Exam #1 Flashcards
- In any organized setting of more than a few people, paired-comparisons is the preferred rating system when the goal is toestablish a standard performance criterion for the average productivity rate in that organization.
rank-order the people in the organization in the most cost-effective manner.
maximally differentiate among the people in the organization.
set the most attainable and acceptable production goals for each person in that organization
The Correct Answer is “C”
The paired comparison technique involves comparing each person to every other person in the organization in reference to one or more variables such as productivity. It is a time-consuming and expensive process but results in highly precise and differentiated evaluations of each person in the group evaluated.
- Differential prediction is one of the causes of test unfairness and occurs when:members of one group obtain lower scores on a selection test than members of another group, but the difference in scores is not reflected in their scores on measures of job performance
a rater’s knowledge of ratees’ performance on the predictor biases his/her ratings of ratees’ performance on the criterion
a predictor’s validity coefficient differs for different groups
a test has differential validity
The Correct Answer is “A”
A. As described in the Federal Uniform Guidelines on Employee Selection, differential prediction is a potential cause of test unfairness. Differential prediction occurs when the use of scores on a selection test systematically over- or under-predict the job performance of members of one group as compared to members of another group. Criterion contamination occurs when a rater’s knowledge of ratees’ performance on the predictor biases his/her ratings of ratees’ performance on the criterion (b.). Differential validity, also a possible cause of adverse impact, occurs when a predictor’s validity coefficient differs for different groups (c.). When a test has differential validity (d.), there is a slope bias. Slope bias refers to differences in the slope of the regression line
- All of the following are examples of a rater bias except:central tendency bias
ceiling effect
contrast effect
severity error
The Correct Answer is “B”
B. Rater biases impacts the accuracy of subjective rating scales. When a rater rates all individuals using the middle of a rating scale, he/she is exhibiting the central tendency bias (a.). When ratings of one individual are affected by ratings given to another then the rater is exhibiting a contrast effect (c.). Severity error (d.), also known as strictness error or bias, refers to the rater tendency to rate all individuals using the low end of the rating scale. A ceiling effect is not a rater bias, it refers to the measurement instrument’s inability to distinguish between individuals who have high levels of what is being assessed by the instrument.
- A personnel director devises four measures to be used as selection techniques for police officers. She plans on using multiple regression to combine the scores on the four measures in order to predict an applicant’s score on a measure of job performance. You suggest that multiple regression is not the appropriate method in this situation because:multiple regression is used only when the criterion includes three or more orthogonal categories.
multiple regression is used only when there are two or more criteria that are each measured on a continuous scale.
the characteristics assessed by the four measures are noncompensatory; i.e., a low score on one measure cannot be compensated for by a high score on another measure.
the characteristics assessed by the four measures are compensatory; i.e., a low score on one measure can be compensated for by a high score on another measure.
The Correct Answer is “C”
It isn’t clear from the question what would be wrong with multiple regression in this situation. However, by process of elimination, only response C is correct. Responses A and B aren’t true about multiple regression, and response D is incorrect because multiple regression is compensatory and would be appropriate if a high score on one measure could compensate for a low score on another measure. Multiple regression isn’t the appropriate technique when the characteristics measured by the different predictors are noncompensatory.© Academic Review
- Research indicates the validity of structured interviews as predictors of performance:are the most valid across different jobs.
is increased when the interview includes both structured and unstructured items.
are no more valid than unstructured interviews when used alone.
is increased when the interview is used in combination with a measure of general mental ability.
The Correct Answer is “D”
D. Summarizing the predictive validity of interviews and other selection techniques in a meta-analysis of the research, Schmidt and Hunter (1998) report measures of general mental ability are the most valid predictors across different jobs (a.). For structured and unstructured interviews, they note corrected validity coefficients of .51 and .38, respectively (b.). When an interview is combined with another selection procedure, especially a general mental ability test, the predictive validity of interviews is increased (See: Schmidt & Hunter. (1998). The validity and utility of selection measures in personnel psychology: Practical and theoretical implications of 85 years of research findings, Psychological Bulletin, 124(2), 262-274).
