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by: Aimee Castillon

Finalstudyguide.pdf PSYC333

Aimee Castillon
GPA 3.61
Introduction to Industrial-Organizational Psychology
Kuy Kendall

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About this Document

Based off of Dr. Kuykendall's study guide on Blackboard
Introduction to Industrial-Organizational Psychology
Kuy Kendall
Study Guide
50 ?




Popular in Introduction to Industrial-Organizational Psychology

Popular in Psychlogy

This 6 page Study Guide was uploaded by Aimee Castillon on Saturday December 12, 2015. The Study Guide belongs to PSYC333 at George Mason University taught by Kuy Kendall in Summer 2015. Since its upload, it has received 36 views. For similar materials see Introduction to Industrial-Organizational Psychology in Psychlogy at George Mason University.


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Date Created: 12/12/15
PSYC 333 Final Study Guide Chapter 1 No topics Chapter 2 Research Methods The difference between moderation and mediation o Moderation variable that in uences the strength of the relationship between two variables ie goal commitment moderates the relationship between speci c dif cult goals and performance 0 Mediation why an IV in uences the DV ie persistence is the reason why dif cult goals lead to higher performance The difference between internal and external validity 0 Internal validity extent to which we can draw causeandeffect conclusions 0 External validity generalize ndings to the real world The three requirements for internal validity 0 Correlation the variables must be related to each other 0 Temporal order one comes before another 0 Elimination of alternative explanations What reliability is consistency or stability of a measure 0 Testretest reliability scale produces the same score at two different times 0 Interrater reliability provides scores that are consistent with one another ie teacher evaluations admissions exams 0 Internal consistency items on a scale are highly related to each other What incremental validity is value in terms of increased validity of adding a particular predictor to an existing selection system 0 Additional variance to make the correlation between two variables better Chapter 3 Individual Differences amp Assessment The Big Five traits Openness Conscientiousness Extraversion Agreeableness and Neuroticism think OCEAN The bene ts and problems associated with using personality tests to select employees 0 Bene ts criterionrelated validity incremental validity reduces discrimination 0 Problem people can fake it The difference between bias and fairness o Bias technical and statistical term that deals exclusively with a situation where a given test results in errors of prediction for a subgroup o Fairness Value judgment about actions or decisions based on test scores The differences between the following assessment methods Situational Judgment Tests present candidate with a scenario and ask the candidate how they would respond to it Assessment Centers are collections of procedures for evaluation that is administered to groups of individuals WorkSample Test is an assessment procedure that measures job skills by taking samples of behavior under realistic joblike conditions Chapter 4 Job Performance Criterion de ciency and criterion contamination O E Campbell s model of performance 0 The dimensions that performance can be broken down into o The direct determinants of performance 0 0 HOW individual differences ie mental ability in uence performance in his model Individual differences in uence performance through the direct determinants Chapter 5 Performance Measurement Which is better traitbased or o Traitbased evaluation of an employee s internal characteristics 0 Behaviorbased evaluation of the frequency andor quality of an employee s behaviors The common types of behaviorbased measures BARS amp B08 0 BARS Behaviorally anchored rating scales rating format that includes behavioral anchors describing What a worker has done or might be expected to do in a particular duty area 0 B08 Behavioral observation scale asks the rater to consider how frequently an employee has been seen to act in a particular way Chapter 6 Staf ng Decisions The characteristics of a good selection system 0 Fair and unbiased o Inexpensive and quick to gather o Predictive validitymaximally valid Legally defensible Q What criterionrelated validity and validity coef cients are 0 Criterionrelated validity validity approach that is demonstrated by correlating a test score with a performance measure improves researcher s con dence in the interference that people with higher test scores have higher performance Validity coefficient correlation coef cient between a test score predictor and a performance 0 measure criterion The difference between adverse treatment and adverse impact 0 Adverse treatment type of discrimination in which the plaintiff tries to show that the employer actually treated himher differently than majority of the applicants or employees AKA intentional discrimination o Adverse impact employer may not have intended to discriminate against a plaintiff but an employer practice did have an adverse impact on the group to which the plaintiff belongs Chapter 8 Motivation The three components of motivation The foundational equation linking performance motivation ability and situational constraints VIE expectancy theory what the theory predicts and what each of the three components refer to valence instrumentality expectancy 0 Human behavior is the result of conscious choices made by individuals among alternative courses of action 0 Goal maximize pleasure o Valence desire to want an outcome 0 Instrumentality a means to an end 0 Expectancy how much you expect your behavior to achieve the outcome Goalsetting theory how it explains motivation what the predictions are about motivation what should be done to enhance motivation o o What the job enrichment model is and the speci c components 0 0960 ICO JCO JCO JI Chapter 9 Attitudes Emotions amp Work No topics Chapter 10 Stress amp Worker WellBeing The difference between a stressor and a strain 0 Stressor physical or psychological demands to which an individual respond 0 Strain reaction or response to stressors Emotional labor and the two types 0 0 two types surface acting faking it deep acting changing one s emotions The individual features that moderate the relationship between stressors and strains locus of control internal external hardiness Transformational copingactively changing perceptions of a stressful event by viewing it as a challenge to overcome Control commitment and challenge selfesteem Type A behavior pattern Definition A set of characteristics exhibited by individuals who are engaged in a chronic struggle to obtain an unlimited number of poorly defined things from their environment in the shortest period of time a k a Coronaryprone personality Ambitious impatient hostile in a hurry subcomponents of Type A hostility most important aspect of Type A personality hostility accounts for all of the meaningful variance in longterm health outcomes basically it s not good for your health to be angry most of the time achievement striving impatienceirritability time urgency Type B relaxed patient easygoing The difference between primary secondary and tertiary stress prevention strategies 0 Primary prevention strategy focuses on modifying or eliminating the stressors 0 Secondary focuses on modifying the individual s response to the stressor o Tertiary focuses on healing the negative effects of stressors Chapter 11 Justice Fairness amp Diversity The four different types of injustice that individuals experience 0 Distributive concerned with outcomes 0 Procedural concerned with processesprocedures o Interactional Interpersonal are employees treated with respect Chapter 12 Leadership The behavior dimensions from the Ohio State studies 0 consideration Behaviors that indicate mutual trust respect warmth and rapport between the supervisor and group initiating structure Behaviors in which the leader organizes and defines the group activities and hisher relation to the group The VroomYetton decision styles 0 o Autocratic leader makes decision by himselfherself o Consultative leader makes decision and consults with individuals who possess relative knowledge Group decision is made by the group 0 Types of power French amp Ravens Reward power the potential of a supervisor to mediate or dispense valued rewards Coercive power the potential of a supervisor to mediate or dispense punishments Legitimate power The right of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence Referent power The identification of the subordinate with the supervisor the desire of the subordinate to be like and act like the supervisor the power of example Expert power Transformational leadership strategies 0 Inspirational motivation Appealing vision of the future 0 Idealized influence Display conviction and emphasize trust 0 Intellectual stimulation Question old ideas and values 0 Individualized consideration Consider individuals needs and abilities Effects of charismatic leaders on followers 0 Emotional attachment to the leader 0 Never question the leader s beliefs or actions 0 See themselves as integral to the accomplishment of the leader s goals Personality traits associated with leader effectiveness Emotional stability and extraversion


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