Industrial-Organizational Psychology Glossary

A substantially different rate of selection that disadvantages members of a protected group, often assessed using the four-fifths (80%) rule.

A standardized evaluation methodology using multiple job-related simulations and multiple trained assessors to measure competencies.

A syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment resulting from chronic workplace stress.

The degree to which scores on a predictor (e.g., a test) correlate with scores on an outcome measure (e.g., job performance ratings).

The perceived fairness of the outcomes or allocations that individuals receive, such as pay, promotions, or recognition.

A positive, fulfilling work-related state characterized by vigor, dedication, and absorption in one's work.

Vroom's theory that motivation is the product of expectancy, instrumentality, and valence.

Locke and Latham's theory that specific, challenging goals with feedback lead to higher performance than vague or easy goals.

The alteration of behavior by subjects due to their awareness of being observed, first identified during the Hawthorne studies.

A systematic process of collecting detailed information about the duties, tasks, and requirements of a particular job.

An employee's overall evaluative judgment of their job, influenced by pay, autonomy, coworkers, supervision, and the work itself.

Knowledge, Skills, Abilities, and Other characteristics required for effective job performance, typically identified through job analysis.

A theory focusing on the dyadic relationship between a leader and each individual follower, distinguishing in-group from out-group members.

A statistical technique that combines results from multiple studies to derive a more accurate and generalizable estimate of an effect size.

Discretionary, extra-role behaviors that benefit the organization but are not formally required or rewarded by the job.

The strength of an individual's identification with and involvement in a particular organization, encompassing affective, continuance, and normative components.

The shared values, beliefs, assumptions, and behavioral norms that characterize an organization and guide members' behavior.

The systematic process of evaluating employee job performance, using methods such as rating scales, BARS, MBO, or 360-degree feedback.

The perceived fairness of the processes and procedures used to make organizational decisions.

The consistency of a measurement instrument over time, across raters, or across items.

Deci and Ryan's theory that intrinsic motivation requires satisfaction of three basic needs: autonomy, competence, and relatedness.

An interview using predetermined questions and standardized scoring, yielding substantially higher predictive validity than unstructured interviews.

A systematic process of identifying training requirements at organizational, task, and person levels before designing a program.

A leadership approach based on idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

The degree to which a tool measures what it is intended to measure. In selection, it refers to the accuracy with which a test predicts job performance.