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    I-O PSYCH EXAM #2 STUDY GUIDE

    *** CH 12: Stress in the Workplace ***

    Stress: a threat you perceive acquiring adjustment which taxes theindividual to near, or beyond the limits of his/her resources. Stimulusdefinition: stimulus factors that are impinging upon us

    o NOT a threat- NOT stress

    o NOT the same for everyone

    o NOT event that caused stress BUTperceivedaspect

    o Response definition: how we respond to stress Physiologically &

    Psychologically

    Psychological security- (resources) like motivation comes fromwithin

    Difficult to measure

    Perceived demand that causes us to adopt our resources

    Threat, frustration = causes of stresso Threat: anticipation of harm

    Future oriented/ hasnt happened yet

    Some spend their whole life worryingo Harm/Frustration: form of stress thats already occurred

    Past oriented

    Some spend whole life fixated/ruminating about past events

    One reason women are more likely to be depressed (2:1) ratio, theyruminate while men change activities.

    Conflict: occurrence simultaneously of 2 or more non-compatible action tendenciesor goals.

    o Approach - Approach: 2 alternatives/choices that are both (+) in

    valance/nature

    Gift of Lexus or Mercedes, cant have botho Approach - Avoidance: Single choice that has both (+) and (-) valances

    Offered supervisor promotion: increased stress (-) & increased money(+)

    Classic example is marriageo Avoidance - Avoidance: 2 choices that are both (-) in valance

    Dont want to study but will fail the exam if not

    9/11: Jump or burn

    Causes of Stress in Work Place:o Work overload - too much work to perform in the time available (quantitative)

    or work that is too difficult for the employee to perform (qualitative).o Work underload - work that is too simple or insufficiently challenging for ones

    abilities.o Role Ambiguity or Conflict :Ambiguity: a situation that arises job

    responsibilities are unstructured or poorly defined. Conflict: a situation thatarises when there is a disparity btw job demands and the employees personalstandards.

    Performance criteria ambiguity : uncertain of evaluation standards forjob performance

    Work method ambiguity : uncertain of appropriate methods forsuccessful performance

    Scheduling ambiguity : uncertainty of timing/sequencing of work

    Effects of Work Stress

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    Psychosomatic Diseases/Disorders: actual physical disorders caused or related toemotional factors such as stress on the job. Involve specific organ or tissue damagewhere origins lie in psychological and emotional factors that have a definite physicalimpact on the body. Often these lead to more stress.

    o Include:

    High BP

    (hypertension) ulcers

    colitis

    heart disease

    arthritis

    skin diseases

    allergies headaches

    neck & lower backpain

    cancero Costly to organizations reflected by reduced motivation, lower productivity,

    increased errors/accidents, increased turnover & related counterproductivebehavior (substance abuse/theft)

    Mass Psychogenic Illness: a stress related disorder manifested in a variety ofphysical symptoms that spread rapidly among a group of workers; popularly calledassembly-line hysteria. Affects greater number of women than men. It strikessuddenly, has no physical origin and spreads by contagion.

    o Triggers include: employee isolation (women esp. susceptible), noise, speed,

    poor lighting, variable temperatures, unpleasant odors, and work overload

    Burnout: a condition of job stresses that result from overwork. 3 components tosuch include;emotional exhaustion, depersonalization, & reduced sense of personalaccomplishment.

    o Age is a significant predictor of burnout; more likely to occur in those under

    40o Sometimes labeled workaholics; So-called addiction to work b/c of anxiety &

    insecurity or b/c of a genuine liking for the job.o They have highJob engagement: the true enjoyment of work, characterizing

    ppl who score high in energy, involvement, and efficacy.

    Hans Selye; in our everyday life we experience wear & tear =stresso General Adaptation Syndrome:

    Alarm - mobilizes, increases heart rate, digestions slows, fight or flight Resistance - tries to cope/resist a threat we are working our bodies

    harder

    Exhaustion - body begins to succumb to illness, signaling high lvl ofstress

    Psycho/neuro/immunology (PNI): External conflict causes physical degradationthen illness, Dr.Adler

    Post Tramatic Stress Disorder: Extreme situation of death or serious trauma.Those vulnerable to PSD are marked by: worry, irritability, and/or aggression. Itaffects ones way of concentration; the self-preoccupied can be consumed withaddictive habits.