- Studies examining the predictions of goal-setting theory for work groups suggests that
having employees work as a team with team goals results in lower productivity than having employees work as individuals with individual goals.
having employees work as a team with team goals results in higher productivity than having employees work as individuals with individual goals.
having employees work as a team with team goals results in similar levels of productivity as having employees work as individuals with individual goals, as long as the goals have been consciously accepted by the employees.
having employees work as a team with team goals results in similar levels of productivity as having employees work as individuals with individual goals, as long as the goals have been determined by the employees.
The Correct Answer is “B”
A current emphasis in the I/O literature is on team work, and the increased reliance on teams in organizations is supported by research showing that teams are more productive than individuals. Note that, in some situations, group performance is not as good as individual performance (e.g., in certain types of decision-making). However, this question is asking specifically about research related to goal-setting theory, so this is the best response. See A. J. DuBrin, Fundamentals of Organizational Behavior: An Applied Approach, Cincinnati, OH, South-Western College Publishing, 1997.
- Krumbholtz’s Social Learning Theory of career development and decision-making emphasizes
self-observation and world-view generalizations.
lifespan developmental stage.personality type.outcome expectations.
The Correct Answer is “A”
Krumbholtz’s social learning theory views learned experiences as the most important factors in career choice and preference, though it does acknowledge the role of other factors such as innate abilities and environmental events. According to the theory, generalizations about one’s self and the world, called self-observation generalizations and world-view generalizations respectively, play a direct role in career choice. For example, the self-observation generalization that one is very good at logical reasoning, and the world-view generalization that jobs in computer programming will pay more than other jobs in the future might lead one to pursue a career in computer programming. Regarding the other choices, lifespan developmental stage is correlated to career behavior in Donald Super’s theory of vocational choice, and John Holland developed a personality typology which links career choice and personality type. Outcome expectations could certainly be an example of a self-observation and world-view generalization, but the first choice is better because it names specific theoretical constructs associated with Krumbholtz’s theory.
- In applied industrial settings, Maslow’s theory has been shown to be:
applicable for lower-level employees only.
appropriate for supervisors but not managers.
applicable across the board.
not applicable.
The Correct Answer is “D”
Maslow’s theory, as it applies to workplace settings, has not been supported by research. For instance, the notion that lower level needs, such as pay and job security, cease to be important once they are satisfied has not been shown to be true.
- The validity coefficient of a new job selection test is 0.25. This test would most likely be useful when:the percentage of correct hiring decisions without the new test is very low
the percentage of correct hiring decisions without the new test is very high
there are many applicants for few job openings
there are few applicants for many job openings
The Correct Answer is “C”
This question is referring to a test’s incremental validity. Incremental validity is the increase in decision-making accuracy resulting from the use of a particular predictor. Three factors influence the incremental validity of a test: 1) the base rate, or the percentage of correct hiring decisions made when the test is not used; 2) the test’s validity coefficient; and 3) the selection ratio, or the ratio of job openings to total applicants (for instance, if 100 people are applying for 5 positions, the selection ratio is 5/100, or .05).
Incremental validity is greatest when the base rate is moderate, the validity coefficient is high, and the selection ratio is low. The Taylor-Russell tables can be used to determine a test’s incremental validity, given specific values for the base rate, validity coefficient, and selection ratio. We can eliminate Choices A and B because a moderate base rate maximizes the usefulness of a selection test more than a low or high base rate does. Contrary to Choice D, a low selection ratio (many applicants for few job openings) is better than a high selection ratio.
