CHAPTER 13: INDUSTRIAL-ORGANIZATION PSYCHOLOGY

What is job analysis? A. Considering whether one person or two people are required for task completion. B. Deciding who is a good fit for the task. C. Describing the task accurately. D. Evaluating how productive an employee will be in a task.

In job specification, what does the acronym KSA stand? A. Knacks, services, aptitudes. B. Know, see, about. C. Knowing, sensing, able-bodied. D. Knowledge, skills, abilities.

The U.S. Equal Employment Opportunity Commission is responsible for __________. A. compiling statistics about the gender pay gap B. enforcing federal laws that make it illegal to discriminate against a job applicant C. offering a database of job analyses for various occupations D. providing a comprehensive list of average salary and projected lifetime earnings for each occupation

Industrial-organizational psychology is a branch of psychology that studies __________. A. how human behavior and psychology affect work and how they are affected by work B. how jobs typically performed by women are underpaid compared to jobs typically performed by men C. how the unemployed are fundamentally different from the employed D. why American workers are not as good as Japanese workers

A unique feature of industrial psychology is that it __________. A. considers issues of legality regarding discrimination in hiring B. emphasizes issues related to white collar crime C. focuses on employees rather than employers D. studies corporations as a gestalt enviornment

According to research, what kind of job interview is most successful at predicting job performance? A. Interviews do not successfully predict job performance. B. Interviews that are structured. C. Interviews that are unstructured. D. Interviews that ask each candidate a different question.

Halima is excellent at organizing events, but she is weak in delivering the opening address. She decides to focus on what she is good at and delegate the opening address to her immediate subordinate who excels in public speaking. Halima is practicing __________. A. strengths-based management B. theory X management C. transactional leadership D. transformational leadership

Hershel is a strict, goal-oriented manager. When his team achieves their daily productivity goals he rewards them with long lunches and bonus pay. When his team falls behind, he extends the work day by an hour and cuts lunch by fifteen minutes. What type of leadership is Hershel? A. Behavioral. B. Motivational. C. Transactional. D. Transformational.

Design teams for car manufacturers create new vehicle models. What type of team does this exemplify? A. Creative. B. Problem-resolution. C. Tactical. D. Virtual.

The diagnostic teams at the Centers for Disease Control exemplify a __________ team. A. creative B. problem-resolution C. tactical D. virtual

A police or FBI SWAT team handling a hostage situation exemplifies a __________ team. A. creative B. problem-resolution C. tactical D. virtual

What is the primary contribution of Walter Dill Scott to industrial-organizational psychology? He was one of the first psychologists to __________. A. apply psychology to advertising, management, and personal selection B. define the three broad areas studied by industrial-organizational psychologists C. found a public consulting firm for corporate psychology D. public a textbook on industrial-organizational psychology

What does research suggest about gender diversity and team productivity? A. Gender-balanced teams performed better, as measured by sales and profits, than predominantly male teams. B. Gender-diverse teams are inefficient due to poor communication. C. Gender diversity has no impact on team productivity. D. Predominantly male teams performed better, as measured by sales and profits, than gender-balanced teams.

Which of the following is a frequent trigger for workplace violence? A. Employees dating supervisors. B. Feeling of being treated unfairly, unjustly, or disrespectfully. C. Misuse of office equipment. D. Unequal male-to-female worker ration.

Which of the following is a disadvantage of strengths-based management? A. Employees and managers disagree about manager strengths and weaknesses. B. Employees are often better than managers, even in areas where managers believe they are strong. C. Managers are unwilling to admit they have weaknesses. D. Managers neglect improving their weaknesses and overusing their strengths.