    Methods For Reducing Stress

    Behavior Modification: changes response to a stimulus, effective in rendering TypeA personalities less vulnerable to stress. Conditioning positive emotional responses tostressful events.

    o Cognitive retraining therapy: given opportunities to help each other, self-

    esteem builders, make independent; gives meaning to lifeo Biofeedback: stress-reduction technique that involves electronic monitoring

    of physiological processes, such that ppl can learn to control muscle tension,blood pressure, and brain waves.

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    o Relaxation Training: stress reduction technique that concentrates on

    relaxing one part of the body after another.

    Individual Differences in Stress Responses Job Satisfaction

    o As stress lvls increase job satisfaction & morale decreases

    o Increases in autonomy & control increase satisfaction

    o Challenge related stress : time pressure, high lvl of responsibility that lead tofeelings of fulfillment & achievement. Showing not all stress as harmful.

    o Hindrance related stress : excessive job demands and constraints that

    interfere with achieving goals.

    Type A/B Personalities: Personality patterns related to ones ability to toleratestress;

    o Type A: characterized by high competitive drive & time urgency. Are persons

    are associated w/ heart disease anger, hostility, time urgency & depression.o Type B may work as hard as Type A, but show fewer stress effects.

    Self-Efficacy: the belief in ones ability to accomplish a task; a sense of howadequate, efficient and competent we feel about coping w/ lifes demands.

    o The determining factor in stress tolerance .

    o

    Ppl high in self-efficacy are less bothered by stress Locus of Control: personality variable of internal vs external attribution for source

    of rewards.o Internal- believe they can affect the outcomes in their world, are in control

    o External- attribute outcomes to ppl, outside events & forces such as

    luck/chance

    Have higher lvls of stress & burnout

    Self-Esteem: how we feel about ourselves based on value or worth; in workplacecalled-

    o Organization-based Self-Esteem: a personality dimension relating to our

    assessment of our adequacy and worth w/ regard to our place in theemploying organization.

    Low in (OBSE) are more affected by job stress, more susceptible toeffects of role conflict & tend to be more passive in coping with stress.

    Negative Affectivity: A personality dimension characterized by a generalized lifeand job dissatisfaction and by a focus on (-) aspects of life events. Closely related toneutroticism.

    o Those rated High are likely to experience distress & dissatisfaction in ALL

    areas of life.

    Hardiness: ppl who can survive stressful situations show traits for control, thatdoesnt mean of environment but over self, emotions & behavior

    o Ppl respond differently to stress, stimuli are not universally agitating; the way

    an individual interprets & evaluates experiences determines stress.o They do something about a problem- best antidote for stress

    o Think of solutions creatively- then seek to carry them out.

    *** CH 7: Leadership *** Leadership: interpersonal influences exercised in a situation and directed

    through the communication process, toward the achievement process oforganizational goals. The ability to persuade individuals to follow his/her directionsand achieve a goal

    o Leaders behave the specific actions by which they play out their leadership

    roles- are based on certain assumptions about human nature; they operate on

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    the basis of some personal theory of human behavior, a view of what theirsubordinates are like as ppl.