- A manager assumes that his employees need constant supervision and detailed guidelines in order to perform their jobs well. What management style does this reflect?Theory Y
Theory X
laissez-faire
management by objectives
The Correct Answer is “B”
McGregor’s (1960) Theory X and Theory Y management theories reflect the key differences between the scientific management and human relations administrative models. Managers adopting a scientific management model assume that workers are motivated primarily by financial self-interest (i.e., pay is the most effective motivator); that job demands must match workers’ skills; and that workers need detailed guidelines and constant supervision because they are incapable of regulating themselves or assuming responsibility on their own. Theory X is similar to scientific management: Theory X managers believe that workers dislike work and avoid it whenever possible; therefore, workers must be directed and controlled.
- According to the EEOC’s 80% rule for determining disparate impact of hiring practices on a minority group, disparate impact occurs whenthe hiring rate of a protected group is less that 80% of the hiring rate of another group.
80% or more of applicants in a protected group are not hired.
less than 20% of applicants for the job are members of any protected group.
the number of people who would have been hired based on a random selection process is more than 80% greater than the number of protected group applicants hired.
The Correct Answer is “A”
According to the EEOC’s Uniform Guidelines on Employee Selection Criteria, disparate impact (also known as adverse impact) occurs if members of a protected class are selected at a rate less than 4/5ths, or 80% of the selection rate of another group. For example, if 2 out of every 10, or 20%, of African American applicants are hired, and 3 out of 10, or 30%, whites are hired, the ratio of the selection rates for the two groups would be 20/30, or 66%. This would indicate adverse impact against African-Americans in the hiring practice. Note that since this guideline was published, legal standards such as the Civil Rights Act of 1991 have held that failure to adhere to the 80% rule is not, by itself, sufficient to provide the basis for an adverse impact claim. Usually, additional proof, such as statistically significant differences between the hiring rates of two groups is required.
- According to Herbert Simon’s administrative model, decision-makers in organizational settings typically chose the:least expensive choice
most “satisficing” choice
best choice after weighing all the alternatives
worst choice after weighing all the alternatives
The Correct Answer is “B”© Academic Review
Herbert Simon earned a Nobel Prize in economics, but was also known for his theories in psychology, computer science (artificial intelligence), and administration. The one thread through all of his work was his interest in decision-making and problem solving. His “administrative” model maintains that decision-makers cannot always afford to be rational, instead, they must choose the first solution that is minimally acceptable or “satisficing.” This is in contrast to another decision making theory, the “rational-economic model” in which decision-makers attempt to find the optimal solution to a problem.
- According to the Ohio State University studies from the 1950s, what are the two dimensions of leadership?consideration and initiating structure
employee-centered and production-centered
autocratic and democratic
authoritarian and laissez-faire
The Correct Answer is “A”
Using a style approach, the Ohio State leadership studies identified two behavioral dimensions of leaders: initiating structure and consideration. These dimensions were treated as independent of each other in contrast to previous studies of leader behavior which placed related dimensions along a single continuum of leadership ranging from employee to production-centered (response “B”). In different models of leadership, the dimension of initiating structure is sometimes referred to as task-orientation and concern for production. The dimension of consideration has also been labeled employee orientation, relations-oriented and concern for people. (See: Stogdill, R. M., and Coons, A. E. (Eds.). (1957). Leader behavior: Its description and measurement. Columbus, OH: Bureau of Business Research, Ohio State University.)
- Job evaluation methods have been criticized for containing biases against work typically performed by women. This criticism most directly pertains to the standard of
employment equity. procedural justice. comparable worth. job fairness.
The Correct Answer is “C”
The term “job evaluation” refers to procedures used within a workplace to establish the relative worth of particular jobs and tasks within the organization. If a job evaluation were biased against work typically performed by women, this would mean that the value of such work to the organization would be unfairly set too low. The term “comparable worth” refers to the standard that wages for jobs with different titles and/or duties should be based on their actual worth to the organization rather then the gender makeup of the workers in those jobs. In other words, a gender biased job evaluation would contradict the standard of comparable worth. Regarding the other choices, employment equity refers to multidimensional efforts to promote fair representation of minority groups in the workplace–not only through hiring practices but also through retention, promotion, and training efforts. Procedural justice refers to perceptions of fairness in the processes that resolve disputes and allocate resources. It is not as good an answer as comparable worth because it usually refers to perceptions rather than actual practice and because comparable worth refers specifically to the undervaluation of tasks that women typically perform. A bias in a job evaluation method relates more to distributive justice, or fairness in outcomes, because a job evaluation is typically used to establish salary. And “job fairness” is a broad term that generally means that distribution of workplace rewards, such as salaries and selection for jobs, is based on merit rather than some form of bias.©
- Which of the following would be least useful as a method for management development?
