Term
| Industrial Organizational psychology (I-O) |
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Definition
| involves the application of the methods, facts, and principles of psychology to people at work |
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| a long term research program at the Hawthorne, Illinois plant of the Western Electric company.(documented the influence on a variety of managerial and organizational factors on employee behavior) |
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| controlled objective, and systematic approach to research |
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| scientific way to determine the effect or influence of a variable on the subjects' performance or behavior |
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| the stimulus variable that is manipulated to determine its effect on the subjects' behavior |
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| the resulting behavior of the subjects, which depends on the manipulation of the independent variable |
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| the group of research participants EXPOSED to the independent variable |
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| the group of research that is NOT exposed to the independent variable |
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| a method for ensuring similarity between experimental and control groups that assign subjects at RANDOM to each condition |
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| a method for ENSURING SIMILARITY between experimental between experimental and control groups that matches subjects in both groups on characteristics, such as age, job experience, and intelligence, that could affect the dependent variable |
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| the scientific observation of behavior in its NATURAL SETTING, without any experimental manipulation of the independent variable |
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| Interviews, behavior observations, and questionnaires designed to sample what people say about their feelings or opinions, or how they say they will behave in a given situation. |
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| Survey questions to which respondents state their views in their own words. They are similar to essay questions on college exams. |
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| fixed-alternative questions |
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| survey questions to which respondents limit their answers to the choices or alternatives presented. (multiple-choice questions on college exams) |
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| a method for constructing a representative sample of a population for surveys and polls. (age, gender, ethnic orientation) |
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| ways of describing or representing research data in a concise, meaningful manner. |
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| graphic representation of raw data that shows the number of times each score occurs |
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| the arithmetic average; a way of describing the central tendency of a distribution of data |
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| the score at the midpoint of a statistical distribution; half the scores fall below the median and half above |
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| most frequently obtained score |
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| bell-shaped distribution of data in which most scores fall near the center and few fall at the extreme low and high ends |
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| an asymmetrical distribution of data with most scores at either high or low end |
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| measure of the variability of a distribution |
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| The relationship between 2 variables. The strength and direction of the relationship is expressed by the correlation coefficient. |
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| The level of confidence in the result of an experiment. Significance is based on a calculation of probability values. |
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| Methods for analyzing research data that express relationships in terms of probabilities. |
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| The idea that the differences between the means of experimental and control groups could have occured by chance. |
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| The large-scale reanalysis of the results of previous research studies. |
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| A recruitment technique that acquaints prospective employees with positive and negative aspects of a job |
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| The study of a job to describe in specific terms the nature of the component tasks performed by the workers |
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| The relatonship between the number of people to be hired (the number of jobs) and the number available to be hired (the potential labor supply). |
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| When a minority group of job applicants or employees is treated markedly worse than the majority group in staffing decisions. |
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| The phenomenon that may occur when recruiting, hiring, promoting, and other human resources decisions in favor of members of a minority group result in discrimination against members of the majority group. |
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| The study of certain tasks and skills that workers can transfer from one job to another. |
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| An employee selection technique covering an applicant's past behavior, attitudes, preferences, and values. |
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| Acting deliberately to make a good impression, to present oneself in the most favorable way. |
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| Interviews in which the format and questions asked are left to the dicretion of the interviewer. |
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| Interviews in which a predetermined list of questions are asked of every person applying for a particular job. |
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| Interviews that focus not on personal characteristics or work experience but on the behaviors needed for successful job performance. |
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| The tendency to judge all aspects of a person's behavior or character on the basis of a single attribute. |
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| A method of selection and training that involves a simulated job situation in which candidates deal with actual job problems. |
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| An early term for the assessment-center technique; employees are placed in a simulated job setting so their behavior under stress can be observed and evaluated. |
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| An assessment center exercise that requires job applicants to process memos, letters, and directives found in a typlical manager's in-basket. |
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| Leaderless group discussion |
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Definition
| An assessment center exercise in which job applicants meet to discuss an actual business problem under the pressure of time. Usually, a leader emerges from the group to guide the discussion. |
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| The consistency or uniformity of the conditions and procedures for administering a psychological test. |
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| Tests for which the scoring process is free of personal judgment or bias. |
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| Tests that contain items such as essay questions. The scoring process can be influenced by the personal characteristics and attitudes of the scorer. |
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| The distribution of test scores of a large group of people similar in nature to the job applicants being tested. |
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| The group of subjects used to establish test norms. The scores of the standardization sample serve as the point of comparison for determining the relative standing of the persons being tested |
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| The consistency or stability of a response on a psychological test. |
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| A way to determine test reliability that involves administering a new test twice to the same group of subjects and correlating the two sets of scores. |
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| A way to determine test reliability that involves administering similar forms of a new test to the same group of subjects and correlating the two sets of scores. |
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| A way to determine test reliability that involves administering a new test to a group of subjects, dividing in half the total number of items, and correlation the two sets of scores. |
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| Determinination of whether a psychological test or other selection device measures what it is intended to measure. |
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| Criterion-related validity |
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| A type of validity concerned with the relationship between test scores and subsequent job performance. |
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| An approach to establishing criterion-related validity in which a new test is administered to all job applicants, and all aplicants are hired, regardless of test scores. Later, when a measure of job performance can be obtained, test scores are correlated with job performance to see how well the test predicted job success. |
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| A way to establish criterion-related validity that involves administering a test to employees on the job and correlating their scores with job performance data. |
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| The type of Validity that relates to the nature, properties, and content of a test, independent of its relationship to job performance measures. |
