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Flashcards in I/O Psychology Deck (336)
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91

Multiple hurdle system

involves a minimum cut-off being set on one predictor that entitles candidate to proceed to next hurdle

92

Multiple cut-off selection technique

applicant must succeed on all predictors; tests not administered in any particular order

93

Job evaluations help to determine:

compensation

94

External equity

wages compared to other employees

95

Internal equity

wages within organization

96

Job evaluation - value

identified by compensable factors: skill, responsibility/accountability, working conditions

97

Job performance

Observable things employees do to contribute to the goals of the organization

98

Americans with Disabilities Act (ADA)

Requires that employers with 15 or more employees give applicants with disabilities the same consideration for a position that a non-disabled applicant would receive. Also, when feasible, an employer must make reasonable accommodations.

99

Super's Career Development Theory

Applying lifespan and life space into a coherent career identity development theory; graphically represented as a life-career rainbow. Life space=social roles; lifespan=stage of life or stage of career; not everyone goes thru all stages; some may recycle back thru with new careers

100

Super's growth stage

Age 4-13; developing a personal self-concept; understanding of meaning and utility of work.

101

Super's exploration stage

Age 14-24; examining oneself; developing realistic sense of self; trying out different roles; expanding awareness of vocational possibilities

102

Super's establishment stage

Age 25-45; focusing efforts into a single career; advancing in that career; phase with the most creative output in one's vocation

103

Super's maintenance stage

Age 45-65; emphasizes keeping employment; identifying personal limitations; focus on concerns over newly hired competition; learning new skills to keep up

104

Super's disengagement stage

Age 65+; process of pulling away from one's duties; reducing responsibilities at work for mental, physical, or emotional reasons; eventually results in retirement and immersion in other life roles

105

Tiedman and O'Hara's Career Development

Using cognitive development theory as a base, career development viewed as an element of one's ego identity and as a continuing process throughout one's lifetime.

106

Tiedman and O'Hara's differentiation

Making distinctions about different aspects of oneself and one'e environment

107

Tiedman and O'Hara's Integration

Unifying these different aspects and results in making better decisions, more refined goals, and developing useful plans

108

Tiedman and O'Hara's Decision making

seven stages: exploration crystalliation, choice, clarification, induction, reformation, and integration

109

Tiedman and O'Hara's styles of decision-making

Planning (most effective), intuitive, impulsive, agonizing, delaying, paralytic, fatalistic, and compliant.

110

Donald Super

Viewed career and vocation as a combination of 8 life roles, including: child, student, leisure, citizen, worker, spouse, homemaker, pensioner.

111

Holland's Vocational Theory

Holland proposed that people like to be around others who have similar personalities; in choosing a career, it means that people choose jobs where they can be around other people who are like them.

112

Krumboltz's Social Learning Theory of Career Choice and Counseling

Focuses on interacting with the environment in making career decisions, with emphasis on the learning resulting from those interactions.

113

What do specific and difficult goals do for employees?

Enhances motivation and performacne and keeps bx goal-oriented

114

Critical Incident Technique

For each employee, positive and negative behaviors that are assumed to influence job performance and noted and tallied. Results used to encourage pos bx and correct neg ones

115

Order of merit comparison

AKA simple ranking, this method of employee comparison involves ranking employees in terms of their performance on some specified dimension of job performance; it is easier, yet less precise, then paired comparison

116

Peer appraisals

Peers are likely to interact with fellow employees more frequently and know more about daily performance. There are several types of peer appraisal including: peer nominations, peer ratings, and peer rankings.

117

Peer nominations

Most useful for id'ing persons w/extreme high or low levels of KSAOs

118

Peer ratings

best for providing feedback

119

Peer rankings

best for discriminating various levels of performance from highest to lowest on each dimension

120

Paired comparison model

Used to compare all individuals within a group to each other, or individuals with the same job title to each other on various dimensions of a job or task