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Definition
| the application of the methods and principles of psychology to the workplace. Tries to measure and understand employee’s satisfaction in their work, employer’s ability to select and promote best people and generally make workplace a better place. |
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Definition
| focuses on measurements, performance on the job, and the individual on the job |
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| Organizational psychology |
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Definition
| group-focused, focused on processes and context that affect the work environment |
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| 2. What was the major conclusion from the Hawthorne studies? Why are the Hawthorne studies significant to the field of Organizational Psychology? |
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Definition
| The Hawthorne Studies identified a change in behavior due to treatment rather than conditions (The “Hawthorne Effect”). Conducted in a plant of Western Electric, these tests examined how changes in working conditions could improve productivity. E.g. lighting, breaks, wage increases, etc. Increases in productivity were due to enhanced attention and better treatment/interest in employees, rather than changes in the physical environment. They resulted in a new focus and interest on the field of IO psychology |
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| What does the equation B=f(P, E) mean? |
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Definition
| Behavior is a function of personality factors and environmental factors. |
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| Describe the difference between mediation and moderation, according to the lecturer. |
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Definition
Moderation: the impact of one predictor on the dependent variable depends on the level of the other predictor (i.e., X tells us when X1 will influence the behavior) – for example, providing cookies to employees will improve their morale only for those who are low on neuroticism
Mediation: The impact of one predictor on the dependent variable occurs through the influence of another predictor. (i.e., X tells us why X1 influences the behavior). See examples above, i.e. employer expectation impacts employee self-efficacy. |
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| 5. The text discusses 5 major methods of data collection. Describe each of these methods, and list 2 major advantages and disadvantages of each method. |
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Definition
1. Observational Methods – includes simple observation which involves observing and systematically recording behavior and participant observation where the observer is also a participant in the event he/she is studying
o Advantages: Allows behavior to be captured in its natural context AND can avoid the problem of reactivity where a researcher changes the phenomenon of interest in the process of measuring it
o Disadvantages: Very labor-intensive activity AND observations may be subject to bias
2. Archival Data – any form of data or other records that are compiled for purposes that are independent of the research being conducted
o Advantages: Many archival databases are readily available (internet) AND there is no chance that participants will distort responses in a way that would impact the validity of research (non-reactive)
o Disadvantages: Measures behavior indirectly AND not always accurate
3. Survey Research – involves asking research participants to report about their attitudes and/or behaviors, either in writing or verbally
o Advantages: Allows the collection of data from large numbers of participants at low costs AND survey data can typically be analyzed with very powerful statistical methods
o Disadvantages: Response rates for some forms of survey data are low AND survey design is a difficult, time-consuming process
4. Experimentation – a highly controlled situation that provides a researcher the best opportunity to assess cause-and-affect relationships
o Advantages: Best way to isolate the impact of a specific variable AND gaining compliance of participants is easier compared to survey research
o Disadvantages: Examining a variable in isolation may be unrealistic AND participants may not take the experimental situation seriously
5. Quasi-Experimentation – similar to a true experiment except that is lacks one of more of the essential features of an experiment
o Advantages: Allows a researcher a way to access causality in naturalistic settings AND an excellent way to evaluate the impact of organizational interventions
o Disadvantages: Organizations may be reluctant to allow these to be conducted AND researchers have very little control |
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Term
| 6. What does it mean to be socialized into a new organization? What types of things does a new employee need to learn during the socialization process? |
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Definition
To be socialized into a new organization means the process by which new employees learn about the organization, the work unit, and the job.
