TB2 Appendix A- Psychology at Work PDF

Preview

Summary

test bank from textbook...

Description

A) B) C) D)

Work is LEAST likely to be experienced as a positive and fulfilling activity for those who receive annual performance reviews. frequently experience flow. view their work as a job. are self-employed.

A) B) C) D)

Those who view their work as a fulfilling and 2. socially useful activity are said to view work as a job. calling. career. contract.

A) B) C) D)

Those who view their work as a calling report ________ work satisfaction than those who 3. view their work as a job and ________ work satisfaction than those who view their work as a career. greater; less less; more greater; more less; less

A) B) C) D)

A high level of satisfaction with one's work is 4. most likely to be reported by those who frequently experience flow. implementation intentions. unstructured interviews. 360-degree feedback.

A)

Matt is a student who becomes so fully absorbed in his course studies that he 5. completely loses awareness of how long he has been working. Matt's experience best illustrates 360-degree feedback.

1.

B) C) D)

A) B) C) D)

task leadership. human factors psychology. flow.

Which profession is most likely to be concerned with the effect of supervisors' 6. management styles on worker motivation and productivity? developmental psychology social psychology industrial-organizational psychology cognitive psychology

7. A) B) C) D)

Human factors psychology is one of the three main subfields of clinical psychology. personnel psychology. social psychology. industrial-organizational psychology.

A) B) C) D)

Dr. Wolfson develops assessment tools for use by company supervisors to make decisions 8. about job promotions. His work best illustrates that of a(n) ________ psychologist. clinical personnel organizational human factors

A) B) C) D)

Matching people with existing jobs is to 9. ________ psychology as modifying jobs and supervision is to ________ psychology. human factors; organizational organizational; human factors personnel; organizational organizational; personnel

A) B) C) D)

profitability by developing a new chain of 10. command between subdivisions of a large manufacturing company best illustrates the work of a personnel psychologist. human factors psychologist. organizational psychologist. clinical psychologist.

A) B) C) D)

Designing aircraft instrument displays so 11. pilots can easily and accurately monitor flight data would be of most direct interest to personnel psychology. organizational psychology. human factors psychology. clinical psychology.

A) B) C) D)

Dr. Ford assesses people's personalities and interests and then matches them to vocations 12. with a good person-environment fit. His specialty is worker productivity. designing optimum worker environments. career counseling. developing system technologies.

A) B) C) D)

A psychological consultant develops a test that assesses the extent to which applicants 13. for company sales positions communicate in an honest and animated manner. The consultant's work best illustrates that of a(n) clinical psychologist. human factors psychologist. organizational psychologist. personnel psychologist.

14. A)

Personnel psychologists are most likely to be involved in matching people's strengths with specific job assignments.

modifying work environments to improve employee engagement. contributing to the design of user-friendly industrial machines. assessing the effect of supervisors' management styles on business productivity.

B) C) D)

A) B) C) D)

A) B) C) D)

A performance evaluation program revealed that the most effective salespeople in a large company are sincere and energetic in their work. This led the company's psychological consultants to develop a simulation that 15. would assess the extent to which applicants for company sales positions communicate in a forthright and animated manner. This most clearly illustrates the consultants' commitment to structured interviews. human factors psychology. a strengths-based selection system. 360-degree feedback.

A person who spends far more time 16. sharpening existing skills than correcting existing weaknesses is most likely a satisfied and successful employee. views his or her work as a job. has a directive rather than a democratic leadership style. is motivated more by external rewards than by internal rewards.

17. A) B) C) D)

Which of the following is generally the poorest predictor of future job performance? aptitude tests job knowledge tests simulated job performance tests evaluations from informal interviews

A) B) C) D)

A) B) C) D)

Danielle, an applicant for a position in corporate financial accounting, was so animated and enthusiastic in her conversations with company officials that 18. they decided to hire her without carefully checking her résumé and past work accomplishments. The company officials should most clearly be informed about human factors psychology. social leadership. the interviewer illusion. the experience of flow.

Interviewers are disposed to judge job 19. applicants more favorably when informed that the applicants are applying for their very first career position. have been prescreened by other company personnel. are nervous and worried about making a good impression. have a strong desire to work hard if paid well.

20. A) B) C) D)

A) B) C) D)

Structured interviews have more ________ than unstructured interviews. democratic style leniency errors predictive accuracy 360-degree feedback

Rating scales used to record the dependability 21. and productivity of workers are most clearly designed to facilitate flow. structured interviews. social leadership. performance appraisal.

A) B) C) D)

Miranda is the supervisor in the women's clothing department of a large store. Using a 22. five-point scale, she is rating her workers' dependability, productivity, and so forth. She is using a checklist. strengths-based selection. a graphic rating scale. a behavior rating scale.

23. A) B) C) D)

The practice of 360-degree feedback is most clearly designed to improve social leadership. the experience of flow. unstructured interviews. performance appraisal.

A) B) C) D)

An employee's high level of friendliness can lead a supervisor to judge the employee as a 24. more reliable worker than is actually the case. This is said to illustrate 360-degree feedback. a halo error. a voice effect. a curse of knowledge.

A) B) C) D)

Performance appraisal scales that specify in detail the precise behaviors that are indicative 25. of poor, adequate, good, and excellent worker performance are most likely to inhibit severity errors. the experience of flow. structured interviews. 360-degree feedback.

