unfavorable publicity damage to property destruction of working relationships or harming of employees or customers Objective performance measures 0 Quantitative count of the results of work I EX Number of products made amount of money made Job analysis 0 Process that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks Goals of job analysis 0 Performance assessment training selection recruiting promotion job description workforce reduction compensation I Taskoriented job analysis 0 Begins with a statement of the actual tasks and what is accomplished by those tasks I Workeroriented job analysis 0 Focuses on the attributes of the worker necessary to accomplish the tasks 0 KSAOs 0 Knowledge collection of discrete related facts and information about a particular domain 0 Skill eg computer or interpersonal skills practiced act or the capacity to perform a specific task or job duty 0 Ability stable capacity to engage in a specific behavior 0 Other characteristics interests personality training experience I Methodsprocedures for conducting a job analysis 1 Observation 2 Interviews incumbent supervisor 3 Critical rare incidents and work diaries 4 Questionnairessurveys 5 Performing the job I Cognitive task analysis 0 Methods for decomposing job and task performance into discrete measureable units with special emphasis on eliciting mental processes and knowledge content 0 Thinkaloud protocol I Approach that investigates thought processes of experts who achieve high level of performance 0 Time consuming and requires a good deal of expertise to do well 0 Consider the following to determine whether cognitive task analysis may be worthwhile I Persistent performance problems I Costly errors or accidents I Training difficult to transfer to job behavior I Takes a long time to achieve high levels of performance I When does personality predict performance best 0 Ex Personality outside of the classroom is different than inside the classroom 0 Uses for performance information 0 Criterion data employment development motivationsatisfaction rewards transfer promotion layoff 0 Types of performance data 0 Objective quantitative count of the results of work such as sales volume complaint letters and output O Judgmental evaluation made of the effectiveness of an individual s work behavior 0 Personnel promoted writtenup absents 0 Types of performance measurement 0 Handson I Employee engages in workrelated tasks I Includes carefully constructed simulations I Walkthrough testing employee describes in detail how to do a job 0 Electronic performance monitoring I Monitors work processes with electronic devices I Cost effective I Provides detailed and accurate work logs ie computer usage 0 Performance management 0 Emphasizes the link between individual behavior and organizational strategies and goals 0 3 components I Definition of performance I Actual measurement process I Communication between supervisor and subordinate about individual behavior and organ expectations 0 Distributive justice 0 Fairness of outcomes related to decisions 0 Procedural justice 0 Fairness of process by which ratings are assigned and a decision is made 0 Interpersonal justice 0 Respectfulness and personal tone of communications surrounding evaluation 0 Theories of performance rating 0 Process model addresses various factors comprising rating process 0 Content model addresses content input to supervisory ratings 0 Rating context includes both announced purpose and other nonannounced agendas surrounding ratings 0 Overall performance ratings 0 In uenced by 3 factors I Task performance I Organizational citizenship behavior OCB behavior that goes beyond what is expected I Counterproductive work behavior CWB voluntary behavior that violates norms and threatens the organization its members or both 0 Types of performance ratings 0 Trait ratings a warning 0 Taskbased ratings I Effectiveness of employee in accomplishing duties I Most easily defended in court 0 Critical incidents method I Examples of critical behaviors that in uence performance Graphical rating scale most common 0 Graphic display of performance scores that runs from high to low Behaviorally anchored rating scale BARS 0 Rating format that includes behavioral anchors describing what worker has done or might be expected to do in a particular duty area Behavioral observation scale BOS 0 Format that asks the rater to consider how frequently an employee has been seen to act in a particular way Central tendency error 0 Raters choose a middle point on the scale to describe performance even though a more extreme point might better describe the environment Leniencyseverity error 0 Raters are unusually easy or harsh in their ratings Halo error 0 Same rating is assigned to an individual on a series of dimensions causing the ratings to be similar Psychometric training 0 Makes raters aware of common rating errors in hopes of reducing such errors Frame of reference training 0 Based on assumption that rater needs context for providing rating 0 Basic steps I Provide information about multidimensional nature of performance I Ensure raters understand meaning of scale anchors I Engage in practice rating exercise of standard performance I Provide feedback on practice error
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