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I-O Psychology
The application of psychological principles, theories, and research to the work setting.
Group/Team
Interdependent individuals with common goals who share responsibility for outcomes.
Input-Process-Output model (IPO)
A framework where team inputs (e.g., psychological safety, resources), processes (e.g., norms, communication), and outputs (e.g., completed projects) are interconnected.
Team Roles (I.C.E.E.R.)
Initiator, Coordinator, Elaborator, Evaluator, Recorder - roles within a team for effective functioning.
Team Development (FRIENDLY
Forming, Storming, Norming, Performing, Adjourning stages in team development.
Team Training (THE GYM - C.L.G.C)
Cross-training, Leadership training, Guided team self-correction training, Coordination training for team development.
Justice, Fairness, and Trust
Concepts related to being treated fairly, honesty, and expectation of fair treatment in a work setting.
Distributive Justice
Fairness in the distribution of outcomes based on what individuals believe they should receive.
Fairness Norms (M.E.N.)
Merit, Equality, Need norms for fair distribution of rewards based on performance, equality, and needs.
Procedural Justice
Fairness in the process of distributing outcomes, ensuring decisions are made ethically and consistently.
Interactional Justice
Fairness in treatment, focusing on respect and interpersonal interactions.
Harnessing Power of Diversity
Recognizing that differences lead to creativity and fostering psychological safety in diverse teams.
Power distance
Refers to the extent to which less powerful members of organizations and institutions accept and expect that power is distributed unequally.
Individualism
Emphasizes the importance of individual goals, rights, and achievements over group goals.
Short-term orientation
Focuses on the current and immediate future, valuing quick results and addressing short-term challenges.
Masculinity
Describes societies that are more competitive, assertive, and focused on material success.
Tips for giving feedback
Include recognizing emotions, asking questions, providing positive feedback, and focusing on 1-2 areas of improvement.
Team Roles: ____
ICEER:
initiator: group texter
Coordinator:
The one who moves the document around and email and text
Elaborator: extra content adding and adding
Evaluator: making sure the information is necessary
Recorder: keeps a record of the tasks completed
Team developement:____
FRIENDLY. SAILORS. NAVIGATE. PRETTY. ADVENTURES
Forming: (FRIENDLY)
get to know each team member and exchange information and maybe some about their background
Storiming (SAILORS) (frustrating):
EX: I expect that you would get back to my text messages within an hour and you reply to text messages, and maybe you don't, because you prefer email.. = conflict
I had an expectation and you did not meet that expectation, now i’m annoyed and you're annoyed I am annoyed
Norming (NAVIAGE) (defining rules)
Performing (PRETTY)
Ajorning: (ADVENTURES)
end of the year team development is over
Team Training: ____
Cross training (different tasks)
Like at the gym, someone doing push ups, another doing jumping jacks and switch
“making shakes one day and the next fries, allows you to be more empathetic, because you’ve been in their shoes”
Leadership training:
important because it guides people through conflict
not always assigned, someone can emerge as a natural team leader
Guided team self-correction training:
training to really help the team LEAD themselves
relevant to our class
Coordination training
Helping people figure out how to coordinate each other
ex; about texting and emailing,
just helping people make that connection and understand that their expectations may be different than other people’s expectations and trying to get on the same page.
What are fairness norms:
M. E. N.
Merit (award) or enquiry norm:
Give the most, get the most
Example: In a sales team, the person who makes the most sales (gives the most in terms of performance) receives the biggest bonus (gets the most reward).
Equality norm:
Everyone gets the same
Example: A teacher has a policy that at the end of the year, all students will receive the same amount of time to present their final project, regardless of their grades throughout the year.
Need norm:
Need the most, get the most
Procedural justice (POPO)
Fairness of process for distributing outcomes (police officers)
Was the decision made in the right way?
Ways to improve procedural justice?
(criminals, are, everywhere)
C. - Consistency
A. - Accurate information
E. - Ethicality
What is interactional Justice (judge)
Fairness of treatment
Were you treated with respect
(informational justice & interpersonal justice)
Why is diversity a challenge? ____
(MOST, DONT, UNITE)
Misalignment in values:
1 person wants an A but another person wants a C to pass
Disagreement about the vision of the goals:
Defensiveness, argument and anger
Unproductive communication
Address it, don’t gossip
What are the 3 ways to model diversity: ____
(Assholes, Play, Video Games)
Assimilation model:
Not everyone wants to be the same (uniqueness and belonging)
Protection model:
Identify disadvantaged and underrepresented groups, provide special protections for them
Value model:
Everyone is valued for their contributions, environment is open inclusive and fair
Conceptualizing diversity
Inclusion
What does KSAO stand for
Knowledge:
declarative (know WHAT)
procedural (know HOW)
Skills:
practiced acts (basically procedural knowledge)
Abilities:
inborn, with you, and difficult to change
EX: spatial abilities, music abilities, tone deaf
Other:
usually personality
What is Job performance, motivation, organizational constraints?
