Industrial and Organizational Psychology
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Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to the workplace to improve productivity, health, and quality of work life. The course examines topics such as personnel selection, training and development, performance appraisal, work motivation, leadership, organizational culture, job satisfaction, and occupational health and safety. Students will analyze how individuals behavior is influenced by organizational systems, group dynamics, and workplace structures, gaining insights into strategies for optimizing both employee well-being and organizational effectiveness.
Recommended Textbook
Organizational Behavior Improving Performance 4th Edition by Jason Colquitt
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16 Chapters
1871 Verified Questions
1871 Flashcards
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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) Who is considered to be the originator of the scientific method?
A)Jeffery Pfeffer
B)Frederick Taylor
C)Charles Darwin
D)Sir Francis Bacon
E)Adam Smith
Answer: D
Q2) _____ is defined as a collection of assertions that specify how and why variables are related, as well as the conditions in which they should and should not be related.
A)Hypothesis
B)Information
C)Paradigm
D)Data
E)Theory
Answer: E
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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Page 3
Chapter 2: Job Performance
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Boosterism involves speaking up and offering constructive suggestions for change.
A)True
B)False
Answer: False
Q2) Property deviance includes _____.
A)interpersonal and organizational behaviors
B)sabotage and theft
C)gossiping and incivility
D)harassment and abuse
E)wasting resources and substance abuse
Answer: B
Q3) Property deviance refers to behaviors that harm the organization's assets and possessions.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Organizational Commitment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) An active, constructive response to a negative situation, in which individuals attempt to improve the situation, is referred to as _____.
A)voice
B)neglect
C)loyalty
D)exit
E)honesty
Answer: A
Q2) Which of the following is a psychological withdrawal behavior?
A)Tardiness
B)Missing meetings
C)Long breaks
D)Moonlighting
E)Absenteeism
Answer: D
Q3) The three types of organizational commitment are continuance, normative, and affective.
A)True
B)False
Answer: True
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Chapter 4: Job Satisfaction
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114 Flashcards
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Sample Questions
Q1) Having prestige, power over others, and fame are examples of work values related to
A)altruism
B)pay
C)status
D)promotion
E)supervision
Q2) The Value-Precept Theory utilizes three critical psychological states to measure job satisfaction.
A)True
B)False
Q3) Carrie owns an event management firm.She believes that employees who carefully follow instructions and a well-written manual of procedures tend to have maximum productivity.She closely oversees the work of her employees, and controls the timing, scheduling, and sequencing of work activities.She discourages any deviation from standard practices.How will this impact the job satisfaction of employees working in Carrie's firm? Do you agree with her views?
Q4) What is JDI? Discuss the developers' suggestions regarding the administration of JDI.
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Chapter 5: Stress
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) The transactional theory of stress deals with:
A)motion-focused behavior coping.
B)primary appraisal & secondary appraisal of stress
C)Type A behavior.
D)instrumental support.
E)presenteeism.
Q2) The emotional, mental, and physical exhaustion that results from having to cope with stressful demands on an ongoing basis is called:
A)burnout.
B)type A behavior pattern.
C)type B behavior pattern.
D)stressor.
E)a benign job demand.
Q3) A critical factor that determines coping strategy choice is the degree to which people believe that a particular strategy gives them some degree of control over the stressor or how they feel about it.
A)True
B)False
Q4) Describe the practices that organizations use to reduce employee strains.
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Chapter 6: Motivation
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some 'comparison other'.
A)True
B)False
Q2) "M" in the S.M.A.R.T.goals stands for:
A)measurable.
B)monetary.
C)methodical.
D)model.
E)major.
Q3) The extrinsic theory acknowledges that motivation does not just depend on your own beliefs and circumstances but also on what happens to other people.
A)True
B)False
Q4) A lump-sum bonus is a bonus received for meeting unit goals for criteria controllable by employees.
A)True
B)False
Q5) Describe the strategies for fostering goal commitment.
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Chapter 7: Trust, Justice, and Ethics
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120 Flashcards
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Sample Questions
Q1) Which of the following is a feature of economic exchange relationships between organizations and employees?
A)Explicit repayment schedule
B)Open-ended job demands
C)Affective and normative organizational commitment
D)Vaguely defined obligations
E)Mutual investment
Q2) In the case of _____ trust, our trust arises mostly from the emotional feelings we have for the authority.
A)cognition-based
B)mentor-based
C)affect-based
D)character-based
E)disposition-based
Q3) Employees gauge procedural justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms.
A)True
B)False
Q4) How can employees evaluate the fairness of an authority's decision making?
Page 9
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Chapter 8: Learning and Decision Making
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) When employees observe the actions of others, learn from what they observe, and then repeat what they have observed, they are engaging in:
A)structural modeling.
B)behavioral modeling.
C)static learning.
D)extrinsic learning.
E)hierarchical modeling.
Q2) Learning is important because it has a significant impact on decision making.
A)True
B)False
Q3) Research shows that desired behaviors tend to disappear much more quickly when reinforcement is discontinued under variable plans.
A)True
B)False
Q4) Sara walked in late for a meeting with the managers.Would the board consider this one incident in relation to Sara's promotion? What are the factors the board could consider?
Q5) Explain the two methods that employees can use to make decisions.
Q6) Define the term heuristic.
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Chapter 9: Personality and Cultural Values
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Which of the following is not a "dimension" of the big five taxonomy?
