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77 Cards in this Set
- Front
- Back
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True or False:
Trait Ratings are useful in performance measurement? |
FALSE
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True or False:
Critical incidents are examples of behavior that provide the basis for developing BARS scales. |
TRUE
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True or False:
The following is an example of an item on a Bars scale: Describes the details of the change to subordinates 1 (Almost never) to 7 (Almost Always) |
FALSE
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360 Performance appraisal methods are more valid than supervisory rating for predicting performance.
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FALSE
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The rating error that is most problematic in self-assessment is halo.
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FALSE
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Define contextual performance . Indicate how this differs from task performance.
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Contextual performance- Performance that supports the organizational, social, and psychological environment in which the job tasks are performed; behaviors or activities that are not typically part of job descriptions
Task performance deals with activities that are recognized as a part of their job; while the contextual performance is activities that are not typically part of job descriptions. Contextual: -Behaviors that are helpful to unit and organization -Informal aspects of job -Common to most jobs -Influenced largely by personality -E.g. persisting with enthusiasm, volunteering, helping others, following rules Task: -Behaviors formally recognized as part of the job -Influenced largely by cognitive abilities (Pg.225) |
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Distinguish between "objective" and "subjective" performance measurement. Give an example of each type of performance measure. What are two main disadvantages of using objective performance data in performance appraisals?
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Objective performance measures: Usually a quantitative count of the results of work such as sales, volume, complaint letters, output,etc;
Disadvantages: -May be deficient or inaccurate -Often due to factors beyond S's control (Criterion contamination) -Doesn't permit assessment of multiple components of performance. -Objective performance measures do not always have a very strong correlation with actual performance because of rater unreliability , as well as issues with sample size and range restrictions -There is a very low correlation between objective performance and subjective performance measures. Subjective- "judgmental": Evaluation made of the effectiveness of a person's work behavior, usually by supervisors in the context of yearly performance; more likely to capture true performance than objective measures. Pg.213 |
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Indicate an advantage and a disadvantage of self appraisals compared to supervisor appraisals. Indicate one reason why you would include self appraisals in a performance appraisal system
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Self Appraisal- A person is told to give a rating of themselves and then bring it to the supervisor who has filled out an identical form on the person; supervisor and employee compare and contrast reports; final rating form is completed by supervisor based on this meeting
Disadvantage: People may think more highly of their work than others do Advantage: Likely to increase procedural justice on the part of the worker; good for development Supervisor appraisal: Most common measurer for performance; they can closely observe the behavior of the worker and are in a good position to evaluate how this behavior contributes to success. (pg.238) |
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Identify two problems with self assessment appraisals. What is this type of appraisal most useful for?
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People often overestimate their performance; not always a very accurate indicator of true performance.
Self appraisal is most useful for development: Comparing ratings with supervisor to make employees more aware of their true performance. (Pg.238) |
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Describe and contrast the following types of rating errors: halo, leniency, and central tendency.
Give an example of each |
Halo- Occurs when a rater assigns the same rating to an employee on a series of dimensions, creating a "halo" that surrounds all of the ratings causing them to be similar; for example a rater may have a "unitary view" of performance, and assume that a person is always a good or poor performer (pg.241-242)
Leniency- Occurs with raters who are unusually easy in all of their ratings; for example a rater may do this to avoid friction or seem better to their subordinate, or simply because they have low standards. Central Tendency- Error in which raters choose a middle point in the scale to describe performance, even though a more extreme point may describe an employee better; for example, may occur because in some rating systems, if a rater gives an extreme score, they must give written justification as to why or because it seems like a "safe choice" |
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Describe and contrast the seven methods for performance appraisal:
-Graphic rating scale -Rank-order method -Paired-comparison method -Forced-distribution method -Critical incident method -Behaviorally-anchored rating scale (BARS) -Behavioral-observation scales (BOS) |
Graphic rating scales: Graphically displays performance scores that run from high on one end to low on the other end.
