Organizational

Leaders can enhance subordinates' performance and satisfaction by choosing the most appropriate leadership style based on the task and the employees' needs.

Path-Goal Theory (House)

Mentoring (as opposed to coaching)

Career and personal development

Less formal

Longer term

Agenda set by the mentee

“Critical incident”

Job-related behaviour associated with very good or very poor performance

Competency modelling

What competencies make someone effective in the role?

Linking the requirements for successful job performance to organizational values, goals, and strategies

Frame-of-Reference training focuses on

Helping raters recognize the multidimensionality of job performance and what constitute different levels of performance

Giving trainees opportunities to practice assigning ratings and receiving feedbacks on their rating accuracy.

Utility analysis

Monetary value (return on investment) of a selection test, training program, or other employment practice

Cross-Training

On-the-job training

Teaching employees to how to perform essential tasks performed by other employees

Vestibule training

Off-the-job training.

Simulated environment with dedicated trainers teaching how to use specialized machines or tools

(Dawis and Lofquist) Satisfactoriness definition

Employer’s satisfaction with the employee

How well the employee’s skills matches the skill requirements of the job

McGregor’s Theory Y

Participative approach

Managers have an optimistic view of employees (capable of self-direction and self-control)

McGregor’s Theory X

Authoritarian approach

Employees inherently dislike work, are lazy, lack ambition, work for money and security

Coaching (as opposed to mentoring)

Performance improvement

More formal/structured

Time-limited

Specific goals

Regular meeting

Co-created agenda

Advantages of relative job performance measures (as opposites to Likert-type rating scale)

They are less susceptible to some rater biases

Position Analysis Questionnaire (PAQ)

Worker-oriented job analysis questionnaire

6 categories of work activity: information input, mental processes, work output, relationships with other people, job context, and other characteristics.

Behavioural interview

Past experience

What DID you do (in a specific job situation)?

Main types of integrity tests used to assist with selection decisions

Over and personality-based tests

What are Taylor-Russell tables used for?

Estimate how much a selection test will improve hiring success based on:

* validity coefficient

* selection ratio

* base rate

What is Bandura’s method of training?

Behavioral modeling

• observe a model perform the behavior

• practice the behavior

• receive feedback/reinforcemen

Compressed workweek outcomes

Stronger positive effect on job satisfaction

Weaker effect on productivity

Personality traits most predictive of leader effectiveness

Extraversion

Conscientiouness

(Fiedler’s contingency theory) Low LPC leaders are most effective in which situations?

Very unfavourable and very favourable situations

(Fiedler’s contingency theory) High LPC leaders are most effective in which situations?

Moderately favourable situations

Vroom’s expectancy theory

VIE Theory

Valence

Instrumentality

Expectancy

What does Herzberg’s 2 factor theory say about employees’ satisfaction and motivation?

a) Hygiene factors (pay, benefits, work conditions):

Dissatisfaction when inadequate

Don’t increase satisfaction or motivation when adequate

b) Motivator factors (opportunities for autonomy, responsibility, and advancement):

Don’t cause dissatisfaction when inadequate

Contribute to satisfaction and motivation when adequate

Situational interview

Future/hypothetical

What WOULD you do?

Herzberg two-factor theory

Job satisfaction = motivators + hygiene factors

BARS - Behaviorally Anchored Rating Scales

Graphic rating scale in which each point on a scale is “anchored” with a description of a specific job-related behavior.

BARS disadvantage

Time-consuming to develop

First step in developing a new performance appraisal measure

Conducting a job analisys

Job analisys purpose

Identifying:
What the job involves

How it is performed

Conditions under which it is performed

Worker requirements

Job evaluation

Main purpose = COMPENSATION
Usally being with job analisys

Needs analysis purpose

Identify the gap before designing training

Can involve:
Organizational analisys → does the organization need this?
Task analysis → what skills the job requires?
Person analysis → which employees need training

Best predictor of job performance?

General mental ability tests

80% Rule for adverse impact

Formula: majority rate × .80
Example: men = 50% → women must be ≥ 40%.

Formula: majority rate × .80
.50 × .80 = .40 = 40%.

A test to predict job performance six months after employees are hired must have an adequate […] validity

Criterion-related validity
The degree to which the predictor (selection test) correlate with scores on a criterion (measure of job performance)

Krumboltz's social learning theory: factors that influence career decision-making

Genetic endowment/special abilities
Environmental conditions and events
Learning experiences
Task approach skills

Quality Circles (QCs)

Small groups of employees who meet regurlarly to identify problems and methods for resolving them.

They provide management with recommendations for resolving work-related problems.

Goal-setting theory: supervisees setting their own performance goals will produce goals that are

More difficult than the goals the supervisor would set alone

Technostructural intervention includes

Process reengineering
Downsizing
Job Enrichment
Alternative work schedules

Decision tree / decision matrices to help leaders determine the optimal leadership in a particular situation - which authors/model?

Vroom-Yetton-Jago's leadership model

Gender and leader effectiveness

Female leaders → more effective in feminine work settings
Male leaders → more effective in masculine work settings

Relationship between consideration and initiating structure on job outcomes

High consideration → + important for satisfaction

High initiating structure → + important for performance

Group polarization

Extreme decisions (more than individual ones)

Groupthink

Group sacrifices critical thinking to maintain consensus

Deinvididuation

Anonymity reduces self-control/accountability

Social facilitation

Others present = easy task better, hard task worse

Maslow's needs hierarchy

Physiological
Safety
Social
Esteem
Self-actualization

Type A behaviour pattern

Urgency, competitiveness, hostility
Hostility → heart disease

Stages of Selye's general adaptation syndrome

Alarm reaction, resistance, and exaustion

How the body reacts to chronic or acute stress

Holland's RIASEC

Satisficing concept (Herbert Simon)

Satisfactory + sufficient → good enough

Factors that causes “satisficing”

Cognitive limitations
Time constraints
Imperfect/inadequate information

Leader-member exchange (LMX)

Higher-quality leader-subordinate relationship → Better employee outcomes

Flextime: greatest positive influence on

Absenteism

Anticipation and implementation are phases of which model?

Tiederman's career decision-making model

Equifinality = ?

Same final state, different initial conditions

Multifinality

Different final states, same initial condition

Kirkpatrick training evaluation model

Reaction → did they like the training?
Learning → did they learn something?
Behaviour → did they apply to their work?
Results → were there impacts on the results?

Super - Life-Span, Life-Space Theory

Super vs Holland

Super: career development throughout time + self-concept
Holland: fit between personality/interests and work environment

Dawis & Lofquist Theory of Work Adjustment

Tiedeman Carrer Decision-Making Model