Industrial/Organizational Psychology & HRD Vocabulary

A comprehensive set of 93 vocabulary flashcards covering key concepts in Industrial/Organizational Psychology, Human Resource Management, and Organizational Development to aid exam preparation.

Procedural Justice

Perceived fairness of the processes used to make organizational decisions.

Downsizing

Intentional reduction of workforce or elimination of functions to cut costs.

Mediation Program

Structured conflict-resolution process in which a neutral third party facilitates agreement between disputants.

Training and Feedback

Employee development approach combining skill instruction with performance‐related information.

Succession Planning

Preparing internal talent to assume key leadership roles when vacancies arise.

Organizational Chart

Visual diagram that shows formal reporting relationships and hierarchy.

Promotion Opportunities

Chances for employees to advance to higher positions and responsibilities.

Compensation Package

Total monetary and non-monetary rewards an employee receives for work performed.

Organizational Development Specialist

Professional who designs and guides interventions to improve organizational effectiveness.

Employee Poaching

Recruiting workers away from another organization, often a competitor.

Merger

Combination of two companies into a single new entity with shared management.

Acquisition

One organization’s purchase and absorption of another organization’s assets or stock.

Human Resource Development (HRD)

Function focused on employees’ personal and professional learning, growth, and career progress.

Job Satisfaction

Overall positive emotional reaction an individual has toward their job.

Continuance Commitment

Desire to stay with an organization due to perceived costs of leaving.

Normative Commitment

Employee’s felt obligation to remain with an organization.

Affective Commitment

Emotional attachment and identification with an organization.

Distributive Justice

Perceived fairness of outcome distributions such as pay or rewards.

Interactional Justice

Perceived fairness of the interpersonal treatment received during decision processes.

Force Field Analysis

Diagnostic technique that weighs driving and restraining forces before change implementation.

Driving Forces

Factors that push an organization toward a desired change.

Restraining Forces

Factors that hinder or resist organizational change.

Legitimate Power

Authority derived from a formal position in the hierarchy.

Expert Power

Influence based on specialized knowledge or skills.

Referent Power

Influence gained through admiration, respect, or identification with the leader.

Transactional Leadership

Leadership style focused on exchanges—rewarding performance and correcting deviations.

Transformational Leadership

Leadership that inspires followers to commit to a shared vision and exceed expectations.

Organizational Theory

Academic study of how organizations function, structure, and behave.

Human Resource Management (HRM)

Function responsible for recruiting, managing, and supporting an organization’s workforce.

Employee Orientation

Initial socialization process introducing new hires to job duties and company culture.

Management Development

Planned learning experiences aimed at building future leaders’ skills and perspectives.

Strategic HRM

Alignment of human resource policies with the organization’s long-term strategic goals.

Career Management

Planning and monitoring an employee’s professional path within or outside an organization.

Matrix Structure

Organizational design that combines functional and project reporting lines.

Network Structure

Flexible organization consisting of interconnected, often outsourced, units or partners.

Neo-classical Theory

Organizational perspective emphasizing human relations and informal groups.

Modern Theory

View incorporating quantitative techniques and systems thinking into organizational analysis.

Contingency Theory

Premise that the best organizational action depends on situational factors.

Scientific Management

Taylor’s method focusing on task analysis, standardization, and efficiency through time studies.

Participative Management

Management approach encouraging employees to share in decision making.

Management by Walking Around

Hands-on managerial style involving informal visits to observe and interact with employees.

Hierarchical Structure

Traditional vertical organization with clearly defined levels of authority.

Functional Structure

Organization grouped by specialized activities such as marketing, finance, or operations.

Span of Control

Number of subordinates directly managed by one supervisor.

Long-Term Focus Strategy

Planning approach that emphasizes future organizational needs and sustainability.

Simulation Training

Structured learning that recreates real-world scenarios without actual risk.

Apprenticeship

Training system pairing novices with skilled workers for prolonged hands-on learning.

On-the-Job Training

Skill acquisition while performing actual work tasks at the job site.

