- Kolbs learning Styles (starts to vomit):
Work group vs work team
Burnout:
- Syndrome (emotional exhaustion, depersonalization, reduced personal accomplishment)
o Less commited to work
o Human service professionals = higher risk
o Signs: not concentrating, guilt, mood changes, isolation, substance abuse
o Antecedends: high job demands (pressure, number of hours, role conflicts), lack of resources (support, feedback, control, participation)
o Concequences:
§ Employee health; Anxiety/depression/psychosomatic, cardiovascular, sleep disturbance, common infections
§ Organizational outcomes: poor commitment and performance, absence, turnover
Types of training
NEw employee training
Training/retraining
carreer Development Training
Diversity/Ethic/Harassment
Retirement planning
Team training
Gender effects
Allgemein
· higher bar
o Gender beliefs activate in evaluative contexts
§ - lower status = lower performance expectations and evaluation of same performance
o Women have to provide more evidence to be labeled as exceptional
· Backlash (criticism to get women to fall in line with gender norms oe. Gender policing)
o Individuals are perceived as violating status expectations backlash
§ Woman cant act like men only moderately agentic behavior
· Consequences
o Higher marks on likability
o Less high marks on communal behavior (helpfulness/considerate)
o Perceived lack of technical skill = suffer professionally
o Taking charge ≠ highest performance (as it is the case for men)
o Women = too aggressive /Men =too soft
Stress:
- Gender Moderates stress-strain(dysfunctional perf) relationship
- Women experience more stress and health ailments
o Unique stressors: conflicting roles, lack of progress, discrimination
- Female negotiation dilemma
o Women = less successful (gendernorm = preventing neg social consequences
o Position in social network: central position gives acces to more information /influence
Leadership
o Men more likely to be perceived as emergent leaders
§ Leaderhip behavior = agentic -> close to male gender role/potential backlash for females)
§ Differences in reactions to female leaders communication
o Glass ceiling = prevents women and minorities from advancing to management
§ Despite antidiscrimination Biases and Stereotypes
o Labyrinth metaphor
§ Woment/minorities not prevented bur slower in carieer progression (route exists but twists and turns
o Benefits of female leadership
§ All contexts considered = no gender difference
§ Women are higher in other-ratings and men are higher in self-ratings of effectiveness
· More effective agentic and communal (men less effective more passive)
Entrepreneurship
- Men more likely than women
o Individual level: lower entrepreneurial self efficacy, business opportunies and higher fear of failure
o Institutional: less capital access
- Pitch: investment decisions are driven by business proposition and experience (but also serious biases about attributes of entrepreneur)
o Promotion vs prevention coded questions
§ Men and women use similar amount in pitch
§ Questions for Men 67% promotion focused, Women 66% prevention focused
· Female and Male Venture capitals/Investors show this behavior
§ Responding to prevention questions with promotion answers raise 14 times more
Hindrance vs challenge stressors
o Challenge Stressors (task itself is stressful)
§ Time pressure, complexity, responsibility
o Hindrance Stressors (stuff attached to the task is stressful)
§ role conflicts/ambiguity/overload, daily hassles
Integrative strategies
o Open exchange integrative agreement (if high level of trust)
o If lower trust inferring others interests from offers and reactions (heuristic trial and error )
o Multiple equivalent simultaneous offers increased economic and socialemotional outcome
o Being aware that interests may be compatible
§ But be aware of conflicts of interests before concessions
o Offering insights into prioritys through multi-issue offers
Dual concern Theory
Communication-based team phenomena
➢ Trust
➢ Team cohesion
➢ Group mood
➢ Team learning
➢ Conflict
➢ Errors and accidents
Team definition
- Two or more in social interaction
- At least 1 common goal
- Perform organizationally relevant task in organizational system/boundaries
- Interdependencies (workflow goals outcome)
- Different roles/responsibliitys
Leadership theorien overview
Path goal theory
§ Leaders clarify path to goal (directive, participative, suppoprtive, achievement oriented)
