Industrial and Organizational Psychology
Question Bank
Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to the workplace and organizations. The course covers topics such as personnel selection, training and development, performance appraisal, motivation, leadership, work attitudes, organizational culture, and occupational health. Students will examine how psychological theories and scientific practices can enhance employee well-being, improve productivity, promote effective teamwork, and address contemporary challenges related to diversity, ethics, and technology in diverse organizational settings.
Recommended Textbook
Canadian Organizational Behaviour 8th Edition by Steven L. McShane
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15 Chapters
2830 Verified Questions
2830 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Comment on the accuracy of the following statement: 'An important objective in knowledge management is to ensure that intellectual capital is stored and preserved.'
Answer: This statement is mostly,but not completely,TRUE: In support of this statement,students should indicate that an organization's knowledge-its intellectual capital-is the main source of competitive advantage for most companies.One part of this process is knowledge management (acquiring,sharing and using knowledge); the other is maintaining an organizational memory.Organizational memory involves storing and preserving knowledge.For example,effective organizations ensure that knowledgeable employees do not leave.They also document knowledge for future use.Without organizational memory organizations could not compete in the external environment.
Students should also indicate the circumstances where this statement is false.Specifically,students should state that successful companies also unlearn knowledge that is no longer useful or appropriate.In fact,organizational unlearning-expelling some intellectual capital-is necessary so that organizational change may occur more effectively.This means that companies should cast off the routines and patterns of behaviour that are no longer appropriate.
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Chapter 2: Individual Behaviour, Personality, and Values
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193 Verified Questions
193 Flashcards
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Sample Questions
Q1) Persistence is an element of motivation.
A)True
B)False
Answer: True
Q2) Employees who are conscientious tend to have higher levels of organizational citizenship.
A)True
B)False
Answer: True
Q3) Most large and medium-sized organizations in Canada have developed and communicate ethical codes of conduct.
A)True
B)False Answer: True
Q4) Proximity is considered a moral intensity factor.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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197 Verified Questions
197 Flashcards
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Sample Questions
Q1) _____________ refers to an individual's self-beliefs and self-evaluations.
A) Self-concept
B) Self-verification
C) Self-implication
D) Self-adulation
E) Self-efficacy
Answer: A
Q2) The social identity theory attempts to explain
A) how we compare ourselves with people who do not belong in our groups.
B) why we homogenize others by believing people within a group share common traits.
C) how we defining ourselves in terms of the groups in which we can be identified.
D) All of the answers are correct.
E) how we compare ourselves with people who do not belong in our groups and defining ourselves in terms of the groups in which we can be identified.
Answer: D
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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248 Verified Questions
248 Flashcards
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Sample Questions
Q1) Which of these statements about job satisfaction and customer satisfaction is TRUE?
A) Employees with higher job satisfaction tend to give poorer customer service.
B) Satisfied employees have a more positive mood, which communicates friendliness to customers.
C) Satisfied employees are less likely to quit, so customers receive more consistent and familiar service.
D) Satisfied employees are more likely to engage in "neglect," so customers receive poorer service from these employees.
E) Satisfied employees have a more positive mood, which communicates friendliness to customers and are less likely to quit, so customers receive more consistent and familiar service.
Q2) People began using the word stress to describe the human response to harsh environmental conditions more than 500 years ago.
A)True
B)False
Q3) Lower performance ratings usually reduce continuance commitment.
A)True
B)False
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6
Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) According to Maslow's needs hierarchy,after people have satisfied their physiological and safety needs,they are mainly motivated to fulfill their ______________ needs.
A) belongingness
B) growth
C) self-esteem
D) social esteem
E) existence
Q2) People with a high need for affiliation:
A) want to form positive relationships with others.
B) try to project a favourable image of themselves.
C) try to smooth out conflicts that occur in meetings and other social settings.
D) tend to work well in coordinating roles.
E) All of the answers are correct.
Q3) Four-drive theory is based on the idea that:
A) needs can be learned.