Rank-order method: Employees are ranked from top to bottom according to their assessed proficiency on some dimension, duty area, or standard Paired-Comparison Method: Technique in which each employee in a work group or a collection of individual with the same job title is compared with each other individual in the group on various dimensions being considered Forced Distribution Method: Requires evaluators to place employees into performance categories bases on a predetermined percentage of employees in different categories (low, moderate, high) Behaviorally anchored rating scales (BARS): Rating format that includes behavioral anchors describing what a worker has done, or might be expected to do, in a particular duty area. Behavioral-Observation Scale: Asks the rater to consider how frequently an employee has been seen to act in a particular way. |
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Distinguish the main difference between a BARS scale and a BOS scale.
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BARS: The rater picks a point on the scale that describes how the individual has behaved in the past or might be expected to behave.
BOS: Came from the idea that it would be more accurate to describe what someone actually did than what someone might do. BOS also asks the rater to consider how frequently an employee has been seen to act in a particular way. |
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What recommendations would you make for the content and procedures involved in conducting legally sound performance appraisals?
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Appraisal criteria should:
-be objective rather than subjective -be job related or based on job analysis -be based on behaviors rather than traits -be within the control of the rate -relate to specific functions, not global assessments -be communicated to the employee Appraisal procedures should: -Be standardized and uniform for all employees within a job group -Be formally communicated to employees -Provide notice of performance deficiencies and opportunities to correct them -Provide access for employees to review appraisal results -Provide formal appear mechanisms that allow for employee input -Use multiple, diverse, and unbiased raters -Provide written instructions and training for raters |
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Identify four things that a supervisor can do that are likely to increase an employee's perceptions of fairness in a performance appraisal.
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-Have a sufficient sample of the subordinates actual behavior
-Supervisor and subordinate agree on the subordiante's job duties -Supervisor and subordinate agree on the definition of good and poor performance -Supervisor focuses on ways to improve performance, rather than simply documenting poor performance |
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Paula prepared works as a teller at a large bank. Her supervisor, Orvis, is responsible for performance appraisal of all bank tellers at this location- over 200 in all. For the most recent appraisal period, her supervisor used the forced-distribution method to appraise overall job performance among all teller. Although Paula though she was an outstanding employee, the results of her performance appraisal indicated a "satisfactory" rating representing performance at the 60-70th percentile of all tellers. She comes to you, the I/O psychology consultant, to complain about this appraisal.
Explain to Paula the assumption underlying this procedure and the weaknesses of this method. Suggest an alternative appraisal procedure that might be less objectionable and more legally sound, and explain why. |
The underlying assumption is that employees fit into categories with a certain predetermined distribution. The problem with this procedure is that the likelihood of the employees performance actually being distributed in this manner is relatively low, and so it forces raters to make distinctions that do not exist. If all employees are good at their job, a certain number will still receive very poor performance evaluations, because they method assumes that there will be a certain number of poorly performing employees. Almost any other method is likely to be less objectionable and more legally sound. For example, a graphic rating scale would work better because the ranking of a specific employee is completely independent of all other employees, so if all of the tellers were good at their job, they could all receive highly positive performance evaluations.
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Distinguish between personnel selection and placement
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Selection: Choosing one individual from among many applicants to fill a given opening
Placement: A process of matching multiple applicants and multiple job openings |
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Explain the steps you should go through if you were involved in research to measure the validity of personnel selection test.
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Give the test to everyone applying for the job. Later, for those who are hired, give them a performance appraisal, and compare the results to the selection test. Those who scored high on the selection test should score high on the performance appraisal.
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Explain the concept of validity generalization and its importance.
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Validity generalization-
A generalizable method applies not only to the conditions in which the method was origionally developed- jobs, organzation, applicants and so on. It also applies to other applicants, jobs, and ao so. Generalizable- valid in other contexts beyond the context in which the selection method was developed. look on HR slides for better definition |
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What is multiple regression and how is it used in personnel selection? What is one limitation with using multiple regression selection strategies? As discussed in class, what are two other strategies for setting cutoffs?
