This is a visual English summary of ONLY THE SECOND PART of Work and Organizational Psychology course at the VU Amsterdam (second year). I also have the full summary on my page. It includes everything from the lectures and the articles discussed and glossary items. Good luck studying!
Organizational psychologists use
psychological principles & research methods to solve workplace problems
→ Possible perspectives . Human resource management ( in organizations with > too
people)
-
HR specialist
Consultancy
-
Research
-
History overview : # They found the Hawthorne effect =
A behavior due to
change in
indu .
& exit .
attitudes that was
simply the
result of increased attention
→ Attention increases output
→ The measurement (asking how people
were doing ) becomes the
intervention ( thing that gives results )
→ The Hawthorne effect gave rise to
the human relations movement
Organizational psychology is also interested in performance
-
Maximum performance performance level in a given domain
= one can produce on demand .
for a
short period of time if one chooses to exert maximum effort
-
Typical performance =
day to
day performance
Thode
- -
rate relationship (r =
.
42 )
3 criteria for a maximum performance situation
1 Awareness of their performance evaluation
2
Acceptance of the instruction to put
full effort into a task
3 Task duration be short that effort is possible
must
enough maximized
,↳ But there are several moderators to performance
↳ E.g. Culture = The system in which individuals share
meaning & common
ways of
viewing events & objects
↳
Theory of cultural influence ( Hofstede)
I .
•
82
•
040
•
•
LECTURE 2 : Job analysis & Performance ,
CH 4 -
'
Performance = Related to
something that
you do
,
your
actions or behaviors
-
Effectiveness = Related to the
consequences of your activity , the evaluation of the results of performance
-
Productivity = Related to the ratio of effectiveness (output ) to the cost of
achieving that ( input ) ,
costs us .
benefits
Campbell 's model of job performance
↳ of
Distinguishes 3 direct determinants job performance
1 Your declarative knowledge =
pl icit knowledge , clearly knowing what you're doing
Your how
knowledge Being
, but
knowledge of
2 skills
procedural & skills able to explicit
apply ,
no
3 Your motivation you're doing it ( like bike riding )
↳ These 3 interact : If one element is O the outcome will be 0 too
, y
B
-
-
G always thought
to be
high in
maximum performance
, '
Determinants of performance = the basic building blocks of performance ,
which are declarative
& procedural knowledge and motivation (previous page)
-
Performance components =
job components as a result of the three determinants of performance ,
found
↳ there are 8 in total that may be in a job
Performance components of procedural knowledge include £
-
Job specific task proficiency
Non specific task proficiency
'
-
job
Written task
& oral
proficiency
-
communication
f- Consistency
Demonstrating effort frequency of effort)
-
effect of a
willingness to expand extra
↳ A truism =
Helpful behaviors directed towards individuals
↳ Generalized or
groups
compliance =
within the organization
Behavior that is helpful to the
broader organization
-
Randomness = Factors beyond your control that influence performance & results
Types of performance measures
-
Objective performance measures = Evaluation of the quantitative
count of the results of work
-
Judgemental measures = Evaluation of the effectiveness (quality )
of an individual 's work
'
Personnel measures = Evaluation of e.
g. absences ,
accidents
,
rate of
advancement , typically kept in personnel file
, Two other types of performance
Adaptive Ability to the world
-
performance =
change with and still perform well
'
Expert performance = Performance by those who have practiced 210 years I have
spent on average 4
hrlday in deliberate
-
practice
→ But don't underestimate talent ↳ = Individualized training on tasks selected
threatening both
/
the its members
organization
or
,
D
Two types
1 Interpersonal deviance counterproductive behavior aimed at person (s )
2 Organizational deviance
I {counterproductive behavior aimed at the organization
Common counterproductive behaviors
'
Dishonesty (employee theft or dishonest communications )
Absenteeism ( Failure report for scheduled)
-
to or remain at work as
sabotage (acts that damage subvert the organizations operations)
-
, disrupt or
Types of job analysis
↳ process that determines the
falling
'
a of tasks
'
= essence a collection of
within the scope of a particular job title (e.g for pay benchmarking )
.
1 Task oriented Focus tasks starts tasks included in the
-
job analysis = on
,
by stating what are
job & what is accomplished by those tasks
2 Worker - oriented job analysis = Focus on attributes ,
looks at the attributes Iguali ties of the
worker that need to be present to accomplish the tasks of the job
↳ Looks at KSAO's needed for a job
knowledge ( collection of information about a domain )
Skill (practiced act )
Ability ( stable capacity to engage in a specific behavior)
other characteristics ( e.g .
interests
, personality etc .
)
Job analysis → Identification of KSAO 's no Development of assessment devices
(what is the job? ) ( what is needed for the job ? ) ( Creating a test to see if Sb has
what it takes )
Potential distorting influences in job analysis
1 Desire to make one's
job look more difficult (for more status / importance )
2
Attempts to provide answers the worker thinks the job analyst wants to hear
3 Carelessness ,
giving sloppy info
How performed
&
why job analysis is
How : 1 Observation why :
e.g .
For job evaluation
2 Interviews with the incumbent or supervisor To determine
pay
3
looking at critical incidents or work diaries To determine compensable factors
4 Questionnaires / surveys (skills responsibility effort I working
)
, ,
conditions
J
Performing the job yourself
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