    3 Poor Leadership Traits:o Lack of training

    o Lack of cognitive ability

    Cant think strategically or find alternatives

    o Lack of Personality/ Personality pblms Most damning quality- narcissism

    Must be center of attention take all the credit for success & none forfailure

    Counter factual Thinking: what might/would have beeno Leaders are usually decisive; consider these variables that may be derisive to

    organizational goal.o 3 Facets

    Characters of Leaders

    Followers

    Nature of the situation

    Transactional: focuses on the relationship btw leaders and followers, what the

    leader can do is based on followers. Transformational: can transform or change beliefs of their followers; those who

    challenge or inspire followers by creating a vision and communicating it well. Scorehigh on extroversion & agreeableness and are charismatic.

    o High energy Lvl

    o Individualized consideration

    o Intellectual Stimulation

    Approaches to Leadership

    Scientific Management: (F. Taylor) management philosophy concerned withincreasing productivity that regarded workers as extensions of the machines theyoperated.

    o Taylor was concerned w/ finding ways to increase productivity by getting

    machines & their workers to run faster and more efficiently

    Human Relations Approach: (D. McGregor) regard satisfaction of employee needsas a legitimate corporate responsibility. Arose in 1920/30s under the impact of theHawthorne studies

    Trait Approach Theory: attempted to find what set leaders apart from otherso Didnt find any consistent pattern

    Followership: the pattern between leaders and followerso Its not about the characteristics, it takes an interpersonal relation to direct a

    set of followers

    Behaviorist Approach: only observable trait is behavior, what leaders doo X & Y Theory:

    (X) approach to management assumes ppl are lazy & dislike worktherefore they have to be led; consideration is low. Compatible with

    bureaucracy & Scientific Management

    (Y) Assumes ppl find satisfaction in their work when their leader allowsthem to participate in working toward goals; structure is high.

    o Consideration: (Like Theory Y)

    Causes an increase in production rateso Initiating Structure: (Like Theory X)

    Setting goals, syst. Of rewards & punishments

    International Harvestor Study: (no longer in business)

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    o Kennedy-if you dont lower prices on steel Ill buy your material from other

    (foreign) industrieso If you take care of employees productions will take care of your production

    o Formen Opinion Questionnaire: like theory X&Y

    Measured consideration and structure

    Found high scores on (X) pre-training, low on consideration @

    supervisor lvl. To correct they sent them to a (human relationsoriented) training facility. After training the results were flipped, more(Y). Followed them back and continued study which resulted instructure being even higher and consideration at all time low.

    Top Dog must be fixed first, you must start at the top b/c ppl will leadas their directed to lead.

    If leader doesnt do it he doesnt validate or give it credibility.

    Prudential Study: find an organization large enough that they could find severalgroups performing the same job under the same circumstances b/c invariably somegroups will produce more than others- does leadership have an effect on production?

    o Commonalities with leaders of High Producing groups: emergencies

    should be at a minimum!

    Less direct emphasis on production as a goal

    Theyre ppl oriented ppl taken care will take care of production

    Less close supervision from their own supervisors

    We treat ppl differently when already doing what we want

    Employee centered

    More time in supervision in straight production work

    More confident in role as supervisor

    Knew where they stood in organization

    Encourage Employee involvement/ participation decision-makingo Classic b/c it was replicated several times

    Characteristics of 1st-line supervisors (**ESSAY**)o Person centered

    o Supportive & helpful

    o Democratico Flexible

    o Emphasize quality

    o Provide clear directions

    o Give timely feedback

    Power: allows us to influence others, right to make a decisiono 3 Main traits:

    Able to obtain more resources

    Able to dictate policy/changes/standards

    Advance further in the organizationo 3 Types of Power (derived from formal organization):

    Legitimate : derived from organizations formal power structure

    Coercive : ability to punish

    Reward : ability to rewardo 2 Types of Power (derived from leaders themselves):

    Expert : expertise believedto be had

    Referent : respect & likableness, derived from followers are easilyidentifiable to them.

    To move up in an organization you have to make yourself visible, allow yourself to beknown.

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    Obstacles to Women Progress

    Women perform as well as or better than men in assessment centers, highlycompetitive, adopt leadership styles more interactive & democratic, just assuccessful, entrepreneurial BUT only 2-4% of corporations are run by Females. 42%less in pay than men and often restricted to staff/ advisory positions. There is still aglass ceiling, to change this we need to change the socialization of our children.