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Multiple Regression Analysis: Develops an equation for combining test scores into a composite based on the individual correlations of each test score dimension with the performance score and then intercorrelations between the test scores. The regression analysis uses a compensatory model where scoring higher on one predictor can make up for scoring low on another predictor
One limitation with using this strategy is that an individual could score very high on one test and very low on another- So, overall scores could be identical even though people score differently on tests. Example: Joe: Intelligence- Low Motivation-moderate communication-High Sally: Intelligence: High Motivation: Moderate Communication: Low Two ways to deal with this situation -Multiple Cutoff Strategy: Minimum cutoff scores for each predictor, should be based on job analysis -Multiple Hurdle Strategy: Order the selection tests as successive hurdles applicant must jump over to receive job offer -Particularly useful for reducing costs when base rate low (Many applicants for few positions) |
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Define and contrast criterion-reference and norm-referenced methods when used in establishing cut scores in selection. How do you go about establishing the cut score in each method? Which cut score strategy is regarded most favorably by the courts?
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Criterion Referenced cut scores- established by actually considering the desired level of performance for a new hire, and finding the test score that corresponds to that desired level of performance. For example, you could go about this by having a sample of employees take the test, measure their job performance (e.g. through supervisory ratings), and then see what test scores corresponds to acceptable performance as rated by the supervisors.
Norm-referenced cut score- Are not tied to any expected level of performance on the ob. The term "norm" is a shortened version of the word "normal" or average. Thus, norm referenced cut are based on the average of the test takers' scores rather than any notion of job performance. The uniform guidelines on Employee selection procedures, the official government administrative guidelines, instruct the cut scores should be set to be compatible with expected levels of job performance. Lacking this clear tie to expected job performance, norm-referenced cut scores are vulnerable to charges of unfairness. |
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What is utility analysis?
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Utility analysis addresses the costs/benefit ratio of one staffing strategy versus another.
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Define and distinguish between multiple cutoff, multiple hurdles, and compensatory selection approaches to combining predictor measures
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Compensatory Model- Model in which a good score on one test can compensate for a lower score on another test
Multiple Hurdle System- Constructed from multiple hurdles so that candidates who do not exceed each of the minimum dimension scores are excluded from further consideration Multiple cutoff- Where more than one of the tests have a cutoff score, where if an individual gets below the cutoff score for any of the tests, then they cannot be considered for the position at hand. |
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What recommendations would you give to a company on how to select employees for layoff?
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-It is better to make the decision by combining multiple criteria rather than relying on a single dimension
-Need to be coherent, consistent, and balanced For example. these four criteria could be used, equally weighted: -number of years with the company -number of skills the individual possesses -the past two years of performance ratings -Foreseeable pieces of work for the particular person over the following 18 months. |
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Describe and explain the concept of hit rate. How does the validity of a test affect the hit rate?
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Hit rate is a metric or measure of business performance traditionally associated with sales
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Describe and explain the concept of selection ratio. What happens as the SR approaches 1.0? As the SR approaches .00?
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Selection ratio is the ration between the number of individuals assessed and the number actually hired. The closer it is to 1, the more people that are being hired out of those that were assessed.
-Low SRs are better than high SRs due to the high availability and better recruit -Lower (.00) means there are a lot more applicants than positions and vice versa |
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Describe and explain the concept of base rate. When is the value of a valid predictor the greatest in terms of base rate? What happens as the BR deviates from .50?
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The base rate is the percentage of the current workforce that is performing successfully.
If the performance is high, then the new system is likely to add very little to the productivity of an organization. ??? |
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What is the legal definition of discrimination in employment contexts?
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Legal use of "discrimination" limited to members of groups specifically protected by anti-discrimination laws:
-Equal Pay Act (1963) -Title VII of Civil Rights Act (1964) -Age Discrimination Act -Uniform Guidelines on Employee selection procedures (1978) -Americans with Disabilities Act - |
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What was the purpose of Title VII of the civil Rights Act (1964)?
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The purpose of Title VII of the Civil Rights Act is that it prohibits discrimination based on race, color, religion, sex, and national origin.
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What was the purpose of the Americans with Disabilities Act (1990)? How is a disability defined in this act? Are personality traits considered a disability? As discussed in class, what are some of the current controversies about this act as it is being played out in the courts?
