Industrial Organizational Psychology Glossary

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1. 80% (4/5ths) minority vs majority hiring rule 18. Gottfredson's gender and privilege limit career
choice. theory of
career
2. administrative pick the first one that will work
decision development
making model 19. Herzberg'sbasic needs such as hygiene when present
two factorare not motivating but when absent are
3. adverse occurs when hire rate for a minority group is
theory dissatisfying. Motivators such as
impact less than 80% of the rate for majority group
opportunities for responsibility and decision
4. behavioralrater chooses the critical incident (behavioral making are satisfying but when absent does
anchoredanchor) for each job dimension that best not cause dissatisfaction
rating scale describes them
(BARS) 20. Holland'scongruence between personality and job
personalitytype. Realistic, Investigative, Artistic, Social,
5. big 5 extroversion, agreeableness, openness, typologyEnterprising, Conventional.
emotional stability, and conscientiousness
(conscientiousness only one that predicts job 21. job Hackman and Oldham - meaningfulness,
performance) characteristics autonomy and performance feedback
6. model
biodata information about work history, education
etc 22. Kirkpatrick'sLevel 1 Reaction Criteria: participant's
training response to training
7. centralized communication in the workplace and
evaluation Level 2: Learning Criteria: test of what has
model been learned
decentralized
Level 3: Behavior Criteria: measure of how
networks behavior changed after training
8. criterion rater's knowledge of an employee Level 4: Results Criteria: impact on
contamination performance on the predictor organization
9. critical statements that describe specific work Phillips (2000) Level 5 Return on investment
incidents behaviors that distinguish between very 23. Krumbolt'zfour influences: genetic/abilities,
good and very poor job performance. Social environment, learning experiences,
Reduces rater bias Learning performance standards/values
10. distributiveorganizational justice that looks at hiring, Theory of
justice layoffs, raises Career
Decision
11. equity theory employees compare to other employees Making
12. ERG theoryAlderfer. reformulation of Maslow. 24. loss aversion more influenced by
Existence, relatedness and growth potential losses than potential gains
13. expectancymotivation. effort will lead to performance expands on Tiedeman and O'Hare's model Tiedeman
25. Miller-
theory and performance will result in a specific and that describes career identity as ego identity
outcome and the outcome is desirable. Tiedeman development. personal authoritative reality
14. Fiedler's leader who describes least preferred worker Decision (what feels right to the person) common
contingency in negative terms is most effective with very Making reality (what they should do)
theory high or low leader influence. moderate
26. normative leadership styles to the extent they include
influence for positive
(contingency) group members (autocratic, consultive,
15. forced rating system in %iles model group) - best one depends on the situation
distribution
27. organizational employee goes above and beyond for no
16. force fieldLewin. organizational change. unfreeze, citizenship reward, but helps the organization
analysis change refreeze behavior
model of
28. organizational techniques designed to foster
change
individual development development and organizational
17. frame-of- rater training focusing on accuracy (OD) effectiveness. Focus is on planned change
reference
training
29. organizational perceptions of fairness. distributive 44. transformational vs facilitate organizational change
justice (outcomes), procedural (processes by which transactional leadership vs maintain status quo
outcomes were allocated), interactional
(exchange between employee and
supervisor)
30. overcomingrational-empirical, normative-educative,
resistance to power-coercive
change
31. paired evaluation comparing all employees to all
comparison employees
32. path-goalHouse. best leadership style depends on the
theory situation and characteristics of employees,
work environment and how to show how
organizational goals help individual goals.
maximized when they think leadership is
helping them achieve their goals
33. Phillips Fiveexpansion of Kirkpatrick's model. added
Level ROIlevel 5, ROI of an intervention
34. process improving interactional processing between
consultation members
35. quality circles Japan. small groups meet regularly to
(QC) discuss how to improve work. temporary
effects on performance and attitudes
36. rational consider all options
economic
decision
making model
37. satisficer decision maker that relies on the minimal
amount of information to make a good
enough decision
38. scientific early theory that assumes workers are
management motivated by money
39. situationalHersey and Blanchard. best leadership style
leadershipdepends and maturity of the workers. their ability
and willingness to accept responsibility
40. Super's career predictable stages. people choose a
career development that is consistent with their self concept.
theory Growth, Exploration, Establishment,
Maintenance and Decline
41. Taylor-Russell determine a test's incremental validity
tables (proportion of hired people that will be
successful), under different validity
coefficients, selection ratio and base rate
(proportion of current successful
employees)
42. Theory X vstheories of management. X assumes workers
Theory Y are lazy, Y assumes self motivated

43. total quality flattening of the managerial hierarchy

management
(TQM)