A)Conscientiousness
B)Extraversion
C)Locus of control
D)Openness to experience
E)Neuroticism
Q2) What employees are like depends only on personality types and not on culture.
A)True
B)False
Q3) Sam and Matilda are successful stock brokers working with Invest Right Broking.Before striking a deal with a company, Sam reviews the company's reports and past data.Matilda on the other hand buys stock based on speculation.According to the Myers-Briggs Type Indicator, the _____ type best describes Sam and the _____ type best describes Matilda.
A)sensing; intuition
B)perceiving; judging
C)short-term; long-term
D)feeling; thinking
E)extraversion; introversion
Q4) Contrast clear purpose tests from veiled purpose tests.
Page 11
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Chapter 10: Ability
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Sample Questions
Q1) Which of the following is a physical ability?
A)Self-regulation
B)Visualization
C)Quantitative ability
D)Flexibility and coordination
E)Spatial orientation
Q2) Which of the following represents the three general categories into which abilities can be grouped?
A)Social, physical, and emotional
B)Emotional, social, and cognitive
C)Cognitive, emotional, and physical
D)Physical, cognitive, and external
E)External, internal, and transactional
Q3) Being able to recover quickly from emotional experiences reflects one's _____.
A)span of control
B)locus of control
C)emotion regulation
D)other awareness
E)self-awareness
Q4) What is quantitative ability? Describe its component abilities.
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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) In the storming stage of team development, feelings of solidarity develop as members work toward team goals.
A)True
B)False
Q2) Jan works on the budget team. Members include the bookkeeper who tracks the daily expenditures and revenues of the company, the accountant who takes the bookkeeper's work and organizes it into financial statements including the cash flow statement, the income statement, and the balance sheet, and the analyst who interprets the financial statements. Once these three tasks have been accomplished, Jan prepares and presents the results to top management. Jan's team engages in reciprocal interdependence.
A)True
B)False
Q3) A football team is an example of an action team.
A)True
B)False
Q4) High-performing employees often feel the low-performing employees are rewarded more than they deserve in teams with high outcome interdependence.What could be a possible solution for designing a reward system which will keep all employees happy?
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Chapter 12: Teams: Processes and Communication
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Noise increases the effort that the communicators need to exert to make the communication process work.
A)True
B)False
Q2) Cross-training and training in transportable teamwork competencies focus on individual experiences that promote individual learning.Explain.
Q3) When teams engage in decision making, their activities are focused on generating novel and useful ideas and solutions.
A)True
B)False
Q4) Leslie, a marketing manager at the Sunshine Spa, is consulting with Tess, a dermatologist at the spa, to explore the possibility of incorporating certain treatments as part of the spa's package schemes.Leslie is engaging in a(n) _____ activity of the boundary-spanning process.
A)action learning
B)ambassador
C)task coordinator
D)scout
E)staff validity
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Chapter 13: Leadership: Power and Negotiation
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) Which of the following is the use of coercive power through threats and demands?
A)Apprising
B)Ingratiation
C)Coalition
D)Centrality
E)Pressure
Q2) Repeated uses of coercive power or repeated reliance on hard influence tactics such as pressure or coalitions could actually increase organizational commitment levels.
A)True
B)False
Q3) Distributive bargaining is aimed at accomplishing a win-win scenario.
A)True
B)False
Q4) _____ reflects a shift in the behaviors of employees but not their attitudes.
A)Resistance
B)Ingratiation
C)Compliance
D)Internalization
E)Engagement
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were 1) that traits had less practical relevance than leader actions, and 2) ______.
A)correlations between leader traits and leader effectiveness were weak.
B)researchers had identified all the relevant traits and so more research would be unnecessary
C)the government stopped funding the research
D)tranformational leaders had different traits than other leaders
E)leader traits had no relationship to dyadic leadership
Q2) In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention.
A)participating
B)low-quality
C)intrinsic
D)high-quality
E)extrinsic
Q3) Critically examine the statement: "Leaders are born, not made."
Q4) Describe the four leader decision-making styles with examples.
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Page 16
Chapter 15: Organizational Structure
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Sample Questions
Q1) Ross and Tony, father and son, opened a large boutique named Tradus in Chicago.The father and son, being the owners of the business concern, decide about the important matters and all the rest of the functions like product, finance, marketing, and personnel are carried out by the department heads who have to act as per the instruction and orders of both of them.Which of the following is true about Tradus?
A)It has a very tall organizational structure.
B)It has a centralized system of decision making.
C)It has a matrix organizational structure.
D)The degree of formalization is very low in the organization.
E)It has a narrow span of control.
Q2) The matrix structure gives each employee _____ chain(s) of command.
A)team based
B)mechanistic
C)at least two
D)infinite
E)organic
Q3) Briefly describe the factors that influence the process of organizational design.
Q4) Using diagrams, describe the three multi-divisional structures.
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Page 17
Chapter 16: Organizational Culture
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) Briefly describe the three major components of culture.Provide an example of each.
Q2) Realistic job previews occur during which stage of socialization?
A)Encounter
B)Attrition
C)Anticipatory
D)Adaptation
E)Understanding
Q3) In practice, there are two common ways to change a culture.They are:
A)ASA framework and socialization.
B)changes in leadership and mergers or acquisitions.
C)ASA framework and changes in leadership.
D)socialization and mergers or acquisitions.
E)mergers and ASA framework.
Q4) Which stage of socialization begins the day an employee starts work?
A)Encounter
B)Attrition
C)Anticipatory
D)Adaptation and understanding
E)Selection
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