Unit 2: Industrial-Organization Psychology

Question 1

the application of psychological principles, theory, and research to the work setting. It is a science and psychology.

Answer 1

Industial-Organizational Psychology

Question 2

What piece of the “scientist-practitioner” model focusses on generating knowledge by understanding individual, group and organizational behavior through research?

Answer 2

Scientists

Question 3

What piece of the “scientist-practitioner” model focusses on consumer of and applier of knowledge by applying I/O Psychology to organizations, externally or internally?

Answer 3

Practitioner

Question 4

Comparing Industrial vs. Organizational psychology, which component focuses on
-recruitment
-selection
-training
-performance
-appraisal
-promotion
-transfer
-termination

Answer 4

Industrial Psychology

Question 5

Comparing Industrial vs. Organizational psychology, which component focuses on
-attitudes
-fairness
-motivation
-stress
-leadership
-teams
-broader aspects of organizational and work design

Answer 5

Organizational Psychology

Question 6

Why is I/O Psychology Important?

Answer 6

Most adult waking hours are spent at work. Work can provide meaning and identity, in addition to financial support.

Question 7

A movement based on principles developed by Frederick W. Taylor, who suggested that there was one best and most efficient way to perform various jobs; also known as “Taylorism”

Answer 7

Scientific Management

Question 8

Studies, developed by Frank & Lillian Gilbreth, that broke every action into its constituent parts, timed those movements with a stopwatch, and developed more efficient movements to increase productivity.

Answer 8

Time and Motion Studies

Question 9

1930’s set of studies by Harvard researchers at Western Electric Company that were interested in the relationship between lighting with employee morale and efficiency

Answer 9

Hawthorne Studies

Question 10

the alteration of behavior by subjects due to awareness of being observed

Answer 10

Hawthorne Effect

Question 11

conceptual shift toward increased focus on employee emotion and motivation.

Answer 11

Human Relations Movement

Question 12

What trends will define organizational psychology in decades to come?

Answer 12

Employee Selection
Motivation
Occupational Health
Leadership

Question 13

What is the goal of the employee selection process?

Answer 13

Indentify the individual(s) amongst a pool of applicants who would be most likely to succeed in a given role

Question 14

applicants’ overall evaluation of the appeal of working at that organization in that role.

Answer 14

Organizational attraction

Question 15

Raise awareness of openings to reach applicants via company websits, job boards, social networking, employee referrals.

Answer 15

Recruitment

Question 16

systematic study of a job or role to determine the activities, responsibilities, and attributes needed to perform required tasks successfully.

Informs what qualities and characteristics employers should look for amongst their pool of applicants.

Answer 16

Job analysis

Question 17

What are KSAOs?

Answer 17

Knowledge, Skills, Abilities, Other characteristics.

Question 18

What part of KSAOs is the collection of discrete, related facts and information about a particular domain?

Answer 18

Knowledge

Question 19

What part of KSAOs is the practiced act?

Answer 19

Skill

Question 20

What part of KSAOs is the stable capacity to engage in a specific behavior?

Answer 20

ability

Question 21

What part of KSAOs regards personality, interests, etc?

Answer 21

Other characteristics

Question 22

What type of interview consists of predetermined/ordered questions related to the core competencies of the role and has a standard benchmark to determine a “good” answer that can be compared.

Answer 22

Structured interview

Question 23

What type of interview consists of ad-hoc questions not in a particular order and may not relate to the core compentencies of the role. Answers are evaluated based on the interviewer’s subjective judgement, making comparisons amongst applicants more difficult.

Answer 23

Unstructured interview

Question 24

alignment and compatibility in characteristics between an individual and their organization.

Answer 24

Person-organization fit

Question 25

variable explaining the process through which two variables are related

Answer 25

Mediator

Question 26

variable affecting the strength and direction to the relationship between two variables

Answer 26

Moderator

Question 27

a psychological force that energizes, directs and sustains behavior by utilizing direction, intensity, and persistance.

Answer 27

Motivation

Question 28

Is motivation a trait or a situationally-dependent state?