A) B) C) D)

Paul is seldom absent from work. However, an illness the previous week forced him to miss work for a day, and his supervisor 26. evaluated his performance less positively than was warranted. This best illustrates the supervisor's vulnerability to the interviewer illusion. leniency errors. recency errors. the halo effect.

A) B) C) D)

Modifying management practices and work assignments to increase employee 27. engagement best illustrates the professional concerns of human factors psychologists. clinical psychologists. personnel psychologists. organizational psychologists.

A) B) C) D)

In the early 1800s, Robert Owen improved the work environment in a Scotland cotton 28. mill with humanitarian reforms. The commercial success that followed best illustrated the value of structured interviews. employee engagement. leniency errors. a strengths-based selection system.

29. A) B) C) D)

Business units with high levels of employee engagement experience somewhat more organizational productivity and less employee turnover. less organizational productivity and more employee turnover. more organizational productivity and more employee turnover. less organizational productivity and less employee turnover.

30. A) B) C) D)

Unhappy workers who undermine what their colleagues accomplish are actively disengaged. experiencing a state of flow. demonstrating social leadership. illustrating charisma.

A) B) C) D)

Compared with ineffective managers, those who excel invest a _______ proportion of their time and effort trying to remedy their 31. employees' deficiencies and a _______ proportion of their time and effort trying to enhance their employees' talents. larger; larger smaller; smaller larger; smaller smaller; larger

A) B) C) D)

Encouraging employee productivity through 32. recognition and reward illustrates effective use of flow. implementation intentions. operant conditioning. a strengths-based selection system.

A) B) C) D)

A company executive enhances the success of her sales department by sending a congratulatory note to department employees 33. who exceed their monthly sales quotas. The executive is most clearly making effective use of the experience of flow. a strengths-based selection system. 360-degree feedback. operant conditioning.

A) B) C) D)

A) B) C) D)

Antonio, a sixth grader, has just brought home a 30-word spelling test on which he spelled only 15 words correctly. If Antonio's 34. parents want to effectively encourage higher levels of achievement in their son, they should tell him “What's important is that you do your best always.” “Try to raise your next test score 5 points by typing your new spelling words into our computer.” “Test performance is often unrelated to how much you actually learned.” “If you don't perform better on your next test, you won't be allowed to watch television before bedtime.”

Through a task's ups and downs, people best 35. sustain their mood and motivation when they focus on a strengths-based selection system. 360-degree feedback. immediate goals. outsourcing.

36. A) B) C) D)

37. A) B) C) D)

Managing by objectives is most clearly designed to facilitate the process of choosing a career. setting work goals. assessing job skills. scripting employment interviews.

Managers who set standards and keep a group focused on its goals are said to excel in task leadership. 360-degree feedback. a democratic management style. human factors psychology.

38. A) B) C) D)

39. A) B) C) D)

Many experiments show that social leadership facilitates worker morale. 360-degree feedback. a directive management style. strength-based selection systems.

Managers with a social leadership style would be most likely to discourage employees from critically discussing controversial company policies. inform employees of the exact deadlines for the completion of work projects. mediate a personal dispute between two argumentative employees. provide employees with relatively easy work assignments.

A) B) C) D)

Shauna is a company executive who encourages employees to voice their opinions 40. and to participate in developing workplace rules and production goals. Shauna best illustrates the experience of flow. a democratic leadership style. a strengths-based selection system. managing by objectives.

A) B) C) D)

The same individual may be either considered a great or an inferior coach depending on the 41. strength of the team and its competition. This best illustrates a shortcoming of a strengths-based selection system. 360-degree feedback. structured interviews. the great person theory of leadership.

42.

One of the three main ingredients of charisma involves

A) B) C) D)

using a directive management style. understanding human factors psychology. having a vision of some goal. viewing one's work as a career.

43. A) B) C) D)

Employee engagement is most likely to be facilitated by transformational leadership. unstructured interviews. halo errors. human factors psychology.

A) B) C) D)

Chief executives who inspire their colleagues 44. to “transcend their own self-interests for the sake of the collective” demonstrate flow. a directive style. transformational leadership. the great person theory of leadership.

A) B) C) D)

Employees who enjoy high-quality colleague relationships also engage their work with 45. more vigor. This best illustrates the value of a work environment that satisfies employees' implementation intentions. need to belong. directive style. charisma.

A) B) C) D)

Psychologists who help design machines so 46. that they make use of our natural perceptions are called clinical psychologists. personnel psychologists. human factors psychologists. organizational psychologists.

A) B) C) D)

Who would be most involved in designing 47. user-friendly programming controls for HDTVs? organizational psychologists human factors psychologists personnel psychologists social psychologists

A) B) C) D)

Designing aircraft instrument displays in such 48. a way as to minimize pilots' misperceptions of flight data would be of most direct interest to personnel psychologists. organizational psychologists. evolutionary psychologists. human factors psychologists.

A) B) C) D)

People who know how to operate a computer software program often have difficulty 49. imagining what it is like not to know how to operate the program. Their difficulty best illustrates the curse of knowledge. the interviewer illusion. employee disengagement. the leniency error.

Answer Key 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

C B C A D C D B C C C

12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49.

C D A C A D C B C D C D B A C D B A A D C D B C B A A C B D C A C B C B D A...