    Reasons for these disparities:o Persistence of Male stereotypes

    o Exclusion from informal networks

    o Lack of line experience [sales asst -> finance -> ]

    o Inhospitable corporate culture

    o The Glass Ceiling

    o When women succeed their success is attributed to circumstance/ external

    factors- males, ability

    Martina Horner- went to a large mid-west university and distributed paper to Malesand Females: At the end of the year Annie finds herself at the top of med. Schoolgrad class (F); where males were asked to write about John. Asked to write afictitious story about their character

    o 10% of males said negative things about John

    o 60% of Females said negative things about Annie

    o Motivation to Avoid Success: catch so much flack its not worth-while to

    pursue

    *** CH 5: Performance Appraisal***

    Performance Evaluation/Review: Formal structured system of measuring &evaluating an employees job related behaviors and out-comes.

    o The purpose for appraisals is

    1.) Administrative reasons; pay increases & promotions

    2.) Research; validating selection instrumentso EEOC is concerned with the Reasonableness and Validity of the test

    o Burden of proof rests with the corporationo Out-Comes = Productivity; Most important aspect

    o One to measure behavior & another to see what they produce

    In a Meta-Analysis, it was revealed that student reviews of teachers, say nothing ofwhat a professor does but rather what they make students do.

    Equal Employment Opportunity Commission (EEOC): sets guidelines foremployment decisions and selection procedures not ltd. to hiring but also promotion,demotion, transfer, layoff discharge or early retirement. Increases chances of successwhen defending against claims of discrimination.

    o Race Bias: known to persist in job assignment, pay, promotion, & other

    personnel decisions.o Age Bias: Older workers receive significantly lower ratings on measures of

    self-development, interpersonal skills & overall job performance.o Labor Unions: represent 11% of US workforce, assert seniority opposed to

    assessment of merit be cause for promotion.

    Common Goals:o Record of Performance

    documentation of pro/demotions, pay increases

    used to justify actions taken with an employeeo Provide an Employees Potential for Advancement:

    Maintains employee initiative,

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    Helps identify those w/ potential.o To determine Performance & Training Needs :

    Lets employees know where they stand

    Should provide feed-back

    Necessary at all lvls to be effective (Prudential Study)o Motivate Employees

    When employees receive (+) evaluations it doesnt necessarilyproduce an increase in productivity BUT (-) evaluations WILL decreaseit.

    o Provides a Validation for Selection Tests

    Validity is dependent on correlation to some measure of jobperformance

    Provide information for validating employee selection techniques.

    Has a bad name b/c criterion to evaluate are fraught w/ error

    Anytime one person tests another, there is some lvl of subjectivity

    Inherent Problems with Testso Halo Effect: tendency to judge all aspects of a persons behavior or

    character on the basis of a single characteristic.Appearance is the #1

    attribute looked at.o Constant/Systematic Bais: A source error in performance appraisal based

    on the different standards used by raters; each person has a unique lvl ofstandards

    o Most-Recent Performance Error: A source error in performance appraisal

    where rater tends to evaluate most recent job behavior rather than behaviorthroughout period since last appraised. We cant let the most recent activityto affect our judgment, the total performance is key.

    o Inadequate information Error: A source of error in performance appraisal

    in which supervisors rate their subordinates even though they may not knowenough about them to do so fairly & accurately. Being able to pass the blameon to another. Decentralization allows us to reduce this error?

    o AVG Rating/(Leniency)Error: rater is unwilling to assign extreme scores

    one way or another, consequently most fall in the mid-range BUT if everyoneis AVG then no one is really apt.

    20/80 Rule: 20% carry 80% of the worko Attribution: A source of error in performance appraisal in which rater

    attribute/assign (+) or (-) explanations to an employees behavior/ attributingcause. Why do ppl perform poorly? Supervisors will blame employees of beinglazy in nature when rather, they may only need training. OR InterpersonalAffect: Our feelings or emotions toward another person. In performanceappraisal, the emotional tone of the relationship btw the manager and theemployee, whether (+) or (-) can influence the assigned ratings

    o Role Conflict: A situation that arises when job responsibilities are

    unstructured or poorly defined.