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| A type of validity that assesses test items to ensure that they adequately sample the skills the test is designed to measure. |
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| A type of validity that attempts to determine the psychological characteristics measured by a test. |
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| A subjective impression of how well test items seems to be related to the requirements of a job. |
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| the idea that test valid in one situation may also be valid in another situation. |
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| A contoversial practice, now outlawed, of boosting test scores for minority job applicants to equalize hiring rates |
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| A controversial practice of grouping test scores for minority job applicants to equalize hiring rates. |
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| Psychological tests designed to be administered to a LARGE NUMBER of people at the same time. |
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| Psychological tests designed to be administered to ONE PERSON at person at a time. |
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| Computerized adaptive tests |
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Definition
| A means of administering psychological tests in which an applicant's response to an item determines the level of difficulty of succeeding items. |
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| Test that have a fixed time limit, at which point everyone taking the test must stop. |
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| Tests that have no time limit. Applicants are allowed as much time as they need to complete the test. |
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| Psychological tests to assess a person's interests and preferences. These tests are used primarily for career counseling. |
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| Psychological tests to measure specific abilities, such as mechanical or clerical skills. |
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| Psychological tests that assess personal traits and feelings. |
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| Self-report personality inventories |
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Definition
| Personality assessment test that include questions dealing with situations, symptoms, and feelings. Test-takers are asked to indicate how well each item describes themselves or how much they agree with each item. |
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| A personality assessment technique in which test-takers project their feelings onto an ambiguous stimulus such as an inkblot. |
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| A tendency to take action to try to influence or change one's environment. |
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| Paper-and pencil tests designed to detect employee theft, assess attitudes toward dishonesty, and measure relevant personality variables such as a tendency toward delinquency. |
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| Situational judgment tests |
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Definition
| A means of assessing behavior and performance in job-related situations. |
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| The periodic, formal evaluation of employee performance for the purpose of making career decisions. |
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| Objective rating methods designed to provide an objective evaluation of work performance. |
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| A performance appraisal technique in which supervisors list the workers in their group in order from highest to lowest or best to worst. |
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| Paired-comparison technique |
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Definition
| A performance appraisal technique that compares the performance of each worker with that of every other worker in the group. |
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| Forced-distribution technique |
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Definition
| A performance appraisal technique in which supervisors rate employees according to a prescribed distribution of ratings, similar to grading on a curve. |
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| A performance appraisal technique in which raters are presented with groups of destructive statements and are asked to select the phrase in each group that is most destructive or least descriptive of the worker being evaluated. |
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| Behaviorally anchored rating scale(BARS) |
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Definition
| A performance appraisal technique in which appraisers rate critical employee behaviors. |
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| Behavioral observation scale (BOS) |
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Definition
| A performance appraisal technique in which appraisers rate the frequency of critical employee behaviors. |
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| Management by objective (MBO) |
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Definition
| A performance appraisal technique that involves a mutual agreement between employee and manager on goals to be acheived in a given period. |
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| A performance appraisal technique in which managers or executives at the same level assess one another's abilities and job behaviors. |
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| A performance appraisal technique in which managers assess their own abilities and job performance. |
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| A multisource approach to performance appraisal that combines ratings from several sources such as superiors, subordinates, peers, and self. |
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| The tendency to judge all aspects of a person's behavior or character on the basis of a single attribute. |
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| A source of error in performance appraisal based on the different standards used by raters. |
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| Most-recent-performance error |
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| A source of error in performance appraisal in which a rater tends to evaluate a worker's most recent job behavior rather than behavior throughout the period since the last apprasial. |
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| Inadequate information error |
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| A source of error in performance appraisal in which supervisors rate their subordinates even though they may not know enough about them to do so fairly and accurately. |
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| A source of error in performance appraisal in which a rater is unwilling to assign very good or very poor rating. Consequently, most ratings fall in the middle of the rating scale. |
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| Our feelings or emotions toward another person. In performance appraisal, the emotional tone of the relationship between manager and employee, whether positive or negative, can influence the assigned ratings. |
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| A source of error in performance appraisal in whuch raters attribute or assign positive or negative explanations to an employee's behavior. |
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| A situation that arises when there is a disparity between job demands and the employee's personal standards. |
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| Analysis of corporate and individual goals undertaken before designing a training program. |
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| Training that takes place directly on the job for which the person has been hired. |
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| Training that takes place in a simulated workspace. |
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| A training method for skilled crafts and trades involving classroom instruction and on-the-job experience. |
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| Computer-assisted instruction (CAI) |
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| A computer-based training method in which trainees learn material at their own pace and recieve immediate feedback on their progress. |
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| A training program of positive reinforcement to reward employees for displaying desirable job behaviors. |
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| A management training technique that assigns trainees to various jobs and departments over a period of a few years. |
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| A method of executive training in which trainees analyze a business problem and offer solutions. |
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| A training method that simulates a complex organizational situation to encourage the development of problem solving and decision-making skills. |
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| An assessment-center exercise that requires job applicants to process memos, letters, and directives found in a typical manager's in-basket. |
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| A management training technique in which trainees play the role of a supervisor, acting out various n\behaviors in situations with subordinates. |
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| A management training technique in which trainees attempt to imitate the job behaviors of successful supervisors. |
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| A management training technique involving personal sessions with a coach to improve a particular aspect of job performance. |
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| Training programs to make employees aware of their personal prejudices and to teach them to be more sensitive to the concerns and views of others. |
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| A lifelong approach to learning and skill enhancement initiated by the employee rather than by the organization |
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