Coaching

Individualized, performance-focused guidance provided by a trainer or experienced employee.

Communication Barriers

Obstacles that distort or block the transmission of messages between people or units.

Jurisdictional Ambiguity

Unclear boundaries of responsibility among departments or roles, leading to conflict.

Task Interdependence

Degree to which work completion by one unit relies on another unit’s output.

Strong-Campbell Interest Inventory

Assessment measuring vocational interests to aid career decisions.

Myers-Briggs Type Indicator

Personality inventory categorizing individuals into 16 typological preferences.

Change Agent

Individual who guides and facilitates organizational change initiatives.

VUCA World

Environment characterized by Volatility, Uncertainty, Complexity, and Ambiguity.

VUCA Prime

Leadership response emphasizing Vision, Understanding, Clarity, and Agility.

Open Systems Theory

Concept that organizations interact with and adapt to their external environment.

Sociotechnical Systems

Approach recognizing the interdependence of social and technological subsystems at work.

Classical Organizational Theory

Early school focusing on formal structure, specialization, and efficiency.

Bureaucratic Approach

Weber’s model stressing rules, hierarchy, and impersonal relationships for efficiency.

Administrative Theory

Fayol’s principles outlining managerial functions such as planning and controlling.

Employee Relations

HRM activity managing the employer-employee relationship and workplace climate.

Career Development

HRD process helping employees plan and progress in their occupational life.

Organizational Transformation

Comprehensive, fundamental change that redefines an organization’s culture and strategy.

Organizational Change

Any alteration in structure, processes, or people within an organization.

Realistic Job Preview (RJP)

Recruitment technique presenting both positive and negative aspects of a job to applicants.

Pygmalion Effect

Phenomenon where higher managerial expectations lead to improved employee performance.

Galatea Effect

Performance improvement driven by an individual’s own high self-expectations.

Expectancy Theory

Motivation model positing that behavior is driven by expected outcomes and their value.

Equity Theory

Motivation theory suggesting people compare their input-outcome ratios to others’.

Central Tendency Error

Rating bias of placing most employees at the mid-point of a scale.

Halo Error

Rater bias where one positive trait influences all other performance ratings.

Contrast Error

Performance rating distortion caused by comparison with other individuals rather than standards.

Graphic Rating Scale

Simple performance appraisal tool rating traits or behaviors along a continuum.

Behaviorally Anchored Rating Scale (BARS)

Appraisal method using specific behavioral examples to anchor points on a rating scale.

Premack Principle

Using a high-frequency behavior as a reward for performing a low-frequency behavior.

Reliability

Extent to which a measurement instrument yields consistent results.

Validity

Degree to which a test measures what it purports to measure.

Concurrent Validity

Correlation between test scores and current performance indicators collected simultaneously.

Criterion Validity

Extent to which test scores predict or relate to a relevant job performance outcome.

Blind-Box Advertisement

Recruitment ad that omits the employer’s identity to maintain confidentiality.

Peter Principle

Concept that employees rise to their level of incompetence through successive promotions.

Employee Referral

Recruitment source where current staff recommend candidates for open positions.

Leadership Motive Pattern

McClelland’s configuration of high need for power, low need for affiliation, and high activity inhibition linked to effective managers.

Autocratic Decision Style

Leader makes decisions unilaterally without team input.

Vroom-Yetton Model

Framework guiding leaders on appropriate decision styles based on situational variables.

Magnetic Leadership Style

IMPACT theory style where charisma inspires followers, effective in climates of instability.

Lewin’s Unfreezing Stage

Initial phase of change process focused on creating readiness and reducing resistance.

Survey Feedback Approach

OD technique involving data collection through questionnaires and group discussion of results.

Agility

Organizational capacity to rapidly and flexibly respond to complex challenges.

Organizational Justice

Overall perception of fairness in an organization’s procedures, interactions, and outcomes.

Job Knowledge Test

Assessment measuring factual or procedural information required for a specific job.