    Judgmental Performance Appraisal Methods:o Merit Rating : objective rating method designed to provide an objective

    evaluation of work performance.

    Rating Method: specify how or to what degree worker possesrelevant job characteristics. Attempts to reduce personal bias byobserving worker performance; not nearly reliable or effective. Difffrom ranking b/c it relates an individuals past performance withcurrent.

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    Ranking Method: A Performance appraisal technique in whichsupervisors list the workers in their groups in order from (highest tolowest) or (best to worst). Diff from rating b/c it relates individualperformance with all others in group- Not a direct measure of jobperformance.

    Paired-Comparison Technique: A Performance appraisal technique

    that compares the performance of each worker with that of every otherworker in the group. Similar to Ranking but more systematic/controlledbut confined to small groups no more than 6-8 ppl

    Forced-Distribution Technique: performance appraisal technique inwhich supervisors rate employees according to a prescribeddistribution of ratings/categories (top 10%, top 50%). makes anassumption that tests have normal distributions/bell curve, but itdoesnt adequately appropriate what AVG is; group may all be betterthan AVG.

    Forced-Choice Technique: performance appraisal technique inwhich raters are presented with groups of descriptive statements andare asked to select the phrase in each group that is most descriptive orleast descriptive of worker being evaluated. Not used often, difficult to

    test.o Behavioral Observation Scales (BOS) : A performance appraisal technique in

    which appraiser rates the frequency of critical employee behaviors.o Behaviorally Anchored Rating Scales (BARS) : A performance appraisal

    technique in which appraiser rates critical employee behaviors specific tosuccess or failure.

    o MBO Management By Objective (MBO): [now use Total Quality Mgt.]

    involves a mutual agreement btw employee and manager on goals to beachieved in a given period. --Being at lowest lvl, they report their goals to thenext lvl above. It creates tremendous accountability. Problem with set goals isthat they tend to be set low b/c they tend to be raised. The result is settlingfor mediocrity if you dont have control over the contingencies in theenvironment, which is almost never the case. Not valid or reliable.

    How to Improve Performance Appraisals:o Training: (persons who conduct appraisal) creates awareness that abilities and

    skills are usually distributed in a bell curve & developing the ability to defineobjective criteria for work behavior.

    o Provide Feed-back to Raters: reduces leniency errors

    o Subordinate Participation: leads to trust in employee management, increases

    satisfaction, increased reports of fairness & motivation to improve.

    *** CH 14: Consumer Psychology *** Consumer Psychology: Consumer decides success of an organization or/object so we

    have to have them surs- Market, Advertise & Sell our product

    Caveat emptor = let the buyer beware

    3 Major Purposes of Advertisingo Produce an Awareness of & Knowledge about a company, service, or product

    o Create a (+) regard; make ppl feel good about company

    o To (Stimulate) a Desire; you cant create a desire, like a motivation, it has to

    already exist. Important b/c I-O Psychologists were accused of brainwashingessentially.

    Research Methods

    Focus Groups: A method of surveying public opinion through the paid participationof 8 to 12 group members who meet to describe their reactions to a product or

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    advertisement or to specific issues. Responses tend to be more qualitative than thosefrom questionnaires.

    Survey Consumer Method: Actual buying behavior or response/reactions to aproduct. Ppl not always accurate/reliable. False responses either by memory lapsesor deliberate distortions cause inaccuracy. Phone surveys have all but died however,online surveys show increases in response and accuracy.

    o Most Popular methodologyo Dont tell the truth

    o Cant articulate meaningful information

    o Much of responses subconscious- unaware of intentions

    Motivational Analysis (In-Depth): (E. Dichter) Not interested in preference rather(WHY?) motivation for purchasing product.

    o Ernest Dichter used Freudian psychoanalysis to uncover subconscious

    motivations for neurotic behavior and then applied it to consumer behavior.o Pretest of focus group.

    o What kinds of cognitions/affects group perceives from ad. Is what theyre

    looking at

    Projective Techniques: ppl are presented with ambiguous stimulus and they thenproject their needs, fears and values onto the stimulus in the act of interpreting it.

    o uncover subjective, unconscious reasons

    o Rorschach Ink Blot Test/ Thematic Apperception Test

    Physiological Measureso Eye Camera: in dpt. Studies b/c want to know where/what ppl are fixating on.