· Environmental and Subordinate contingency factors also influence the effect of leadership on outcomes
- Relational/Leader member exchange model (LMX)
o Unique working relationships with individual group members
§ Subset with high quality LMX = ingroup
· Loyalty and performance -> additional rewards responsablity, trust (social exchange logic)
§ Low LMX -> only interaacto n contractual obligation (transactional exchange logic)
§ LMX influences performance and turnover intentions through (and additionally to) Followers work engagement
Causality and Moderators vs Mediators
- Only controlled experiments = causality (IO mostly uses field research)
- Moderators: influence strength/directon of a causal effect
- Mediators: are the (partial) cause of a effect
Validity of selection tests (second hurdle)
- GMAS roh = .65-.22 -> highest correlation to job performance
- Job knowledge tests rho= .45
- Situational judgement tests rho=.26
- Personality tests (just conscientiousness relevant rho =.26)
- Integrity tests predict CWB with rho = -.17
- Assessment Centers rho =.40
Concurrent validity
o (prediction data is gathered from already employed “job incumbents” in retrospect at the same time as criterion data)
Star Method
§ (Method to respond to interview questions)
· Situation, Task, Action Taken, Results of my Action
Features of good Feedback
o Both sides should prepare
o Descriptive and specific
§ Focus on changeable behavior no criticism
§ Procactive and coactive: provide change direction and need for change, agree on remedy together
o No comparisons previous behavior as benchmark
o Consider needs of employee,employer and situation
Current trends Feedback
- Proactivity to seek learning becomes increasingly important for employability
- Globalization, Innovation pressure, Automation -> continuous learning as organizational response
- Ai usage in training and development
wie heißt der effekt der Frauen am management hindert
Glass ceiling
Outlook on personnel selection
- Improvement of personality assessments
- Implementation of comuter based selection (machine learning algorithms handle lage amounts of data also behavioral)
- More power on applicants side dur to aging society
- Court decisions on personnel selection
- Jobs in IO Psychology
o Psychometric assessments
o Health/ Wellbeing of Employees
o Training programs (development implementation evaluation)
o Change management
o Assess job requirements
o Performance evaluation (find criteria)
o Advice
PErformance und mastery goals erkennen und unterscheiden
Levels of conceptualization for Leadership theories
- Organization (top executives -> lower levels, Leaders -> organization culture)
- Group (sharing leadership in group, Leaders -> member behaviors )
- Dyad (Supervisor -Subordinate/Leader-Follower)
- Intraindividual (Traits/values -> leader behavior, decisionmaking in leadership)
- Input mediator Output input Model (IMOI)
Theories about Causes for CWB
- Justice Theory (Greenberg) -> most common
o Feeling of unfairness -> trying to restore justice through CWB
- Social exchange Theory (Blau)
o If costs outweigh benefits of interaction /employees behavior is not reciprocated -> CWB
- Reactance Theory (Brehm)
o Decision making freedom is limited -> CWB
- Conservation of Resources Theory
o If resources are threatened -> stess/felt need to protect resources -> CWB
- Transactional theory of Stress and Coping (Lazarus)
o Mistreatment -> creates demands/stress response -> aggression withdrawal
§ Stress-Emotion model of CWB = Environmental Stressors -> neg emotion -> CWB
systematic interview biases
o Response tendency errors (Leniency,Severity, Central tendency)
o Halo effect
o Recency effect
o Actor-observer Bias (greater emphasis on disposition than situation)
o Personal biases
definition of entrepreneurial oportunity
a situation “in which new goods, services, raw materials, markets and organizing methods can
be introduced”
• Third person opportunity: someone should do xyz
• First person opportunity: someone specific (me?) should do xyz
• Transition depends on feasibility and desirability
o Six key dimensions of transformational leadership
§ Identifying/articulating leadership
§ Providing model
§ Fostering acceptance of goals
§ High performance expectations
§ Individualized support
Intellectual stimulation
CWB definition
- = destruktive Behavior towards employer or coworkers that violates organizational norms