The types of things they need to learn are:
• How to perform the job
• Role with respect to boss and co-workers
• Norms of conduct
• Values of organization |
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| 7. According to the text, what types of information might a new employee seek as part of the socialization process? |
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Definition
• History (organizations history, long-held customs and traditions)
• Language (terminology and jargon)
• Politics (unwritten rules that govern behavior)
• People (establishing relationships with work group and organization)
• Organizational goals and values (learn these and, to some exent, assimilate them as their own)
• Performance proficiency (how to perform their jobs proficiently) |
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| 8. In the text, socialization tactics are described according to six dimensions. What are those dimensions and what do they mean? |
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Definition
1. Collective vs. Individual
o Collective: large groups hired at same time, economical, can develop cohesion amongst themselves
o Individual: apprenticeship and mentoring, allows organization more control, likely to produce organizational goal outcomes, individual is more innovative – but, expensive, time-consuming
2. Formal vs. Informal
o Formal: like a police residential training academy – used when newcomers are expected to assume new rants or achieve a certain status, when there is a large body of knowledge to learn, or when errors by newcomers could put people at risk
o Informal: on-the-job training – used when it is necessary for a newcomer to quickly learn new skills and work methods, or to develop highly specific practical skills (like production employee in manufacturing)
3. Sequential vs. Random
o Sequential: for example, to become a doctor have to do undergrad, med school, internship, then residency – used when employees are being socialized to move up through a clearly defined organizational hierarchy (i.e., Army) – less innovative
o Random: socialization is more random because there is no clear sequence of events to follow (like management positions) – exposed to a greater variety of views and opinions regarding their roles – more innovative regarding their responsibilities
4. Fixed vs. Variable
o Fixed: newcomer knows in advance when certain transition points will occur – typically associated with hierarchical moves – like a faculty position (number of years have to be given before can move up) – facilitates innovative role responses
o Variable: the organization does not tell the new employee when transitions will occur (when mgmt. feels they are ready to handle it) – creates anxiety among employees and anxiety acts as a strong motivator toward conformity – also, if org. is very arbitrary or vague about the speed of career progression, talented employees will leave
5. Serial vs. Disjunctive
o Serial: experienced members groom newcomers to assume similar types of positions in the organization – with experienced person to ‘learn the ropes’ – pass on culture from one generation to the next – results in higher social acceptance
o Disjunctive: where new employees do not follow in the footsteps of their predecessors or when no mentors are available – facilitates innovation – define role in innovative manner
6. Investiture vs. Divestiture
o Investiture: the organization capitalizes on the unique skills, values, and attitudes the newcomer brings to the organization (“be yourself”) – becoming a member of the organization does not require one to change substantially – newcomers react better to this one
o Divestiture: organization seeks to fundamentally change a new employee |
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Term
| 9. What types of actions might an organization take to socialize a diverse group of new employees, and why? |
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Definition
• Collective socialization processes should be used – has the benefit of generating communication and support amount those socialized in the same cohort.
• Develop training programs aimed at both newcomers and established organizational members
o Newcomers – programs might be aimed at increasing awareness of some of the problems they may face in the socialization process and help them to create coping strategies
o Established – help to increase awareness of some of the challenges women and racial minorities face when they are being assimilated into the organization
• Use of valid procedures in the selection of females and minorities – assimilating will be much easier if the individual has the skills and abilities to complete the job – people will ultimately accept because capable of performing job and make a positive contribution
• Performance appraisal and reward systems – mangers should be evaluated, to some degree, on the extent to which they develop ALL of their subordinates – in the manager’s best interest to maximize the talents of all group members |
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| 10. How do social perception processes influence employee socialization? Give several examples to illustrate. |
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Definition
• Social perception involves observing and interpreting information about others to be able to understand them and prepare our responses to them.
• Perception --------- Categorization and Stereotypes ------ Attributions
o Perception is selective – what we see is not truth, fact, absolute – what we see is selective, learned, inaccurate
• Affects employee socialization in that they may be judged unfairly and not be given the proper information to socialize correctly with the organization
• Example One – person shows up for first day in shorts – manager may think that person is not serious about the job, and will be less likely to mentor – hurts socialization process
• Example Two – a woman comes into an organization and tells her manager that she would like to have children one day – manger thinks that she is not committed to organization and lacks long-term commitment – as a result, gives important clients to second hire – hurts socialization process
• Example Three – a new hire says that he went to an ivy league school – manger assumes the new hire is snobby and biding time until he/she can leave the organization for a new job – manager is harsher in performance reviews as a result – hurts socialization process |
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