B) needs form a permanent hierarchy.
C) employee motivation is based on expectations.
D) the sources of employee needs are hard-wired.
E) people do not really have any needs.
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Page 7
Chapter 6: Applied Performance Practices
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Employees are empowered when they:
A) practice job specialization.
B) experience self-reinforcement.
C) engage in positive self-talk.
D) experience freedom and discretion.
E) experience self-reinforcement and engage in positive self-talk.
Q2) Empowerment does which of the following?
A) Empowerment increases autonomy.
B) Empowerment decreases skill variety.
C) Empowerment increases job rotation.
D) Empowerment increases job specialization.
E) Empowerment increases autonomy and job specialization.
Q3) Self-leadership provides a different way of thinking about motivating employees.Briefly explain how self-leadership differs from other applied motivation practices.Then,fully describe any three elements of the self-leadership model.
Q4) Executive dining rooms represent a form of job status reward.
A)True
B)False
Q5) Compare and contrast gainsharing with employee share ownership plans.
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Chapter 7: Decision Making and Creativity
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173 Verified Questions
173 Flashcards
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Sample Questions
Q1) The rational choice model of decision making is impossible to apply in reality because:
A) it ignores the fact that problems must be defined before alternatives are chosen.
B) it assumes that human beings make decisions based on their emotions.
C) it assumes that people are efficient and logical information processing machines.
D) it ignores the fact that people evaluate their decision after an alternative has been chosen and implemented.
E) All of these statements are correct.
Q2) People tend to be more creative when:
A) they have a reasonable level of job security.
B) they are secluded from colleagues in other areas of the organization.
C) they risk losing their job if their ideas fail.
D) they lack personal freedom to try things out.
E) they have all of these conditions.
Q3) Two contingencies of employee involvement are decision commitment and risk of conflict.
A)True
B)False
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9
Chapter 8: Team Dynamics
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257 Verified Questions
257 Flashcards
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Sample Questions
Q1) Which of these statements about teams is FALSE?
A) All groups are teams.
B) Teams are held together by their interdependence and need for collaboration to fulfill goals.
C) Team members perceive themselves as a social entity within the organization.
D) Team members influence each other, although some members are more influential than others.
E) All teams exist to fulfill some purpose.
Q2) A team that achieves its organizational goals,satisfies member needs,and survives in its environment:
A) is an effective team.
B) is called a task force.
C) has not yet reached its highest level of team development.
D) has a strong communication system but inappropriate reward system.
E) has too many members for the required task.
Q3) Many potentially valuable ideas never get presented to the group because individuals think they are silly and would make them look equally silly to the team.
A)True
B)False
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Chapter 9: Communicating in Teams and Organizations
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Which of the following statements about electronic mail is FALSE?
A) Email tends to transmit information faster than traditional written media.
B) Email tends to increase the risk of sending emotionally charged messages to other people.
C) Email tends to increase information overload.
D) Employees can easily misunderstand the emotional meaning of email messages.
E) Email tends to reduce the flow of information from lower to higher levels in the organization.
Q2) The three components of listening are encoding,decoding and interpreting.
A)True
B)False
Q3) Which of the following activities helps us to cope with information overload?
A) Working longer hours
B) Learning to read faster
C) Improving our time management
D) Scanning through documents more efficiently
E) All of these help us to cope with information overload.
Q4) Wikis focus on sharing information or forming communities.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Persuading people is more easily done when:
A) you only give the employee information that supports the policy.
B) the information is written down rather than discussed orally.
C) they believe you have expertise and credibility.
D) the employee is publicly committed to an opposing attitude.
E) Persuasion research recommends none of these activities.
Q2) Supervisors who use ingratiation and impression management tactics tend to lose the respect of their staff.
A)True
B)False
Q3) Which of the following would potentially increase someone's power through non-substitutability?
A) Avoiding documenting unique knowledge about organizational processes.
B) Increasing the number of people affected by your work.
