Industrial and Organizational Psychology
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Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to understand and solve problems in the workplace and other organizational settings. The course covers topics such as personnel selection, motivation, job satisfaction, leadership, performance appraisal, work groups, organizational culture, and occupational health. Students gain insight into how psychological theories can be used to enhance employee well-being, improve productivity, foster effective teamwork, and drive organizational success, preparing them for careers in human resources, consulting, and management.
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Organizational Behavior Improving Performance 4th Edition by Jason Colquitt
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16 Chapters
1871 Verified Questions
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Page 2
Chapter 1: What Is Organizational Behavior
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Frank, an HR manager, believes that his implementation of HR practices in the company is impeccable, because he received the inputs for these practices from the CEO himself.Which of the following philosophies is he relying on?
A)Method of intuition
B)Method of behavior
C)Method of science
D)Method of experience
E)Method of authority
Answer: E
Q2) Much of what we know about organizational behavior is considered universal and "culture-free" showing that managing people faces the sane challenges everywhere.
A)True
B)False
Answer: False
Q3) The integrative model of OB was designed with the Rule of One-Eighth in mind.
A)True
B)False
Answer: True
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Chapter 2: Job Performance
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116 Flashcards
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Sample Questions
Q1) Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded.
A)True
B)False
Answer: True
Q2) Charles finds an advertisement for an accountant's position at a local office.The advertisement mentions preparing, examining, and analyzing accounting records for accuracy and completeness as job responsibilities of the accountant's position.These job descriptions typically refer to:
A)comprehension skills.
B)task performance.
C)counterproductive behavior.
D)citizenship behaviors.
E)organizational commitment.
Answer: B
Q3) Forced ranking systems can force managers to give bad evaluations to good performers.
A)True
B)False
Answer: True
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Chapter 3: Organizational Commitment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) The independent forms model of withdrawal argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.
A)True
B)False
Answer: True
Q2) A passive, constructive response to negative events that maintains public support for the situation while the individual privately hopes for improvement is referred to as _____.
A)voice
B)exit
C)neglect
D)loyalty
E)ignorance
Answer: D
Q3) Continuance commitment tends to create more of a passive form of loyalty.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Job Satisfaction
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Sample Questions
Q1) Value-percept theory suggests that people evaluate job satisfaction according to specific "facets" of the job.
A)True
B)False
Q2) The JDI manual provides national norms for all facets and breaks down those norms according to relevant demographic groups.
A)True
B)False
Q3) _____ are usually the most accurate and most effective in assessing the job satisfaction of rank-and-file employees.
A)Attitude surveys
B)Interviews
C)Focus groups
D)Questionnaires
E)Discussions
Q4) Feedback provided directly by the job may have greater impact on job satisfaction than formal appraisals from a supervisor.
A)True
B)False
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Chapter 5: Stress
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Sample Questions
Q1) George is a stock broker in a leading brokerage firm.Recently he has been assigned several additional tasks.He begins to consume alcohol to cope with the increasing workload.George also becomes demanding and overly critical of his coworkers and his family.In this example, George is exhibiting _____.
A)physiological strain
B)psychological strain
C)behavioral strain
D)non work strain
E)cognitive strain
Q2) Stressful demands that are perceived as obstructing progress toward personal accomplishments or goal attainment are called challenge stressors.
A)True
B)False
Q3) When people first encounter stressors, the process of _____ is triggered.
A)behavioral appraisal
B)problem-focused appraisal
C)primary appraisal
D)emotional venting
E)critical thinking
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Page 7
Chapter 6: Motivation
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110 Flashcards
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Sample Questions
Q1) ______ is (are) an important moderator of what individuals consider to be positively or negatively valent.
A)Culture
B)Expectancy
C)Generalizability
D)Self-efficacy
E)SMART goals
Q2) What is the difference between extrinsic and intrinsic motivation? Give some examples of outcomes associated with each of these.Are you more motivated by extrinsic or intrinsic outcomes?
Q3) The cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences are known as:
A)instrumentality.
B)valence.
C)equity.
D)expectancy.
E)needs.
Q4) Identify and explain the mathematical formula for expectancy theory.
Q5) Identify and explain the acronym S.M.A.R.T.in goal setting theory.
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Chapter 7: Trust, Justice, and Ethics
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Sample Questions
Q1) When trust is rooted in a rational assessment of the authority's trustworthiness, it is called:
A)disposition-based trust.
B)affect-based trust.
C)cognition-based trust.
D)power-based trust.
E)feeling-based trust.
Q2) What are the rules under procedural justice that serve to create equal employment opportunity? Explain.
Q3) The _____ norm is typically judged to be the fairest choice in situations in which the goal is to maximize the productivity of individual employees.
A)equity
B)equality
C)need
D)standard
E)prescriptive
Q4) How can employees evaluate the fairness of an authority's decision making?
Q5) What is moral intensity? Briefly explain the factors that drive moral intensity.
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Chapter 8: Learning and Decision Making
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Sample Questions
Q1) ________ does not always result in positive outcomes for the organization.Employees who witness other employees not being punished for leaving early, taking long lunch breaks, and taking supplies home may engage in the same counterproductive activities.
A)Behavioral modeling
B)Continuous reinforcement
C)Selective perception
D)Production processes
E)Goal orientation
Q2) _____ can be described as emotionally charged judgments that arise through quick, non-conscious, and holistic associations.
A)Performance orientations
B)Intuition
C)Faulty attributions
D)Calculations
E)Rational decisions
Q3) Define the term heuristic.
Q4) Learning is moderately correlated with task performance.
