Industrial Psychology Notes 2/22 & 2/24
Industrial Psychology Notes 2/22 & 2/24 Psyc 3640
Popular in Industrial Psychology
verified elite notetaker
Popular in Psychlogy
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.
Reviews for Industrial Psychology Notes 2/22 & 2/24
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
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 AnalysisIdentification of KSAOsDevelopment 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
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'