Outward Bound programs job rotation coaching or mentoring vestibule training
The Correct Answer is “D”
Management Development development is a growing field in organizational psychology. A number of techniques are used to train (develop) managers including job rotation, coaching, mentoring, and even Outward Bound, which fosters trust and cooperation. Vestibule training involves the use of procedures or an environment similar to the actual job and is used for such jobs as bank tellers, clerks, and typists.
- Eagly et al.’s (2003) meta-analysis of transformational, transactional, and laissez-faire leadership styles comparing women and men found:
female leaders engaged in more of the contingent reward behaviors than male leaders. male leaders engaged in more of tThe Correct Answer is "A"© Academic Review A. The results of meta-analyses suggest that there are slight but statistically significant overall differences between men and women in leadership style. The results of Eagly et al’s meta-analysis of transformational, transactional, and laissez-faire leadership styles indicate female leaders were more transformational than male leaders, however they also engaged in more of the contingent reward behaviors - a component of transactional leadership. Male leaders were found to be more likely to manifest other aspects of transactional leadership, such as active and passive management by exception, and laissez-faire leadership. The implications of these results are positive for female leadership as it supports other research that has found the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness, while the aspects on which men exceeded women have null or negative relations to effectiveness. (See: Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.) he contingent reward behaviors than female leaders. female leaders were more likely to employ a laissez-faire leadership style male leaders were more likely to employ a laissez-faire leadership style.
The Correct Answer is “A”
A. The results of meta-analyses suggest that there are slight but statistically significant overall differences between men and women in leadership style. The results of Eagly et al’s meta-analysis of transformational, transactional, and laissez-faire leadership styles indicate female leaders were more transformational than male leaders, however they also engaged in more of the contingent reward behaviors - a component of transactional leadership. Male leaders were found to be more likely to manifest other aspects of transactional leadership, such as active and passive management by exception, and laissez-faire leadership. The implications of these results are positive for female leadership as it supports other research that has found the aspects of leadership style on which women exceeded men relate positively to leaders’ effectiveness, while the aspects on which men exceeded women have null or negative relations to effectiveness. (See: Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.)
- In an attempt to increase motivation among employees, a company begins to pay employees based on their output. This will most likely result in:
increased job satisfaction and increased quality of work
decreased job dissatisfaction and increased quality of work
decreased job dissatisfaction and increased quantity of work
increased job satisfaction and no change in quantity of work
The Correct Answer is “C”
If a person’s pay is based on output, his or her output is likely to increase, but the quality of work will not necessarily increase. This makes sense – if you are working so fast in order to produce more so that you can get paid more, the quality of your work is likely to suffer. In addition, increased pay is likely to decrease job dissatisfaction, as predicted by Herzberg’s two-factor theory.
- The motivation theory that proposes a continuum of needs that is comparable to Maslow’s Need Hierarchy Theory but attempts to overcome shortcomings of Maslow’s theory is
Equity theory. ERG theory. Expectancy theory. Goal-Setting Theory.
The Correct Answer is “B”
The ERG theory of motivation proposes three categories of needs: existence, relatedness, and growth needs. Existence needs are material and are met by environmental factors such as (in the workplace) pay and benefits. Relatedness needs are met by relationships with superiors, co-workers, and subordinates. Growth needs are met by opportunities for personal development such as the chance to develop abilities that are important to the person. These three categories exist on a continuum from concrete to abstract; existence needs are the most concrete and relatedness needs are the most abstract. The theory is similar to Maslow’s Need Hierarchy Theory in that it proposes a continuum of needs, but differs in a number of ways as well. For instance, in ERG theory, a person can move back and forth on the needs continuum. Specifically, according to ERG theory, difficulties in satisfying the more abstract needs causes frustration regression, or a greater focus on fulfilling needs on the next level below.