o Due to stress/frustration/inequity or/and personality
o Must be volitional/purposeful violation (even if not directly intended to harm)
o Organization targeted vs Individual targeted
Attraction Selection Attrition model
- Applicants prefer Organizations similar to them and vice versa (Misfits will also lead employees to leave)
o Organizations become homogenous over time (which benefits culture but might cover a need for change)
Social Cognitive Theory (Extension social learning Bandura)
o 5 Influential factors on learning:
§ Capability to show behavior
§ Replication (imitation)
§ Reinforcements
§ Outcome Expectation
§ Self-efficacy (high through:
· mastery experiences,
· model that is identified with,
· encouragement,
· positive emotional state
o meta-analysis says link self efficacy to work performance can be explained by other factors
o Humans as proactive influence on environment and development
- Motivation theories
o Content
§ Maslows Need Hirachy (Physiological, safety, social, self-esteem, self-actualization)
· ERG theory (Alderfer) summarizes it to Existence, Relatedness, Growth
§ McClellands needs theory ( Need for achievement, need for power, need for affiliation)
§ Self determination theory (Need for autonomy, competence, relatedness)
Forces for organizational change (six dimensions)
The changing nature of the workforce
• Technology
• Economic shocks
• Competition
• Social trends
• World politics
Compassion Elements
Compassion has been defined as a multi-dimensional interpersonal pro- cess that comprises five elements:
a person expressing their suffering,
a focal actor noticing another person’s suffering,
empathetically feeling the other person’s pain,
acting to alleviate the person’s suffering,
mutual reflecting upon the situation
In welcher Phase des entrepreneurial process muss man ROI berechnen?
Phase two Opportunity evaluation and development
chriftlicher Prüfung + einzelne Bewerung Anzahl an Nicken - welche Kriteriumeigenschaft kann hinterfragt werden ?
criterion contamination
AI in Employee selection
- LLMs(Language models to asses info) and Social signal processing (behavior)
gamified approaches
- But still inadvertent biases (Algorithms are based on existing data)
o European AI Act
§ social scoring AI (Classifiying on behavior or personal characteristics)= unacceptable risk and prohibited it
§ Ai systems used in Education, Employment and worker management = High risk and strongly regulated
Why are Teams popular
Fallbeispiel wo Team lange zusammengearbeitet, haben sich gut verstanden etc. aber jetzt gehen viele und neue kommen, und das feeling von früher ist nicht mehr da. Was anders ?
a) Team cohesion b) Team conformity
c) Team Efficacy d) innovation
Organizational climate vs organizational culture
Culture: Belief and expectations of members that shape how to behave/interact (taugt to new people)
-> result of external adaptation and internal integration
-> create organizational policies, procedures /practices
Climate: more surface level, less stable and easier to change
-> organizational policies, procedures/practices are the foundation of climate
Characteristics of successful entrepreneur
- Personal Initiative
o Self starting (setting goals, actions new things)
o Proactivity (planning future)
o Persistence
Key issues when designing training programs
- Transfer
NOT EXPERIENCE
o Influenced by degree of similarity between the tasks in Training vs Job
o Positive affect to feedback/reinforcement ?? (random)
o Recognized value of new skill to improve work =effective transfer
o
o Decline in training effectiveness from lower to higher dimensions in Kirksmthsmth model issue with the opportunity to perform
o Motive acquisition theory (three human needs that drive behavior)
§ achievement,
§ affiliation (acceptance of others),
§ power (over others)
o Expectancy theory (basically erwartungs mal Wert theorie -> both linked to training transfer (but valence/instrumentality can be more important)
§ Maslows needs hierachy (Physiological, safety, social, self-esteem, self-actualization)
o Behavioral
§ Reinforcement Theory/operant conditioning (motivation through concequences)
Expectancy theory
§ Equity theory (Adams)
§ Control theory (feedback as central role)
§ Self-efficacy (motivational resource-> required to succeed in certain situations)
§ Resource allocation
o Context
§ Job characteristics model (hackman)
§ Herzbergs two factor theory
§ Achievement motivation
Last changed17 days ago