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The American with Disabilities Act prohibits discrimination against individuals with a disability in any aspect of employment. Discrimination included failure to provide reasonable accommodations to a qualified person
The ADA defines a disability as a physical or mental impairment that substantially limits one or more major life activities, a record of having such an impairment, or being regarded as having such an impairment. Undue hardships: Actions that require significant difficulty or expense in light of essential functions of job Essential functions of job: -Fundamental, not marginal -Based on job descriptions/analysis |
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Distinguish between personnel selection and placement
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Selection: Choosing one individual from among many applicants to fill a given opening
Placement: A process of matching multiple applicants and multiple job openings |
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Explain the steps you should go through if you were involved in research to measure the validity of personnel selection test.
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Give the test to everyone applying for the job. Later, for those who are hired, give them a performance appraisal, and compare the results to the selection test. Those who scored high on the selection test should score high on the performance appraisal.
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Explain the concept of validity generalization and its importance.
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Validity generalization-
A generalizable method applies not only to the conditions in which the method was origionally developed- jobs, organzation, applicants and so on. It also applies to other applicants, jobs, and ao so. Generalizable- valid in other contexts beyond the context in which the selection method was developed. look on HR slides for better definition |
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What is multiple regression and how is it used in personnel selection? What is one limitation with using multiple regression selection strategies? As discussed in class, what are two other strategies for setting cutoffs?
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Multiple Regression Analysis: Develops an equation for combining test scores into a composite based on the individual correlations of each test score dimension with the performance score and then intercorrelations between the test scores. The regression analysis uses a compensatory model where scoring higher on one predictor can make up for scoring low on another predictor
One limitation with using this strategy is that an individual could score very high on one test and very low on another- So, overall scores could be identical even though people score differently on tests. Example: Joe: Intelligence- Low Motivation-moderate communication-High Sally: Intelligence: High Motivation: Moderate Communication: Low Two ways to deal with this situation -Multiple Cutoff Strategy: Minimum cutoff scores for each predictor, should be based on job analysis -Multiple Hurdle Strategy: Order the selection tests as successive hurdles applicant must jump over to receive job offer -Particularly useful for reducing costs when base rate low (Many applicants for few positions) |
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Define and contrast criterion-reference and norm-referenced methods when used in establishing cut scores in selection. How do you go about establishing the cut score in each method? Which cut score strategy is regarded most favorably by the courts?
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Criterion Referenced cut scores- established by actually considering the desired level of performance for a new hire, and finding the test score that corresponds to that desired level of performance. For example, you could go about this by having a sample of employees take the test, measure their job performance (e.g. through supervisory ratings), and then see what test scores corresponds to acceptable performance as rated by the supervisors.
Norm-referenced cut score- Are not tied to any expected level of performance on the ob. The term "norm" is a shortened version of the word "normal" or average. Thus, norm referenced cut are based on the average of the test takers' scores rather than any notion of job performance. The uniform guidelines on Employee selection procedures, the official government administrative guidelines, instruct the cut scores should be set to be compatible with expected levels of job performance. Lacking this clear tie to expected job performance, norm-referenced cut scores are vulnerable to charges of unfairness. |
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What is utility analysis?
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Utility analysis addresses the costs/benefit ratio of one staffing strategy versus another.
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Define and distinguish between multiple cutoff, multiple hurdles, and compensatory selection approaches to combining predictor measures
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Compensatory Model- Model in which a good score on one test can compensate for a lower score on another test
Multiple Hurdle System- Constructed from multiple hurdles so that candidates who do not exceed each of the minimum dimension scores are excluded from further consideration Multiple cutoff- Where more than one of the tests have a cutoff score, where if an individual gets below the cutoff score for any of the tests, then they cannot be considered for the position at hand. |
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What recommendations would you give to a company on how to select employees for layoff?
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-It is better to make the decision by combining multiple criteria rather than relying on a single dimension
-Need to be coherent, consistent, and balanced For example. these four criteria could be used, equally weighted: -number of years with the company -number of skills the individual possesses -the past two years of performance ratings -Foreseeable pieces of work for the particular person over the following 18 months. |
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Describe and explain the concept of hit rate. How does the validity of a test affect the hit rate?
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Hit rate is a metric or measure of business performance traditionally associated with sales
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Describe and explain the concept of selection ratio. What happens as the SR approaches 1.0? As the SR approaches .00?
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Selection ratio is the ration between the number of individuals assessed and the number actually hired. The closer it is to 1, the more people that are being hired out of those that were assessed.
