Term
| Industrial-organizational (I-O) psychology |
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Definition
| The application of psychological principles, theory, and research to the work setting |
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Term
| Society for Industrial and Organizational Psychology (SIOP) |
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Definition
| An association to which many I-O psychologists both practicioners and researchers, belong. Designated as division 14 of the American Psychological Assocation. |
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| Field of psychology that addresses issues such as recruitment, selection, training, performance appraisal, promotion, transfer, and termination |
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| Human resources management (HRM) |
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Definition
| Practices such as recruiting, selection, retention, training, and development of people (human resources) in order to achieve individual and organizational goals |
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| Organizational psychology |
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Definition
| Field of psychology that combines research from social psychology and organizational behavior and addresses the emotional and motivational side of work |
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| Human engineering or human factors psychology |
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Definition
| The study of the capacities and limitations of humans with respect to a particular environment |
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| Scientist-practicioner model |
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Definition
| A model that uses scientific tools and research in the practice of I-O psychology |
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| TIP (The Industrial-Organizational Psychologist) |
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Definition
| Quarterly newsletter published by the Society for Industrial and Organizational Psychology; provides I-O psychologists and those interested in the I-O psychology with the latest relevant information about the field |
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| Program that requires individuals to work in return for government subsidies |
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| Accomplishing work tasks from a distant location using electronic communication media |
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| Team that has wideley dispersed members working together toward a common goal and linked through computers and other technology |
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| A well-known intelligence test designed for testing one individual at a time. Originally developed by Alfred Binet and Theodore Simon in 1916 by Lewis Terman and colleagues at Stanford University. |
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| A movement based on principles developed by Frederick Taylor, who suggested that there was one best and most efficient way to perform various jobs |
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| Studies that broke every action down to its constituent parts, timed those movements with a stopwatch, and developed new and more efficient movenements that would reduce fatigue and increase productivity |
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| Australian psychologist Elton Mayo proposed that this mental state resulted from the mind-numbing, repetitive, and difficult work that characterized U.S. factories in the early 20th century, causing factory workers to be unhappy, prone to resist management attempts to increase productivity, and sympathetic to labor unions |
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| Research done at the Western Electric Company that began as attempts to increase productivity by manipulating lighting, rest breaks, and work hours. This research showed the important role that workers' attitudes played in productivity |
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| The result of the Hawthorne studies ushered in this movement, which focused on work attitudes and the newly discovered emotional world of the worker |
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| Title VII of the Civil Rights Act of 1964 |
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Definition
| Federal legislation that prohibits employment discrimination on the basis of race, color, relgiion, sex, or national origin, which define what are known as protected groups. Prohibits not only intentional discrimination, but also practices that have the unintentional effect of discriminating against individuals because of their race, color, national origin, religion, or sex |
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Term
| American Psychological Association (APA) |
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Definition
| The major profesional organization for psychologists of all kinds in the United States |
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| A system in which individuals share meaning and common ways of viewing events and objects |
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| Manager or professional assigned to work in a location outside of his or her home country |
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| Tendency for researchers to develop theories relevant to U.S. situations, with less concern given to their applicability in other countries |
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| A culture that values the group more than the individual |
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| A culture that values the individual more than the group |
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| Individualism/Collectivism |
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Definition
| The degree to which individuals are expected to look after themselves versus remaining integrated into groups |
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| The degree to which less powerful members of an organization accept and expect unequal distribution of power |
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| The extent to which members of a culture feel comfortable in unstructured situations |
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| The distribution of emotional roles between genders with the masculine role seen as "tought" and the feminine role seen as "tender" |
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| Long-term vs. short term orientation |
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| The extent to which members of a culture expect immediate rather than delayed gratification of their material, social, and emotional needs |
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| A culture that minimizes distances between individuals |
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| A culture that accepts and depends upon distances between individuals |
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| Group of people with a purpose, whose main features are to achieve social collectivity through vertical integration, horizontal differentiation, and permeable boundaries |
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| Organzations that are structured by layers of authority |
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| Horizontal differentiation |
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| Organizations that are structured by division of labor |
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| Enable resources in an organization to move in and out |
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| Perceives organizations as interacting with the external environment |
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| Actions or behaviors relevant to the organization's goals; measured in terms of each individual's proficiency |
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| Evaluation of the results of performance; often controlled by factors beyond the actions of an individual |
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| Ratio of effectiveness (output) to teh cost of achieving that level of effectiveness (input) |
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| Understanding what is required to perform a task; knowing information about a job or job task |
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| Procedural knowledge and skills |
