IO Psych

• Ability and skill determine whether a worker can do the job.
• Motivation determines whether the worker will do it properly.
• Conscientiousness is the best personality predictor of work performance, organizational citizenship behavior (OCB), and academic performance.
• Stability is most associated with salary and setting high goals.
• Extraversion is most highly correlated with the number of promotions received.
• Self-esteem the extent to which a person views himself asvaluable and worthy.
• According to Korman’s consistency theory, there is a positive correlation between self-esteem and performance
• Chronic self-esteem is a person’s overall feeling about himself.
• Situational self-esteem (also called self-efficacy) is a person’s feeling about himself in a particular situation such as talking to other people
• Socially influenced self-esteem is how a person feels about himself on the basis of the expectations of others.
• Self-esteem Workshops to increase self-esteem, employees can attend workshops in which they are given insights into their strengths.
• Experience with Success an employee is given a task so easy that he will almost certainly succeed.
• Experience with success loosely on the principle of the self-fulfilling prophecy, which states that an individual will perform as well or as poorly as he expects to perform.
• Supervisor Behavior is the method includes training supervisors to communicate a feeling of confidence in an employee.
• Galatea Effect is the relationship between self-expectations and performance
• The Galatea effect refers to the idea that people tend to live up (or down) to what we expect from them.
• Pygmalion effect is a phenomenon where higher expectations of others lead to improved performance in a particular area
• Golem effect occurs when negative expectations of an individual cause a decrease in that individual’s actual performance.
• Intrinsic Motivation when people are intrinsically motivated, they will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.
• When they are extrinsically motivated, they may not necessarily enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences.
• Work Preference Inventory measures an individual’s orientation toward intrinsic versus extrinsic motivation.
• Need for achievement are motivated by jobs that are challenging and over which they have some control.
• Need for affiliation are motivated by jobs in which they can work with and help other people.
• Need for power are motivated by a desire to influence others.
• Self-regulation is a person’s ability to select, set, and modify goals to adapt to changing conditions.
• Self-regulating theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals.
• Job Expectations is a discrepancy between what an employee expected a job to be like and the reality of the job can affect motivation and satisfaction.
• Realistic Job Preview is a method of recruitment in which job applicants are told both the positive and negative aspects of the job.
• Expectancy Theory states that individuals choose behaviors based on their expectations about the outcomes of those behaviors.
• job characteristics theory employees desire jobs that are meaningful, provide them with the opportunity to be personally responsible for the outcome of their work (autonomy), and provide them with feedback of the results of their efforts.
• Psychological safety or known as job security
• Ego needs are needs for recognition and success, and an organization can help to satisfy them through praise, awards, promotions, salary increases, publicity, and many other ways.
• ERG theory is a theory of Aldefer which focuses on three levels
• Two-Factor Theory Herzberg believed that job-related factors could be divided into two categories—hygiene factors and motivators.
• Hygiene factors are those job-related elements that result from but do not involve the job itself.
• Motivators are job elements that do concern actual tasks and duties.
• operant conditioning principles state that employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished.
• Premack Principle states that reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer.
• The best way to explain this premack principle is to construct a reinforcement hierarchy on which an employee lists his preferences for a variety of reinforcers.
• Financial incentives can be used to motivate better worker performance either by making variable pay an integral part of an employee’s compensation package or by using financial rewards as a “bonus” for accomplishing certain goals