-Low SRs are better than high SRs due to the high availability and better recruit -Lower (.00) means there are a lot more applicants than positions and vice versa |
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Describe and explain the concept of base rate. When is the value of a valid predictor the greatest in terms of base rate? What happens as the BR deviates from .50?
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The base rate is the percentage of the current workforce that is performing successfully.
If the performance is high, then the new system is likely to add very little to the productivity of an organization. ??? |
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What is the legal definition of discrimination in employment contexts?
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Legal use of "discrimination" limited to members of groups specifically protected by anti-discrimination laws:
-Equal Pay Act (1963) -Title VII of Civil Rights Act (1964) -Age Discrimination Act -Uniform Guidelines on Employee selection procedures (1978) -Americans with Disabilities Act - |
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What was the purpose of Title VII of the civil Rights Act (1964)?
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The purpose of Title VII of the Civil Rights Act is that it prohibits discrimination based on race, color, religion, sex, and national origin.
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What was the purpose of the Americans with Disabilities Act (1990)? How is a disability defined in this act? Are personality traits considered a disability? As discussed in class, what are some of the current controversies about this act as it is being played out in the courts?
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The American with Disabilities Act prohibits discrimination against individuals with a disability in any aspect of employment. Discrimination included failure to provide reasonable accommodations to a qualified person
The ADA defines a disability as a physical or mental impairment that substantially limits one or more major life activities, a record of having such an impairment, or being regarded as having such an impairment. Undue hardships: Actions that require significant difficulty or expense in light of essential functions of job Essential functions of job: -Fundamental, not marginal -Based on job descriptions/analysis |
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What is the EEOC? What is its purpose? When was it established?
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The EEOC is the Equal Employment Opportunity Commission and it is responsible for enforcing most of the EEO laws, including title VII, the Equal Pay Act, and the Americans with Disabilities Act. To do this, the EEOC investigates and resolves complaints about discrimination, gathers information, and issues guidelins.
The EEOC was established by Title VII of the Civil Rights Act of 1964 and began operating on July 2nd, 1965. |
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Describe and differentiate between the three forms of discrimination identified in Title VII (evil intent, disparate treatment, disparate impact)
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Disparate treatment- Type of discrimination in which the plaintiff attempts to show that
the employer intentionally treated the plaintiff differently than the majority of applicant of employees Disparate Impact- Acknowledging the employer may not have intended to discriminate against plaintiff, but an employer practice did have negative impact on the group to which the plaintiff belongs. Evil Intent- A more severe form of Disparate treatment |
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What is the 4/5ths rule- How is it used?
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The 4/5 rule (80 percent rule) is a guideline for assessing whether there is disparate impact. If it can be shown that the group received less than 80 percent of the desirable outcome (ex. job offers, promotions) than the majority group, adverse impact can be proven by the plaintiff and there may be damages
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What groups are protected by Title VII? What is the group protected by the Age Discrimination in Employment Act? (ADEA; 1967)?
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Groups protected by Title VII: Protects discrimination on the basis of race, color, religion, sec, or national origin.
Group protected by Age Discrimination in Employment Act of 1967: Anyone over the age of 40 |
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Describe the difference between "multiple cutoff" and "multiple hurdles" selection strategies. Which strategy is most likely to be used in selecting managers?
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Multiple hurdles: Constructed from multiple hurdles so that candidates who do not exceed each of the minimum dimension scores are taken from further consideration
Multiple Cutoff: If you do not score high enough on any of the tests give that have a minimum allowed score, then you are not considered. Multiple hurdles is more likely to be used for managers because it is more strict and has many stages to assess candidates |
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What is disparate impact? How is disparate impact determine?
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Unintentionally discriminating against the protected group; is determined by the 4/5 ruls.
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What are two forms of sexual harassment that are prohibited by federal law?
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Sexual Harassment: Unwelcome sexual advances, requests for sexual favors, and other conduct of sexual nature is considered harassment when submission or rejection of this conduct affects employment or interferes with individual's work performance, ore creates a hostile environment.
