Organizational Psych

maslov’s need theory

* people are motivated by need
* arranged in hierarchy
* motivated by lowest-level unmet need

herzberg’s need theory

* simplified maslov’s theory
* hygiene needs and motivator needs
* provide motivation needs to motivate employees

hygiene need

animal nature of humans, physiological needs

motivator need

psychological growth

alderfelder’s need theory

* ERG- existence, relatedness, growth needs
* development of maslov’s theory

equity theory

* people compare their inputs and outputs, motivated to achieve fairness/equity
* compare their ratio with others’

how to solve inequality

* decrease input
* change input of person being compared
* change results (ex. talk to boss)
* compare with others output
* rationalize inequality
* compare with another colleague
* leave job

expectancy theory

* when/why reinforcement leads to behavior
* expecting a reward leads to increased effort

vroom’s equation

force = expectancy × ∑ (valences × instrumentalities)

force

amount of motivation needed

expectancy

probability of performance

valence

value of outcome

instrumentality

probability that behavior leads to reward

self-efficacy theory

* motivation/performance determined by how effective individual believes they can be
* concerned with general feeling of capability

galatea effect

confidence in skills leads to better performance

goal setting theory

* setting goals leads to motivation
* motivated by internal intentions, objectives, or goals

learning oriented goal

internally motivated

performance oriented goal

externally motivated

job characteristics theory

* hackman and oldham
* people are motivated by nature of tasks
* jobs lead to satisfaction, motivation, and task performance

core characteristics of jobs and what they lead to

* skill variety, task identity, task significance → experienced meaningfulness
* autonomy → experienced responsibility
* feedback → knowledge of results

motivational potential score (MPS)

(Skill Variety + Task Significance + Task Identity) / 3 × Autonomy × Feedback

growth need strength

need for fulfillment of higher-order needs (high GNS fits high MPS jobs)

job analysis

trying to find out what an employee needs from a job

job-oriented procedure

focuses on work itself

worker-oriented procedure

focuses on describing psychological/behavioral requirements of the job

validity

does the test measure what it is intended to measure

criterion validity

measures whether there’s a relationship between test and what it’s meant to measure

predictive validity

measure that shows how much we can predict something in future

concurrent validity

prospects tested based on predictor data obtained from current employees

construct validity

how well test measures what its meant to measure

convergent validity

measures extent to which measurement is related to another

divergent validity

measures how 2 tests differentiate between each other

increment validity

when selection process combines 2+ predictors

faith validity

when organization believes their predictive is acceptable and valid

content validity

how fully a test represents what it needs to measure

face validity

measures whether test procedure looks good to interviewee

reliability

consistency under various circumstances

test-retest reliability

same results on same test on different occasions

parallel forms

strong correlation between 2 equivalent tests

internal reliability

different parts of the same measure produce similar, consistent results

selection instrument relaibility

whether instrument has consistent measurement under variant conditions

adverse impact

certain requirement difficult for certain minority to achieve

direct discimination

treating individual less favorably because of background

indirect discrimination

unintentional discrimination based on biological predispositions

structured interview

interview has same questions for each applicant

situational interview

interviewee presented with hypothetical situation

behavioral interview

interviewee asked to describe previous relevant behavior

unstructured interview

interviewer asks questions that come to mind

psychological tests used in job selection

* intelligence tests
* personality tests
* interest tests

personnel selection methods

* psychological tests
* biodata
* work samples
* assessment centres
* \

unstructured interview validity

* predictive validity: low
* face validity: positive
* construct validity: inconclusive
* adverse impact: high

structured interview validity

* predictive validity: very high
* face validity: positive-moderate
* construct validity: unclear
* adverse impact: low

cognitive testing validity

* predictive validity: high
* face validity: negative-moderate
* construct validity: clear
* adverse impact: high

personality testing validity

* predictive validity: moderate
* face validity: negative-moderate
* construct validity: clear
* adverse impact: low

