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Industrial Psychology Notes 2/22 & 2/24

by: Courtney Luber

Industrial Psychology Notes 2/22 & 2/24 Psyc 3640

Marketplace > Clemson University > Psychlogy > Psyc 3640 > Industrial Psychology Notes 2 22 2 24
Courtney Luber

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About this Document

These notes cover the classes on 2/22 and 2/24. Class was cancelled on 2/26.
Industrial Psychology
Eric S McKibben
Class Notes
25 ?




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This 4 page Class Notes was uploaded by Courtney Luber on Monday February 29, 2016. The Class Notes belongs to Psyc 3640 at Clemson University taught by Eric S McKibben in Fall 2016. Since its upload, it has received 35 views. For similar materials see Industrial Psychology in Psychlogy at Clemson University.

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Date Created: 02/29/16
2/22/2016 Chapter 4 cont’d  Extensions of the Basic Performance Model o Task performance (Doing just what is expected) vs. o Organizational Citizenship Behavior (Going beyond what is what is expected)  Extra behaviors we engage in to better the organization o Task Performance  Requirements vary from job to job  Individual differences tied to abilities & knowledge  Activities part of job description o Contextual Performance/OCB  Common to most jobs  Individual differences tied to personality (some personalities are more inclined to help others than others are)  Activities not part of job description  Supports organizational environment  i.e. help friend with their job; talk positively about job  can end up becoming criterion contamination o negative correlation between task performance and OCB  Organizational Citizenship Behavior o Organizational Citizenship Behavior (OCB)  Behavior that goes beyond what is expected o Altruism: Helpful behaviors directed toward individuals or groups within the organization; OCBI; directed toward individuals o Generalized compliance: Behavior that is helpful to the broader organization; directed toward organization; OCBO  i.e. wearing a Clemson shirt in public  Types of Performance Measures o Objective performance measures  Quantitative count of the results of work  i.e. grade on a multiple choice test  could possibly be the least fair way to measure performance o Judgmental measures  Evaluation of the effectiveness of an individual’s work  i.e. we can rate how effective someone is at producing widgets o Personnel measures  Typically kept in personnel file  i.e. absences, accidents, rate of advancement  Adaptive Performance o Beneficial due to changing nature of work  Changing technologies alter work tasks  Mergers, downsizing, & corporate restructuring  Globalization & working in different cultures  Adaptive Performance: 8 Dimensions o Handling emergencies or crisis situations o Handling work stress o Solving problems creatively o Dealing with uncertain work situations o Learning work tasks, technologies, & procedures o Demonstrating interpersonal adaptability o Demonstrating cultural adaptability o Demonstrating physically oriented adaptability  Expert Performance o Performance exhibited by those who have practiced for at least 10 years & have spent average of 4 hours/day in deliberate practice o Deliberate practice  Individualized training on tasks selected by a qualified teacher 2/24/2016  Constraints on Performance o Counterproductive employee behaviors  Voluntary behavior violating significant organizational norms & threatening organization, its members, or both  Interpersonal deviance—reduce productivity; directed at other individuals  i.e. harassment, gossip, verbal abuse, fighting  Organizational deviance—directed at organization  Property deviance—i.e. theft, property damage, sabotage  Production deviance—absence, tardiness, long breaks, substance abuse, sloppy work  Common Counterproductive Behaviors o Dishonesty  Employee theft or dishonest communications o Absenteeism  Failure to report for or remain at work as scheduled o Sabotage  Acts that damage, disrupt, or subvert the organization’s operations  Fundamental Properties & Practices o Job analysis  Process that determines “essence” of a collection of tasks falling within scope of particular job title  Uses of Job Analysis Info o Performance assessment, job description, training, workforce reduction, selection, recruiting, criterion development, promotion, compensation  History of Job Analysis o 1922 – Viteles & job psychograph  Used in job analysis to display mental requirements of a job  Types of Job Analysis o Task-oriented job analysis  Begins with statement of actual tasks & what is accomplished by those tasks o Worker-oriented job analysis  Focuses on attributes of the worker necessary to accomplish tasks  KSAO’s o Knowledge  Collection of discrete, related facts & information about a particular domain o Skill (e.g., computer or interpersonal skills)  Practiced act o Ability  Stable capacity to engage in a specific behavior o Other characteristics: interests, personality, etc.  Job AnalysisIdentification of KSAOsDevelopment of Assessment Devices  Potential Distorting Influences in Job Analysis o Desire to make one’s job look more difficult o Attempts to provide answers that SME (subject matter expert; someone who is doing the job) thinks job analyst wants o Carelessness  How a Job Analysis is Done o Observation o Interviews: Incumbent, Supervisor o Critical incidents & work diaries o Questionnaires/surveys o Performing the job  Job Analysis: Newer Developments o Electronic performance monitoring  Can be cost effective  Potential for providing detailed & accurate work log  e.g., “This call may be monitored for quality control purposes.”  Want to make sure employees are able to express all types behaviors, even for irregular requests


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