Quid pro quo harrassment: Involves direct requests for sexual favors (ex. sexual compliance is mandatory for maintaining job or getting a promotion) Hostile working environment: Occurs when conduct, which is perceived to be offensive and related to sex or gender, interferes with job performance. |
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Identify, distinguish, and be able to give examples of three broad categories of learning outcomes from training
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Cognitive Outcome- includes declarative knowledge- knowledge of rules, facts, and principles
Skill Based Outcome- Includes procedural knowledge, concerned with the development of motor or technical skills. For example, flying an aircraft, understanding software, etc. Affective Outcome- Includes attitudes or beliefs that predispose a person to behave in a certain way. For example, organizational commitment, appreciation of diversity, etc. |
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The assessment of training needs consists of a classic three-step process. Name and describe each of these three steps.
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Organizational Analysis: Examines company wide goals to determine where training is needed
Task Analysis: Examines tasks performed and KSAO's required to determine what employees must do to perform successfully. Person Analysis: Examines knowledge, skills, and current performance to determine who needs training. |
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Distinguish between on the job and job rotation forms of on-site job training. Identify one limitation and one strength of each form of training.
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On-the-job training involves assigning trainees to jobs and encouraging them to observe and learn from more experienced employees.
Job rotation involves moving employees to various departments of a company, or to various jobs within a single department. This helps in developing a wider range of skills. Also useful to determine where an employee would be most useful. Although, it is a long and time consuming process. |
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Describe trainee readiness and three trainee characteristics that have been shown to influence training effectiveness.
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Trainee readiness refers to whether employees have the personal characteristics necessary to acquire knowledge from a training program and apply it to the job.
The characteristics include General Mental ability- has a validity of +.56 in predicting training outcomes. assessing g can be useful in placing employees in different training groups so that no one is bored or left behind. Goal Orientation -Performance Orientation: Individuals who are performance oriented are concerned about doing well in training and being evaluated positively. They perceive their abilities as fixed, and are generally not open to learning environments in which errors and mistakes are encouraged. They direct their energy toward performing well on tasks, often at the expense of learning. They are also often sensitive to feedback, which can lead them to reduce their efforts and goals in challenging situations. -Mastery Orientation: Individuals who are mastery oriented are concerned with their competence for the task at hand, and they view errors and mistakes as a part of the learning process. They are flexible and adaptable in learning situations, which is particuarly critical for learning dynamic tasks and complex decision making. Kanfer has identified mastery orientation as a basic dimension of general motivation. Experience Level-Inexperienced trainees with lower ability tend to benefit more from longer and more structured training programs, where experienced trainees with high ability thrive in shorter and less structured training programs. general mental ability, goal orientation, experience level. |
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Compare and contrast (procedures, advantages/disadvantages) the following methods of job training: Programmed instruction, Computer Assisted Instruction, and Intelligent tutoring systems.
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1. programmed instruction (PI)
a. procedures – trainees are given instructional materials in written or computer-based forms that positively reinforce them as they move through the material at their own pace i. linear programming – all trainees proceed through the same material ii. branching programming – a customized approach that gives each learner extra practice on material he or she had difficulty with when it was first presented b. advantages – reviews of programmed instruction, lecture, and discussion training methods found no significant differences in immediate learning and retention across the three methods, but trainees using programmed instruction learned material in approximately 30% less time 2. computer-based training a. defined as “text graphics, and/or animation presented via computer for the express purpose of teaching job-relevant knowledge and skills b. advantages – offers trainees more control over their instruction c. disadvantages – trainees often do not take advantage of the increased control in this environment. Instead, they often skip practice opportunities and only stay for part of the allotted time. If this method is used, trainees need to be encouraged to practice and to stay on task 3. intelligent tutoring systems a. defined as “any computer system that provides direct customized instruction or feedback to students, i.e. without the intervention of human beings.” This is basically CAI with artificial intelligence. b. advantages - Research on prototype systems indicate that ITS-taught students generally learn faster and translate the learning into improved performance better than classroom-trained participants |
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Describe three principle of learning that influence training outcomes. Indicate how you would use these principles to extent, form,and format of training for a pilot of training.