biodata validity

* predictive validity: moderate
* face validity: moderate
* construct validity: unclear
* adverse impact: low

work sample validity

* predictive validity: high
* face validity: positive
* construct validity: unclear
* adverse impact: low

assessment centre validity

* predictive validity: moderate
* face validity: positive
* construct validity: unclear
* adverse impact: low

great man theory

a trait approach, studied great men of past for their traits

trait approach leadership

people have intrinsic traits that make them better leaders

behavioral approach leadership

behavior of leader is more important than trait or situation

participative leadership style

asks for advice, has discussions

autocratic leadership style

makes a decision individually and announces it

consideration

amount of concern supervisor shows for welfare of subordinates

initiating structure

extent to which supervisor defines roles and expectations

Ohio State Leadership Studies

defined consideration and initiating structure as leadership dimensions

fielder’s contingency theory

* characteristics of people will make them good leaders, behaviors will be effective regardless of situation
* leadership is a function of person and situation

situational control

amount of influence leader has over subordinates

3 characteristics that make up situational control

* leader-member relations
* task structure
* position power

leadership grid

* situations call for different leadership styles
* 2 axes: concern for results (CR) and concern for people (CP)

leadership grid leadership styles

* country club (high CP, low CR)
* impoverished (low CP, low CR)
* middle (middle CP, middle CR)
* team (high CP, high CR)
* authority compliance (low CP, high CR)

situational leadership theory

* 2 axes, ability and willingness/confidence of subordinate
* each combination requires different leadership style
* unable unwilling→ direct
* unable willing→ coach
* able unwilling→ support
* able willing→ delegate

path-goal theory

* job performance and satisfaction come from situational and subordinate characteristics
* 4 styles: supportive, directive, participative, achievement

locus of control

extent to which subordinates believe they can control rewards in their lives

self-perceived ability

extent to which subordinate believes they’re capable of a specific task

full range leadership model

leadership styles can be understood by 2 axes: involvement of leader, and effectiveness of leader

leader-member exchange theory

* supervisors treat individual subordinates differently based on ingroup/outgroup
* ingroup is trusted, participative style
* outgroup has directive style

transactional leadership

utilizes punishment and reward for motivation of subordinates

laissez-faire leadership

absence of leadership

management by exception

transactions are primarily negative, responding only to mistakes

passive management

mostly ignore subordinates unless there is a mistake

active management

actively looks for and prevents mistakes before they happen

contingent reward

positive transaction, goals and contingent feedback based on behavior

transformational leadership

focuses on charismatic leaders

4 components of transformational leadership

* inspirational motivation: providing vision
* intellectual stimulation: encouraging followers to question things
* individualized consideration: paying attention to development and wellbeing of followers
* idealized influence: extent to which leaders encourage followers

vroom-yetton model

indicates best approach to decision making in particular situations

conflict

a process in which an individual or a group perceive another individual or group as hindering for their goal

4 types of conflict perspectives

* unitarian perspective
* pluralistic perspective
* interactionist perspective
* radical perspective

unitarian perspective

everyone drives for the same goal and conflict gets in the way of the goal

pluralistic perspective

view conflict as natural, conflict might be beneficial

interactionist perspective

conflict is necessary for improvement

radical perspective

conflict is seen as an inevitable part of capitalism

functional conflict

can stimulate a group (ex. devil’s advocate)

dysfunctional conflict

creates hostility and hinders group progress

cognitive conflict

can be solved on an intellectual

affective conflict

emotional investment in conflict

individual conflict

frustration when not achieving personal goals or when values clash with work task

group conflict

institutionalized conflict, groups fight. over resources

sources of conflict

* communication
* structure
* ambiguity
* interdependence
* sequential
* pooled
* reciprocal
* change to structure and processes
* rewards
* organization size and specialization
* leadership
* personal factors

selective perception

when someone says something, and you only process certain aspects and create your own understanding

structure conflict

the larger the group and stricter the specialization, the more prone to conflict