I/o

Scientific Management

the worker is a well oiled machine and determines efficient methods for performing a work related task, Frederick Winslow Taylo

Frank and Lillian Gilbreth

time and motion studies that examined precise movements required and removed unnecessary ones

Henry Ford

assembly line, workers only assembled one part in one place along the conveyor belt, hired Frederick Winslow Taylor

Ergonomics

combined engineering and psychology, efficiency and safety of humans working with machines (WW2)

Hawthorne Studies

overtime both groups perform better except when lighting was too dark to see

Hawthorne Effect

individuals perform better when singled out / made important

Job Analysis

generates a description of what a job involves

KSAOS or KSAS

included in person oriented job analysis, stands for knowledge, skills, abilities and other characteristics

Essential Functions

fundamental, necessary tasks and duties of a job as defined by the employer

Nonessential Functions

aspects of the job that may not be necessary but are desirable

Americans with Disabilities Act

illegal to refuse employment or promotion to someone with a disability that prevents them from performing only nonessential functions

Job Evaluation

determining the monetary value of a particular occupation (pay rate), depends on experts on where the occupation stands for compensable factors (education required, consequences of error on the job, level of responsibility and skill required)

Biographical Inventory

asks the candidates about life experiences that seem verifiable (respondent is less likely to lie if the questions are asking about a "permanent record")

Interviewer Illusion

interviewers' mistaken tendency to believe in their own ability to discern the truth from an interview

Structured Interview

asks specific questions that methodically seek to get truly useful info from the interview (valid and reliable)

Overlearning

giving trainees practice after they have achieved a level of acceptable skill at some task so that the skill becomes automatic

Performance Appraisal

evaluating a person's success at their job (feedback to improve, promotion/raises, terminations/firings)

Halo Effect

rater gives the person the same rating on overall items even though there is actual variability (uses general impression to guide ratings)

Distributional Error

refers to ratings that fail to use the entire rating scale (leniency

360 Feedback

collect feedback on a employee's performance from a variety of sources/individuals (themselves, a peer, a supervisor, a subordinate, customer/client)

Organizational Citizenship behavior

actions that the employee does to promote organizational effectiveness but are not part of the person's formal responsibilities (ex

positively associated with fellow employee's satisfaction and loyalty when the supervisor's abusiveness was low

when supervisor is abusive, OCB was negatively related to job satisfaction for coworkers (can't tell which side this person is on)

The "Japanese" Management Style (by W. Edwards Deming

Father of the Quality Revolution)

Theory X Managers

assume work is unpleasant and employees want to avoid it so they need direction and must be kept in line, exert control and punishment

Theory Y Managers

effortful behavior is natural to human beings, people work hard, motivate employees by suggesting them to create solutions to problems

Waigawa System

example of Theory Y using Honda (Japanese car)

Strengths Based Management

Donald Clifton (Founder of Strengths-Based Psychology)

Job Satisfaction

extent to which a person is content in his or her job (Canada > England) (done with ratings/self reports)* canada highest job satisfaction, relative stable over time

Does not depend on the amount of money but rather on the person’s perception that the pay was fair

Job satisfaction is related to lower job turnover and absenteeism and an increase in organizational citizenship

Affective

a person’s emotional attachment to the workplace, commits to the organization because THEY WANT TO

Continuance

the employee’s perception that leaving the organization would be too costly, both economically and socially they HAVE to

Normative

the sense of obligation an employee feels toward the organization because of the investment the organization has made in the person’s personal and professional development OUGHT to feels like they owe it to the organization

Individuals who view their occupation as their calling (a portable resource across jobs) show higher levels of life satisfaction and job satisfaction, more likely to do citizenship behaviors, devote more time to work and miss work less

Transactional Leader

just the person in charge, responsible for running but not changing things, focused on rewards or punishment, structure, "that's how we do it around here" and only does management by exception (aka only stepping in when there's a problem)

Transformational Leader

changing rules, brings charisma, passion and vision to the position (idealized influence

Power culture

power is centralized to only a few people, control is enforced from the center to outward, few rules, little bureaucracy, quick decision making

Role culture

clearly defined structure and authority, hierarchical, authority (top to down)

Task Culture

teams and status of members depend on expertise

Person Culture

everyone believes they are above the organization itself, difficulty surviving, NOT a shared mission

Compassion

empathizing with the suffering of another and doing something to alleviate that suffering

Virtuousness

moral goodness, doing the right thing

Downsizing

dramatically cutting the workforce, shows a lack of compassion but also is economically ill advised

Quid pro quo sexual harassment

unwelcome sexual advances, requests for sexual favors, and verbal or physical conduct of a sexual nature in which submission is made either explicitly or implicitly a condition of the victim’s employment, expected to tolerate the behavior or submit to sexual demands in order to be hired or to keep the job

Hostile work environment sexual harassment

unwelcome sexual behavior with the purpose or effect of interfering with an individual’s work performance or creating an intimidating or offensive work environment (sexually graphic humor, suggestive remarks, making fun of someone’s body, or touching individuals inappropriately)

Significant drop in life satisfaction following unemployment and increase following reemployment but not at the same level as previously to being unemployed

Men who took annual vacations were 21% less likely to die over the 9 years and 32% less likely to die of coronary heart disease

Flow

the optimal experience of a match between our skills and the challenge of a task

Happy people are more likely to graduate and get a job and secure BETTER jobs, be successful at the job, and more productive

Less likely to show absenteeism

not showing up

Less likely to show turn over

leaving a job

Less likely to have burn out

Less likely to demonstrate retaliatory behaviors

A typical leader has high extroversion, high in conscientiousness and low neuroticism

Leadership likely emerges from an individual's disposition to get noticed, assert themselves and to demonstrate responsibility

Applied Psychology

the term originated from the field of ergonomics

US workers work the most hours than anyone else in the world (average almost 2,000 hours)

American workers reported lack of control to be the second greatest stressor by 25% of the participants, not a single Indian worker mentioned control, Indians reported the most stressor

lack of structure (by 25% again)

Europeans take 3 times as much vacation time as Americans