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Practice and Overloading: We must practice things to learn them. By continuing to practice after a task has been mastered, automacity can be developed, and the task can be performed with limited attention
Whole vs. Part Learning: Whole Learning: Training approach in which the entire task is practiced at once. Part Learning- Training approach in which subtasks are practiced separately and later combined Massed vs. Distributed Practice Massed Practice: Conditions in which individuals practice a task continuously without rest Distributed Practice- Provides Individuals with rest intervals between practice sessions, which are spaced over a longer period of time. |
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Define transfer of training and four characteristics of a workplace that fosters positive transfer of training
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Transfer of Training: Degree to which trainees apply the knowledge, skills, and attitudes gained in training to their jobs.
1)Early socialization indicating that training is important 2)Continuous learning culture 3)Adequate peer and supervisor support 4)Opportunities to use learned capabilities 5)Access to equipment or resources that are essential for transfer of training 6)Adequate working conditions 7)Regular feedback and positive reinforcement for improved performance |
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How is coaching different from formal and informal training:
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Coaching- A practical, goal-focused form of personal, one-on-one learning for busy employees that may need to improve performance, enhance a career, or work through organizational issues or change initiatives
Informal Training- Training experiences that occur outside of formal training programs; can include specific job assignments, experiences, and activities outside of work. -Coaching is more of an individualized approach to training, where an individual is actually "coached" by someone, who could either be from the company or a hired consultant. This approach is good because it is flexible and can respond to changes in the business environment. It also takes less time than other training techniques, so it is good for busy employees. Prior to 1990, coaching was viewed as a remedial form of training, but has since taken on a positive, proactive one. |
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Identify and Describe Kirkpatrick's four criteria used to evaluate training programs
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Reaction
a.affective reactions b. utility judgments Leaning a.immediate knowledge b. knowledge retention c. behavior/skill demonstration 3)Behavior a.transfer 4)Results |
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Dr.Sanders wants to evaluate her diversity, where one group receives her training and the other group receives placebo training. Carefully describe why the addition of the placebo training group (over simply using a one group design) improves the conclusions she can draw about the effectiveness of her training. Identify one limitation that she still has with the two group design.
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Having a control group gives you a benchmark to compare the effectivenesss of training with. Otherwise, with just one group, part of the changes could be due to some third factor. With two groups, the control group would also experience that change, ans so you would not know it was not due to the training.
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What steps should you follow if you were to evaluate the effectiveness of a training program?
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Pick a design. The best design involves random assignment of participants into groups, including a control group, and tests both before and after training.
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Define motivations. Describe major characteristics of motivation and the role of motivation in predicting performance.
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Motivation concerns the conditions responsible for variations in intensity , persistence, quality, and direction of ongoing behavior
Peformance=(Motivation X Ability) - situational constraints If motivation is equal to zero , then ability will not matter since anything times zero equals zero. Similarly, it means that even modest increases in ability can be magnified by motivation. |
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Person as a machine
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Metaphor that suggests that people's behaviors/actions are reflexive and involuntary and are performed without conscious awareness
-Automatic response by individuals, responds to needs and drives, responds to external stimuli and reinforcement Many theories between 1930 and 1960 support the person as a machine theory. Although, in the 1950s theorists were forced to incorporate higher order mental processes into their theories, thus making the machine metaphor less applicable. |
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Person as Godlike
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Metaphor that suggests that people are perfectly rational and intentional rather than automatic or reflexive.
1950s and 1960s |
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Person as scientist
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Metaphor that suggests that people are active information gatherers and analysts who seek knowledge and understanding as a way of mastering their environment.
1960-1990 |
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Person as Judge
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Metaphor in which an individual seeks information about the extent to which the person and others are perceived as responsible for positive and negative events. The person looks for evidence of intention in the actions of others and considers those intentions in choosing a personal course of action.