A)True
B)False
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Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Miriam is known as a person who is talkative. In the context of the Big Five taxonomy, the personality dimension extraversion best describes Miriam.
A)True
B)False
Q2) Hofstede's research found that a culture high on _____ accepts the fact that authority is usually distributed unequally within organizations.
A)collectivism
B)uncertainty avoidance
C)masculinity
D)power distance
E)short-term orientation
Q3) Describe the personality types from Holland's RIASEC model.
Q4) Twin studies have shown that genetics has the most effect on which of the Big Fiver personality traits?
A)Extraversion
B)Conscientiousness
C)Neroticism
D)Openness to experience
E)Agreeableness
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Chapter 10: Ability
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Sample Questions
Q1) Differentiate between spatial and perceptual abilities.Describe types of jobs that may require each of these abilities.
Q2) Which of the following cognitive abilities is especially important for a range of professions like pilots, drivers, boat captains, and photographers?
A)Reasoning ability
B)Quantitative ability
C)Spatial ability
D)Verbal ability
E)Affective ability
Q3) Judicial systems across the world are based on certain codes of legal provisions which are applied to individual cases.Thus, the job of a judge primarily involves making decisions by applying these rules of law to pass verdicts which is a function of his/her ability in the area of _____.
A)deductive reasoning
B)spatial reasoning
C)verbal reasoning
D)syllogistic reasoning
E)inductive reasoning
Q4) Explain the effects of general cognitive ability on performance and commitment.
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Chapter 11: Teams: Characteristics and Diversity
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) All of the following are metrics for measuring team performance except _____.
A)team viability
B)quantity of goods or services produced
C)quality of goods or services produced
D)customer satisfaction
E)effectiveness and accuracy of decisions
Q2) The sequence of forming, storming, norming, performing, and adjourning apply to the development of all teams.
A)True
B)False
Q3) In groups with comprehensive interdependence, the members have little discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.
A)True
B)False
Q4) Teams definitely are forms of work groups, but not all work groups are teams.Analyze the above statement and give the differences between teams and groups.
Q5) Write a short note on value in diversity problem-solving approach.
Q6) Identify and briefly describe the five aspects of team composition.
Page 13
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Chapter 12: Teams: Processes and Communication
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Sample Questions
Q1) _____ memory refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.
A)Cohesive
B)Normative
C)Transactive
D)Potency
E)Bounded rational
Q2) Interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself are termed as creative processes.
A)True
B)False
Q3) Which of the following are teamwork processes?
A)Nominal technique, social loafing, and staff validity
B)Decision informity, staff validity, and hierarchical sensitivity
C)Transactive memory, transformative memory, and social loafing
D)Ambassador, task coordinator, and scout
E)Transition, action, and interpersonal
Q4) Briefly describe creative behavior and decision making taskwork processes.
Q5) Differentiate between positional modeling and positional rotation.
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Chapter 13: Leadership: Power and Negotiation
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Sample Questions
Q1) Scenario: Palliative Care Home Andy, Ben, and Carl are employees at Palliative Care Home (PCH).They report to Lisa who is the department manager.Lisa has a tremendous amount of freedom to make decisions on how she manages her employees.She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award.In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH.He admires Carl and has learned several things about the job by just observing him.Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award.Given her position as the department manager, Lisa has _____ power.
A)personal
B)legitimate
C)coercive
D)referent
E)expert
Q2) Distinguish between distributive bargaining and integrative bargaining.
Q3) Distinguish between the accommodating and compromising styles of conflict resolution.
Q4) What is political skill? Explain the different aspects of political skill.
Q5) Differentiate between mediation and arbitration.
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his/her job behaviors?
A)Role taking
B)Role selling
C)Role designing
D)Role making
E)Readiness
Q2) Which of the following is the style of decision making where the leader plays no role in deliberations unless asked?
A)Consultative
B)Autocratic
C)Delegative
D)Facilitative
E)Directive
Q3) Leadership is the use of power and influence to direct the activities of followers toward goal attainment.
A)True
B)False
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Page 16
Chapter 15: Organizational Structure
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Sample Questions
Q1) Which of the following is the main reason behind many organizations flattening their organizations?
A)It improves employee morale.
B)It provides more rewards for fewer employees.
C)It is used to reduce costs and show investors that the company is profitable.
D)It creates a government subsidy qualification.
E)It increases employee performancE.Many organizations flatten their organizations mainly to show investors that they are reducing costs to become more profitable.
Q2) Which of the following is a characteristic of a mechanistic organization?
A)Employees are given a very narrow view of the tasks they are to perform.
B)Employees think more broadly in terms of where their responsibilities lie.
C)Employees are encouraged to make their own decisions when appropriate.
D)Employees are encouraged to develop knowledge outside of their specialization.
E)Lateral communication is encouraged.
Q3) Companies that follow a low-cost producer strategy believe that people will pay more for a product that is unique in some way.
A)True
B)False
Q4) Differentiate between mechanistic and organic structures.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) What is meant by person-organization fit? What are its advantages?
Q2) Realistic job previews occur during which stage of socialization?
A)Encounter
B)Attrition
C)Anticipatory
D)Adaptation
E)Understanding
Q3) What processes can be used to keep an organization's culture strong? Explain in brief.
Q4) It is easy to stay true to espoused values in times of economic downturns.
A)True
B)False
Q5) Manufacturing and medical companies have a tendency to create which of the following specific culture types?
A)Creativity culture
B)Networked culture
C)Safety culture
D)Diversity culture
E)Communal culture
Q6) Identify and describe the six major types of artifacts.
Page 18
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