Performance = (motivation x KSAOs) / Organizational Constraints
What are the 3 Measuring performance? (objective, personnel, judgmental measures)
Objective performance:
measures job performance that are easily directly counted or quantified
salesman, total value of what you sold
Personnel performance:
based on tardiness, number of infractions
Judgmental performance:
subjective, subject to a bias
What is; Criterion relevance, deficiency, contamination?
Criterion relevance:
the degree of overlap or similarity between the actual criterion and the conceptual criterion
EX: “hiring a driver, a relevant criterion would be to look at driving record, not their ability to cook”
Criterion deficiency:
the degree to which a criterion falls short of measuring job performance
( part that is not mentioned in teacher evaluations)
EX: “continue looking for a driver, but only looking at their years of experience driving, not their accident history”
Criterion contamination:
Measures something unrelated to being an excellent teacher
(criterion might be too early and can affect rating in evaluation)
“criterion lets the person’s social media use off-working hours affect their opinion on evaluation”
OCB stands for?
(organizational citizenship behavior)
behavior that is not in the job description, but is predicted by personality, and contributed to more effective performance
CWB stands for?
(counterproductive work behavior)
Interpersonal deviance: harassment, gossip, abuse
organizational deviance: theft, damage, abstinence
Adaptive performance vs expert performance:
Adaptive Performance
Flexibility: the ability to adapt to changing circumstances
EMTS, Nurses, Doctors
Expert Performance
Ideal candidate has 3-5 years of experience (teacher doesn’t like this)
Experts become experts because they practice:
People can work 3+ years and still not = expert, others can have no experience and be a great at a job
years of experience don’t = quality of performance
What are the uses for performance measurement? _____
(Deep. Research, Means, Pretty, Large, Rewards)
Development: Growth in the job
Research: Do we hire well
Motivation: Know that your doing
Promotion: Who is ready for more +💸💸
Layoff: Who needs to go 💸
Rewards: Decides who gets the prize 💸
What are the types of measures for performance measurement?
Objective (sales) & Subjective (judgmental, bias) = neither are better than the other IT DEPENDS
How can you measure performance?
Observe: watch people, electronic pref, mgmt
Ask: self review, 360 feedback
Research: attendance & sales (objective)
What goes wrong in performance measurement/management?
1. Motives - what are the raters motives here?
2. Fear - giving people feedback is scary (pos or neg)
3. Missing info - can you see the behavior well, are the duties and standards clear
4. Cultural differences - is it okay to say bad things about your boss
What are you rating?
Overall: would you work with the person again?
Task performance: are they doing the duties assigned
OCB: how helpful, how nice
Adaptive: do they manage change well
what you do & how you do it
How do we record performance ratings?
Define behaviors and tasks and define response categories
How is performance measured
What type of measure is it
What is task performance
Is adaptive performance important
What are rating biases?
entral tendency to not use the extreme response
quality # of errors, 1, 2, 3, 4, 5 are highlighted is the central tendency.. and the higher numbers means fewer errors
Leniency & severity:
too kind or too harsh
Halo bias:
cant distinguish performance in different categories
EX; speed 1, 2, 3, 4, 5 (1 being slowest, 5 highest) you’ll give them the benefit of the doubt if you like them and they are slow, but still rate them high (better at something else)
What is rater training?
administrative - how to .. simple training
psychometric - more complex to rid bias
bias: educate abt. possible bias of leniency & severity, and Halo bias
context practice: give real world examples
frame reference: give a frame for comparing ratings against
who we are comparing this too it’s really helpful to understand who you’re comparing your rating with for example; undergrad students on making correlation tables, vs graduate students
Hofstede’s cultural dimensions _______ [P.I.S.M]
[P.I.S.M]
Power distance:
the boss is right, we have lower power distance
Individualism:
USA is more related to individualism, may influence team ratings
(some may rate others lower to make themselves look better
Short-term orientation:
what’s today and tomorrow can have lots of influences on I/O Psych
Masculinity:
some cultures are more about masculine and femininity