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Flashcards in I/O Psychology Deck (336)
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211

Idealized Influence

Transformational Leadership style; actions characterized by sense of ethics, conviction, commitment, purpose, and decisiveness in the face of difficult issues

212

Inspirational motivation

Transformational Leadership style; characterized by an appealing vision, high standards, optimism, enthusiasm, encouragement, and injecting meaning into follower actions

213

Intellectual stimulation

Transformational Leadership style; leaders question the status quo (especially regarding assumptions, beliefs, and values), stimulate change, and encourage innovation and communication

214

Individualized consideration

Transformational Leadership style; leaders attend to each follower by listening actively, and attending to individual's needs, dreams, and abilities, or mentoring, coaching, and teaching

215

Avolio and Bass' full-range leadership model

Transformational leadership most effective; transactional shown less effective; lassies-faire leadership is least effective.

216

Transformational leadership most effective in:

Unstable environments, organic organizational structures, entrepreneurial cultures

217

Contingency theory's Task Complexity

Task structure elements such as clear/unclear feedback, few versus many potential employable tactics, and few versus many potential outcomes. Complex tasks = vague feedback, many possible tactics and outcomes. Simple tasks = clear feedback, one or two tactics and only one or two outcomes

218

Ideal situation for leadership

Task is simple: leader has substantial legitimate power, worker-worker and worker-leader relationships are positive

219

Worst situation for leadership

Task is complex, leader has little legitimate power, worker-worker and worker-leader relationships are poor

220

Normative explanation

Suggests that members evaluate each other's positions on the issue, and the shift occurs in the direction of the mean position

221

Vroom and Yetton's A1

Leaders decide with available information

222

Vroom and Yetton's C1

Leaders ask individual subordinates for their views and then decides

223

Vroom and Yetton's G11

Leaders share the problem with the subordinates as a group, focuses and directs discussion without imposing his/her will, and tries to reach a consensus, within the group making the final decision

224

Vroom and Yetton's optimal leadership and decision-making style

Dependent on structure of the task, time constraints, subordinate's interrelationships, and subordinates' commitment to the decision

225

Task identity

employee's involvement in all aspects of job throughout the process

226

Psychological states affecting core elements of motivation

meaningfulness; sense of responsibility (autonomy); knowledge of outcomes (feedback)

227

Hackman and Oldman's MPS

Motivating Potential Score; MPS = skill variety + task identity + task significance x autonomy x feedback; motivation higher when characteristic amounts are higher; if any characteristic is missing, score returns to zero

228

McGregor's Theory X

Workers lack motivation and ambition, are not self-directed, and must be controlled, coerced,and supervised if work is to get done; emphasizes workplace hierarchy, efficient division of labor, span of control, and strict supervision.

229

McGregor's Theory Z

Commitment to employees, evaluation, careers, control, decision-making, responsibility, concern for people; values long-term employment, slow and qualitative eval. of employees, informal and implicit control, believes employees are committed and loyal, group decision making and personal responsibility, and health and well-being of employee important

230

Human Relations Approach

Stems from Hawthorne's research, which suggests that psychological factors are more important that physical aspects of the work environment (lighting, temp, breaks) in terms of productivity.

231

Business coaching

Generally intended as providing support in planning career or business moves, with coach acting as a guide and consultant.

232

Career Coaching

Supporting the client in developing, modifying, or adjusting career objectives by determining career needs and desires and developing an appropriate plan

233

Schneider's Organizational Culture

Population of ppl define an organizations's culture. Attraction-selection-attirtion (ASA) cycle. Ppl w/similar values drawn to organization and hired. Those not fitting pattern of shared values leave.

234

Good predictors of turnover

Application info: previous job, education, specialized training, personal history

235

Flexible work schedules

Workers choose start and stop times. May be required to work core hours and must get 40 hours. Leads to lower levels of stress, more productivity, and job satisfaction, less absenteeism, and a healthier work-life balance. Doesn't necessarily affect performance ratings.

236

Compressed work week

Shortne week by working longer but fewer days; associated with higher levels of satisfaction and higher supervisor ratings of performance; no significant findings regarding absenteeism or productivity

237

Which work shift leads to most health problems?

Night

238

Herzberg's hygiene needs

physical and security

239

Global job satisfaction

overall satisfaction with work

240

Defining factors in satisfaction

employee's expectations of compensation, level of challenge, responsibility, pleasantness of work environment, rx w/coworkers fairness of supervisors