- You are hired as a consultant by a large corporation. You evaluate the company and come up with a list of interventions that you believe would increase the company’s profitability. To encourage employees to accept these changes, you assemble them in a large meeting hall and give a speech explaining how your proposed changes will benefit the company and, by extension, the employees. Which of the following strategies for increasing acceptance to change are you using?
normative-reeducative empirical-rational power-coercive advocacy consultation
The Correct Answer is “B”
This question refers to a framework that identifies three general strategies to bring about change in an organization: empirical-rational, power-coercive, and normative-reeducative. Empirical-rational strategies are based on the assumption that people are basically rational and, if they have all relevant information about a situation, will act in accord with their self-interest. Thus, a proposed change will be adopted if the proposer can rationally justify the change and show that it will benefit the members of the organization. The consultant in this question is explaining how the proposed changes will advance the self-interest of the employees; thus, he is adopting an empirical-rational approach.
- Low LPC leaders, according to contingency theory of leadership, are most effective when relationships with subordinates are:moderate
very good or very poor
very good
very poor
The Correct Answer is “B”
B. Fiedler’s Contingency (LPC) theory proposes that a leader’s effectiveness is determined by a combination of the leader’s style and the characteristics of the situation, including the leader-subordinate relations. Fiedler described a leader’s style by scores on his Least Preferred Coworker (LPC) Scale and believed that leadership style cannot be changed. Rather, a leader’s is determined by the match between the leader’s style and the demands of the situation. A high LPC or relationship motivated leader describes his least preferred coworker in positive terms and is primarily person-centered. Whereas, a low LPC or task motivated leader describes his least preferred coworker in negative terms and is more task-oriented. Low LPC leaders are most effective in either “very favorable” or “very unfavorable” situations, in which favorableness refers to amount of control. High LPC leaders are most effective in moderately favorable situations
- You are an organizational process consultant hired by a hospital. Several nurses tell you they feel they’re being overworked and underpaid. In this case, your most likely intervention would be toexplain the nurses’ concerns to the hospital administrators.
conduct a job analysis to determine how much the nurses deserve to be paid and present your results to the hospital administrators.
act with the best interests of the hospital’s patients in mind.
help the nurses organize regular meetings with the physicians and administrators to discuss their concerns.
The Correct Answer is “D”
A process consultant, rather than merely correcting problems for his or her client, focuses on an organization’s underlying processes, with the goal of making changes in processes so that individuals within the organization can solve their own problems. Thus, choice D is the best answer, as it is the only one which offers a way in which the nurses and administrators can work together to solve the problem of dissatisfaction with work conditions. By comparison, choices A and B would have the consultant diagnose and “fix” the problem; these interventions would be consistent with the medical rather than the process model of consultation.
- Transactional leaders who wait for mistakes to be brought to their attention before taking corrective action are engaging in:corrective transactions
contingent rewarding
passive management-by-exception
active management-by-exception
The Correct Answer is “C”
C. Transactional leadership, in its simplest form, is leadership by contingent reinforcement. The leaders’ rewards, promises and/or threats of disciplinary actions or punishments motivate the followers. In constructive transactions, the leader may participate in discussing what is to be done in exchange for implicit or explicit rewards and the allocation of desired resources, or they give out assignments, negotiate or contract with followers. The actions of the leader are contingent on whether the followers do what they have been “contracted” to do. Leaders that take corrective action with negative feedback or reprimand only after followers’ mistakes have been called to their attention are engaging in passive management-by-exception. In corrective transactions (a.) or contingent rewarding (b.), leaders engage in active management-by-exception (d.) which means they monitor followers’ performance and correct their mistakes if and when they occur.