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| Knowing how to perform a job or task; often developed through practice and experience |
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| Concerns the conditions responsible for variations in intensity, persistence, quality, and direction of ongoing behavior |
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| Determinants of performance |
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| Basic building blocks or causes of performance, which are declarative knowledge, procedural knowledge, and motivation |
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| May appear in different jobs and result from the determinants of performance; John Campbell and colleagues identified eight performance components, some or all of which can be found in every job |
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| Occurs when an actual criterion is missing information that is part of the behavior one is trying to measure |
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| Occurs when an actual criterion includes information unrelated to the behavior one is trying to measure |
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| Ideal measure of all the relevant aspects of job performance |
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| Actual measure of job performance obtained |
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| A dependent variable; what you are trying to predict |
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Term
| Performance = DK * PKS * M |
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| Proficiency in job activities that are formally recognized as part of the job |
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| Behaviors that go beyond task performance, instead supporting the organization, social and psychological |
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| Inborn tendency that is thought to direct behavior |
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| Internal motivation that is thought to be inborn and universally present in humans |
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| Nonhuman equivalents of "motives" and "needs" |
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| Begun by researchers at Ohio State University, focused on the kinds of behavior engaged in be people in leadership roles and identified two major types: consideration and initiating structure |
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| Approach developed by Kurt Lewin, who proposed that various forces in the psychological environment interacted and combined to yield a final course of action |
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| Field that gew out of the application of Kurt Lewin's field theory to industry |
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| Metaphor that suggests that people's behaviors/actions are reflexive and involuntary and are performed without conscious awareness |
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| Metaphor that suggests that people are active information gatheres and analysts who seek knowledge and understanding as a way of mastering their environment |
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| The inability of humans to reason and make decisions in perfectly rational ways |
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| Metaphor in which an individual seeks information about the extent to which the person and others are perceived as responsible for positive and negative events. The person looks for evidence of intention in the actions of others and considers those intentions in choosing a personal course of action |
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| Area of research that investigates whether the satisfaction that one experiences at work is in part affected by the satisfaction that one experiences in nonwork and vice cersa, particularly to the extent that one environmnet has demands that conflict with teh other |
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| Relatively stable feelings or beliefs that are directed toward specific persons, groups, ideas, jobs, or other objects |
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| Theory that proposed that all humans have a basic set of needs and that these needs express themselves over the life span of the individual as internal "pushes" or drives. Identified five basic need sets: physiological, security, love, esteem, and self-actualization |
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Definition
| Theory proposed by Herzberg that suggested that there were really two basic needs, not five as suggested by Maslow, and that they were not so much hierarchically arranged as independent of one another |
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Definition
| Lower level needs described in Herzberg's two-factor theory. Herzberg proposed that meeting these needs would eliminate dissatisfaction, but would not result in motivated behavior or a state of positive satisfaction |
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| Higher level needs described in Herzberg's two factor theory. Herzberg proposed that meeting such needs resulted in the expenditure of effort as well as satisfaction |
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Definition
| Theory that proposed that behavior depends on three simple elements: stimulus, response, and reward. Proposed that if a response in the presence of a particular stimulus is rewarded, that response is likely to occur again in the presence of that stimulus |
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Definition
| System in which a reward depends on or is contingent upon a particular response |
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| System in which only a portion of correct responses are rewarded |
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| System in which a reward is presented every time a correct response occurs |
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Term
| Path-goal theory of motivation |
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Definition
| First formale work motivation theory to suggest that people weighted options before choosing among them. Reasoned that if a worker saw high productivity as a path to the goal of desired rewards or persoinal goals, he or she would likely be a high producer. |
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Definition
| Motivation theory that assumed that individuals rationally estimate the relative attractiveness and unattractiveness of different rewards or outcomes (valence), the probability that performance will lead to particular outcomes or rewards (instrumentality), and the probability that effort will lead to performance (expectancy) |
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| The strength of a person's preference for a particular outcome |
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| The perceived relationship between performance and the attainment of a certain outcome |
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| An individual's belief that a particualr behavior (e.g. hard work) will lead to a particular outcome (i.e. a promotion) |
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| Theory suggested by Festinger that observed that tension exists when individuals hold "dissonant cognitions" (incompatible thoughts). This approach assumes that individuals always seek some sense of "balance" (i.e. absence of tension) and that they will direct their behavior toward reducing the tension resulting from dissonant cognitions |
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| Motivational theory developed by Adams that suggested that individuals look at their world in terms of comparative imputs and outcomes. Individuals compare their inputs and outcomes with others (e.g. peers, co-workers) by developing an input/outcome ratio |
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| The training, effort, skills, and abilities that employees bring to or invest in their work |
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| The compensation, satisfaction, and other benefits employees dervie from their work |
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| A co-worker or idealized other person to which the individual compares himself or herself in determining perceived equity |
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| Ratio that results when employees compare their inputs and outcomes to those of others (e.g. peers, co-workers) to determine if they are being treated equitably. |
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