C) Increasing the amount of autonomy granted to you to accomplish your work.
D) Using impression management strategies to increase your popularity with colleagues.
E) All of these.
Q4) Which types of people are more likely to engage in organizational politics?
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Chapter 11: Understanding and Managing Workplace
Conflict
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Constructive conflict:
A) is the opposite of task-related conflict.
B) encourages participants to re-examine their basic assumptions about a problem and its possible solution.
C) is one of the dysfunctional outcomes of conflict.
D) is the most common outcome of arbitration.
E) sometimes replaces manifest conflict in the conflict process.
Q2) Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?
Q3) Making concessions symbolizes a negotiator's motivation to bargain in good faith.
A)True
B)False
Q4) Negotiators tend to avoid "hardline" behaviours when they know an audience is watching them.
A)True
B)False
Q5) If conflict was eliminated,organizations would be more productive.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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157 Flashcards
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Sample Questions
Q1) Shared leadership is the view that anyone in the organization may be a leader in various ways and at various times.
A)True
B)False
Q2) How does self-monitoring personality relate to leadership?
A) It is easier to be an effective leader when subordinates have low self-monitoring personalities.
B) Leaders are more likely to be effective if they have a low self-monitoring personality.
C) It is easier to be an effective leader when subordinates have high self-monitoring personalities.
D) High self-monitors are more likely to emerge as effective leaders.
E) None of these statements is accurate.
Q3) Authentic leadership refers to how well leaders are aware of,feel comfortable with,and act consistently fair with their followers.
A)True
B)False
Q4) Why do people tend to give leaders too much credit or blame for organizational outcomes?
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14
Chapter 13: Designing Organizational Structures
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167 Flashcards
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Sample Questions
Q1) The more diversified the environment,the more the firm would benefit from a divisionalized form of departmentalization.
A)True
B)False
Q2) As external environments become more complex and dynamic,organizational structures should become more mechanistic and less organic.
A)True
B)False
Q3) All organizations have:
A) a formal hierarchy that includes supervisors and non-supervisory employees.
B) a divisionalized structure.
C) some form of coordinating mechanism.
D) a mechanistic structure.
E) formal team-based structures
Q4) Integrator roles increase informal communication as a coordinating mechanism.
A)True
B)False
Q5) What must senior executives,functional managers,and project leaders do to make a matrix structure more effective?
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Chapter 14: Organizational Culture
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) A ritual would include how visitors are greeted as they enter the company's offices.
A)True
B)False
Q2) Rituals represent the organization's deliberate and usually dramatic displays of its dominant culture.
A)True
B)False
Q3) One advantage of countercultures is that they:
A) rarely exist in real organizations.
B) maintain the organization's standards of performance and ethical behaviour.
C) prevent organizations from developing a corporate culture.
D) ensure that corporate mergers occur without any culture clashes.
E) Countercultures never make organizations more effective.
Q4) Employees with a transactional psychological contract:
A) do not expect immediate correction to any short-term imbalances.
B) are more likely to engage in organizational citizenship behaviours.
C) have a long-term attachment with a broad array of subjective expectations.
D) have all of the above.
E) have none of the above.
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Chapter 15: Organizational Change Additional Cases
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Decreasing the driving forces and increasing the restraining forces:
A) are the main recommendations of appreciative inquiry.
B) makes the change process easier to implement.
C) represents the first step in the change process.
D) give the change agent more power in the change process.
E) are related to none of these statements.
Q2) The four stages of appreciative inquiry,in order,are:
A) problem identification, envisioning, choosing the best solution, appreciating.
B) dialoguing, innovating, creating, appreciating.
C) problem identification, causal analysis, recommended solutions, choosing the best solution.
D) discovery, dreaming, designing, delivering.
E) None of these states the four stages in order.
Q3) The force field analysis model includes all of the following EXCEPT:
A) constraining forces.
B) driving forces.
C) unfreezing.
D) refreezing.
E) restraining forces.
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Page 17