    (end of aisle)o Pupil Dilator/Autonomic Response: pupils increase when perceiving a

    desirable object, constrict on decreased desirability. Gives validityo EMG Electromyography: detects electrical activity of the muscles; when

    applied to certain facial muscles it measures a persons reaction to emotionalstimuli.

    Sales Test: Run ad in one area/ not another; if sales increased in the place as wasrun and not the other, then it worked. A way of testing the effectiveness of an

    advertising campaign by introducing the new advertising in selected test markets.Allows for control of variables

    Aided Recall: Most frequently used method show part of ad & ask the group tofill in the missing part of the advertisement. A test of advertising effectiveness todetermine the extent to which ad content can be recalled. The interviewer aids therecall by asking specific questions.

    Recognition Techniques: used to test advertising effectiveness by asking ppl ifthey recognize a particular ad, where they saw it, and what they can recall about it.Better for TV commercials

    Packaging: Ppl consider convince, security, does it fit where its usually kept,aesthetics, packaging makes up more of product cost than product itself

    o Can spend so much on advertising b/c they pass the bulk on to the consumer

    Nature of Advertisement

    2 Major Pblms w/ Sexy Adso Very little recall on product

    o Appeal to wrong audience

    TV Ads/Commercials: scientists describe viewers as nomads b/c they wander or surfo Channel nomads: surf channels looking for programs of interest

    o Mental nomads: multi-taskers doing other things while TV is on, occasionally

    glance at TVo Physical nomads: busy in other parts of house only catch snippets of TV

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    o In lab setting, aprox. 1/3rd forgot what they had seen when questioned

    immediately after

    Has to appeal to different ethnic group.o High status by up high quantity.

    o High SES shop down b/c they dont have anyone to impress

    o Social Climbers buy ridiculous $800 Jimmy Choo Shoes

    *** CH 10: Working Conditions *** Psychological and Physical factors that satisfy efficientcy

    Environmental Psychology: the study of the effect of workplace design onbehavior and attitudes.

    o Office lay-outs have implications on communication btw & w/in depts., flow of

    job tasks, relationships btw managers and subordinates, and work groupcohesiveness. Though this type does improve socializing; complaints includelack of privacy, noise & concentration pblms

    o Hoteling is a term used when calling to reserve a cubicle when visiting ones

    home office. It is known by those who spend much time on-site/ traveling toclient areas

    Factors:o Physical: Location, design, size, landscape

    o Temporal: work hours, rest pauses

    o Psychological: boredom, fatigue, job simple

    Sm. Corporations : have increased interaction

    Lg. Corporations very impersonal, very structuredo Indoor Pollution: very LG buildings, enclosed with polluted air in recirculation

    Air planes are a perfect example

    Illumination Important*o Illumination, Noise & Temperature are analogous with Herzbergs hygiene

    needs, affect satisfactiono Constant exposure to inadequate lighting is harmful to ones eyesight

    o Intensity : lvl of brightness, varies w/ nature of task & age of worker (56-70

    ftcnds)o Distribution of Light : ideally it should be uniform or else results in eyestrain.

    Indirect lighting, which all light is reflected is preferable to direct, whichfocuses and causes glare.

    o Glare : reduces visual efficiency, is caused by light of brighter intensity than

    one is accustomed too Natural light : full spectrum, is a physiological need. Windows assist in this w/

    added sceneryo Foot-candle: (standards candle at a distance of one ft) aprox. The brightness

    produced by 100-watt bulb held 10 ft about your head on a dark night.

