Industrial and Organizational Psychology WGU D576- Study Guide

Industrial/Organizational (I/O) Psychology

The application of psychological principles and research methods to improve employee performance, satisfaction, and organizational effectiveness

Industrial Psychology

Branch of I/O psychology concerned with job analysis, employee selection, training, and performance appraisal

Organizational Psychology

Branch of I/O psychology focused on motivation, leadership, job satisfaction, organizational culture, and teamwork

Scientist-Practitioner Model

Approach in which professionals use scientific research to guide practical workplace decisions

Moral Awareness

Recognizing that a situation contains an ethical issue

Moral Decision-Making

Determining what action is ethically appropriate

Moral Intent

Commitment to act on an ethical decision

Moral Action

Actually carrying out ethical behavior

Civil Rights Act of 1964

Federal law prohibiting employment discrimination based on race, color, sex, religion, or national origin

Americans with Disabilities Act (ADA)

Law requiring reasonable accommodation and prohibiting discrimination against individuals with disabilities

Age Discrimination in Employment Act (ADEA)

Law protecting individuals age 40 and older from workplace discrimination

Validity in Selection

The extent to which a selection method predicts job performance

Job Analysis

Systematic process of identifying job tasks, duties, responsibilities, and required KSAs

Structured Interview

Interview in which all applicants are asked the same job-related questions and scored using standardized criteria

Unstructured Interview

Interview lacking standardized questions or scoring, making it less reliable and defensible

Internal Pay Equity

Fair compensation based on the relative value of jobs within an organization

External Pay Equity

Fair compensation compared to similar jobs in other organizations

Similarly Situated Employee Group (SSEG)

Groups of employees used to evaluate pay equity based on job similarity

Trait-Based Performance Appraisal

Appraisal focusing on personal characteristics rather than behaviors or outcomes

Competency-Based Performance Appraisal

Appraisal focusing on knowledge, skills, and abilities that can be developed

Task-Based Performance Appraisal

Appraisal focusing on how well specific job duties are performed

Goal-Focused Performance Appraisal

Appraisal based on achievement of clearly defined performance goals

Contextual Performance

Appraisal of behaviors that contribute to organizational effectiveness beyond task requirements

Organizational Analysis (Training)

Assessment of organizational goals, resources, and readiness for training

Task Analysis (Training)

Identification of tasks and skills required for effective job performance

Person Analysis (Training)

Identification of employees who need training and the type of training required

Intrinsic Motivation

Motivation driven by internal satisfaction and enjoyment of the task

Extrinsic Motivation

Motivation driven by external rewards such as pay, bonuses, or praise

Galatea Effect

High self-expectations lead an individual to perform better

Pygmalion Effect

High expectations from others lead to improved performance

Golem Effect

Low expectations from others result in decreased performance

SMART Goals

Goals that are specific, measurable, achievable, relevant, and time-bound

Maslow's Hierarchy of Needs

Theory proposing that human motivation progresses from basic needs to self-actualization

Affective Commitment

Emotional attachment to and identification with an organization

Continuance Commitment

Commitment based on perceived costs of leaving the organization

Normative Commitment

Commitment based on a sense of obligation to remain with the organization

Job Descriptive Index (JDI)

Commonly used measure of job satisfaction across key job facets

Minnesota Satisfaction Questionnaire (MSQ)

Survey used to assess intrinsic and extrinsic job satisfaction

Work Team

A group of employees with interdependent roles and shared goals

Team Interdependence

Degree to which team members rely on one another to complete tasks

Transformational Leadership

Leadership style that motivates employees through vision, inspiration, and goal alignment

Types of Power in Leadership

Expert, legitimate, reward, coercive, and referent power

Causes of Workplace Conflict

Resource competition, task interdependence, communication barriers, and personality differences

Job Stress

Demands that create physical or psychological strain for employees

Burnout

A state of emotional, mental, and physical exhaustion caused by prolonged stress

Employee Empowerment

Providing employees with autonomy, recognition, and involvement in decision-making