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Need Hierarchy Theory
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Abraham Maslow
Theory that proposed that all humans have a basic set of needs and that these needs express themselves over the life span of the individual as internal pushes or drives. Identified the five basic needs sets as: Physiological, Security, Love or Emotional, Esteem, and Self-Actualization. Critical elements were suggested to be that every person has five basic need sets and that these needs sets were arranged hierarchically such that one need set would have to be fulfilled before the next higher need set was activated. The research that has been carried out on this study has not been supportive. For example, it was found that the more a need is met or satisfied, the more important it became. This is a direct contradiction of Maslow's idea about how the heirarchy functions . Several other studies failed to find support for the model. In part, this is because the theory was somewhat simplistic, not directly acknowledging that most of us have many different needs that operate simultaneously rather than at one time. |
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Equity Theory
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Adams
Motivational theory that suggested that individuals look at their world in terms of cooperative inputer and outcomes. Individuals compare their inputs and outcomes with others (e.g. peers, coworkers) by developing an input/outcome ratio Whenever the ratio of outcome to input is the same for person and other, a condition of equity exists. However, if the O/I ratio for Person and Other is either higher or lower than the ratio for other then inequity exists creating a state of tension. -Underpaid produced lower quality or less piece units and vice versa. Review chart Example: Sales rep discovers that even though he is receiving a 5 percent commission on gross sales, a rep for the same company in a neighboring state is receiving 7 percent. According to equity theory "something will happen" This something might be a call to the sales manager requesting an increase in commission rate, a call to a recruiter looking for a new job, etc. |
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VIE Theory
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Vroom
Motivation theory that assumed that individuals rationally estimate the relative attractiveness and untractiveness of differernt rewards/outcomes (valence), the probability that performance will lead to particular outcomes or rewards (instrumentality), and the probability that effort will lead to performance (Expectancy) |
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Behavioral Learning Theories
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BF Skiiner
Behavior a function of stimulus, response, and rewards (no cognition) |
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Contingent Reward (Behavioral Learning Theories)
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Contingent Rewards
-When reward depends on a response -If response in presence of particular stimulus is rewarded, then response more likely to occur again in presence of that stimulus Schedule of Reinforcement -Affects Frequency of Response -Intermittent Reward schedule more effective (Over continuous) |
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Goal Setting Theory
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Locke and Colleagues
General concept of a goal is adapted to work motivation. In this approach, a goal is seen as a motivational force, and individuals who set specific, difficult goals perform better than individuals who simply adopt a "do your best" goal or no goal at all. Four mechanisms by which goals influence performance: Direction-Directing attention and action Effort- mobilizing energy expenditure or effort Persistence- Prolonging effort overtime Strategy- Motivating the individual to develop strategies for goal attainment Two attributes of a goal associated with higher levels of motivation: Goal striving: set into motion with adoption difficult goals for which requires active self regulation Strategy- Motivating the individual to develop strategies for goal attainment Goal Choice: Goal is determined by personal factors and the person's perception of the situation Situational conditions surrounding goal setting that are needed in order for goal assignments to facilitate task performance -Feedback Loop: Connection between knowledge of results and intermediate states that occur between goal commitment and performance. -Control Theory- Based on a principle of feeback loop that assumes that a person compares a standard to actual outcome and adjusts behavior to bring the outcome into agreement with the standard. |
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Four mechanisms by which goals influence performance?
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Direction-Directing attention and action
Effort- mobilizing energy expenditure or effort Persistence- Prolonging effort overtime |
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Two attributes of a goal associated with higher levels of motivation?
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Goal striving:
set into motion with adoption difficult goals for which requires active self regulation Strategy- Motivating the individual to develop strategies for goal attainment Goal Choice: Goal is determined by personal factors and the person's perception of the situation |
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Situational conditions surrounding goal setting that are needed in order for goal assignments to facilitate task performance
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1) Should goals be related to quantity or quality?
2) Related to process or outcomes? 3) How should goals be set? 4) How many goals should be set? 5) How difficult is a difficult goal? 6) Should rewards be contingent on goal accomplishment? 7) Individual or group goals? |
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Action Rubricon Theory: Distinguish betwen goal intention and implementational intentions
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German psychologists: Gollwitzer ,Frese, and Zaph
Goal intention: "I attend to achieve X." Setting the goal intself. Implementational Intention: "I attend to initiate the goal directed behavior X when I encounter situation Y" |
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Identify and explain three factors that influence work behavior:
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Motivation-conditions responsivle for variations in intensity, persistence, quality, an direction of ongoing behavior
Attitudes: Stable feelings or beliefs that are directed toward specific persons, groups, ideas, jobs, or other things Work/family life balance Personality |