    Noiseo National Institute of Occupational Safety and Health reports; 20% of US emps

    work in environments prone to hearing damage.o Govt rule, no noise over 90 decibels for 8h workday

    o 130 + cause near instant hearing loss

    o Interferes w/ effective communication in office place

    Coloro No validity to correlations w/ color & productivity, fatigue, or job satisfaction

    o Coding devices are the way color is used to indicated fire (red), danger

    (yellow) & first-aid stations (green)o Can prevent eye strain b/c reflectivity, white walls reflect more than dark

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    o Dark rooms seem smaller

    o Most employees prefer pastels or cool colors but these often affect perception

    of temp.o Most thermostats are fakes only giving illusion of control

    Music in work place, humanizing attempt doesnt increase production unless the jobis repetitious

    Nominal work hours, shift work (esp. Rotating) is extremely deleterious to ones health. Work Hours:

    o The 5-day, 40hour work week became the norm in 1938 w/ passage of the

    Fair Labor Standards Act.o Nominal Working Hours:The prescribed number of hours employees are

    supposed to spend on the job; not all of these hours are actually spentperforming job tasks

    o The longer the work week/time; the less productive an individual becomes

    Shift Work: when industry works around the clock a worker is assigned to aparticular time period or (rotated- switching workers periodically), those which worklate shift are often compensated through pay.

    o Less productive, more prone to error & have more serious accidents, have

    greater lvls of stress, lower feelings of control at work, less social support &have higher lvls of conflict

    o Diurnal rhythm, a regular daily cycle, becomes disrupted with this & body

    undergoes dramatic changes due to shift.o Fewer pblms are experience w/ fixed shifts

    o 25% performs white/blue-collar work, 25% part-time work.

    Flextime: A sys of flexible working hours combining core mandatory work periodswith elective work periods at the beginning and end of the workday

    o Permits emp. To choose and increases freedom with several productivity

    advantages

    Job Simplification:The reduction of manufacturing jobs to the simplest componentsthat can be mastered by unskilled or semiskilled workers.

    o Leads to Bordom and Fatigue

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    CH VOCABULARYCH 5 Performance Appraisals

    Peer Rating: A Performance appraisal technique in which managers or executives atthe same lvl assess one anothers abilities and job behaviors.

    Self Ratings: managers assess their own abilities and job performance.

    CH 7 Leadership Authoritarian Leadership: style where leader makes all the decisions and tells

    followers what to do.

    Bureaucracy: formal, orderly, and rational approach to organizing businessenterprises.

    Charismatic Leadership:

    Consideration Leadership Functions: Leadership behaviors that involveawareness of and sensitivity to the feelings of subordinates.

    Contingency Theorizes: theory in which a leaders effectiveness is determined bythe interaction btw the leaders personal characteristics & the situation.

    Democratic Leadership: Implicit Leadership Theory: describes a good leader in terms of ones past

    experiences w/ different types of leaders.

    Initiating Structure Leadership Functions: leadership behaviors concerned withorganizing, defining, and directing the work activities of subordinates.

    Leader-Member Exchange: theory that focuses on how the leader-followerrelationship affects the leadership process

    Path-Goal Theory: theory that focuses on the kinds of behaviors leaders shouldexercise to allow their subordinates to achieve personal and organizational goals.

    Pygmalion Effect: self-fulfilling prophecy in which managers expectations aboutthe lvl of their employees job performance can influence that performance.

    Self-Managing Work Groups: Employee work groups that allow the members of awork team to manage, control, and monitor all the facets of their work, fromrecruiting, hiring, and training new employees to deciding when to take rest breaks.

    CH 10 Working Conditions Environmental Psychology: the study of the effect of workplace design on

    behavior and attitudes.

    Flextime: A sys of flexible working hours combining core mandatory work periodswith elective work periods at the beginning and end of the workday

    Job Simplification:The reduction of manufacturing jobs to the simplest componentsthat can be mastered by unskilled or semiskilled workers.

    Nominal Working Hours:The prescribed number of hours employees are supposedto spend on the job; not all of these hours are actually spent performing job tasks.

    CH 12 Stress at Work Occupational Health Psychology: the field study of dealing with the health effects

    of job stress and other aspects of employee well-being.