Answer 28

situationally-dependent state

Question 29

engaging in behavior due to genuine interest and satisfaction

Answer 29

Intrinsic motivation

Question 30

engaging in behavior due to external rewards

Answer 30

extrinsic motivation

Question 31

modern "needs-based" theory focused on forstering intrinsic motivation. Suggests 3 fundamental human needs: 1. competence 2. autonomy 3. relatedness

Answer 31

self-determination theory

Question 32

Needs Based theory that categorizes lower order of needs to higher order. Lowest: physiological needs Safety needs Social needs Esteem needs Highest: self actualization of needs

Answer 32

Maslow's Need Hierarchy

Question 33

Theory that states Goals will be most hopeful when they are specific (vs. general: "try your best") and challenging, yet attainable (vs. very easy or very difficult).

Answer 33

Goal-Setting Theory

Question 34

What types of goals lead to optimal performance?

Answer 34

Specific and challenging

Question 35

What component of SMART goals refers to making your goal specific and narrow for more effective planning?

Answer 35

Specificity

Question 36

What component of SMART goals refers to making sure your goals and progress are measurable?

Answer 36

Measurable

Question 37

What component of SMART goals refers to making your goal can be reasonable accomplished within a certain time frame?

Answer 37

Achievable

Question 38

What component of SMART goals refers to making your goal align with your values and long-term objectives?

Answer 38

Relevant

Question 39

What component of SMART goals refers to making your goal realistic but ambitious end date to clarify task prioritization and increase motivation?

Answer 39

Time-based

Question 40

Why do Goals work?

Answer 40

Direction- diverts attention to goal-relevant activities Intensity- energizes people and encourages application of greater effort Persistance- Prolongs effort over time

Question 41

Is this circumstance hindering or helpful for achieving goals? Relevant knowledge/ability is present.

Answer 41

Helpful

Question 42

Is this circumstance hindering or helpful for achieving goals? Goal commitment

Answer 42

Helpful

Question 43

Is this circumstance hindering or helpful for achieving goals? Opportunities for feedback

Answer 43

Helpful

Question 44

Is this circumstance hindering or helpful for achieving goals? tasks still involve learning

Answer 44

hindering

Question 45

Is this circumstance hindering or helpful for achieving goals? situational constraints (resources, obstacles).

Answer 45

hindering

Question 46

circumstance in which working toward one goal interferes with the likely accomplishment of another goal. Important for leaders in providing guidance and clarity.

Answer 46

Goal conflict

Question 47

What are the primary drivers of goal-setting effectiveness?

Answer 47

goal difficulty and commitment

Question 48

Goals are most effective for improving performance when: a. They encourage employees to do their best. b. They are specific and challenging. c. They are the same for everyone in a work group. d. they require little cognitive effort from employees

Answer 48

b. They are specific and challenging.

Question 49

Some evidence that _______ goals may be more challenging than _____ goals, leading to higher performance.

Answer 49

participative assigned

Question 50

______ goals may lead to greater goal commitment.

Answer 50

Participative

Question 51

Connie has set a goal of receiving a promotion at work within the next 6 months. However, Connie soon realizes that she doesn't know how much about what it will take to get a promotion, or how to even apply. What might Gary Latham (motivational benefits of goal setting) recommend do in this situation? a. ask her supervisor to set a different goal for her. b. change her goal to a "do your best" goal. c. Change her goal to a learning goal. d. Abandon her goal as she lacks appropriate knowledge.

Answer 51

c. Change her goal to a learning goal.

Question 52

According to the "SMART" goal framework, why would setting a goal to quit smoking this month be more effective than simply aiming to quit smoking in general? a. the former goal is more measureable. b. the former goal is more achievable c. the former goal is more relevant d. the former goal is more time-based.

Answer 52

d. the former goal is more time-based.

Question 53

Interdisciplinary study with emphasis on understanding the physical and mental health of workers within organization.

Answer 53

Occupational Health Psychology

Question 54

physical or psychological demands to which an individual responds Acute vs. chronic Physical vs. psychosocial

Answer 54

Stressors

Question 55

What type of stress: "For years I have been arguing with my coworkers about how our work group should be more structured."

Answer 55

Chronic Psychosocial

Question 56

What type of stress: "I tripped over my computer cord at work and sprained my ankle."

Answer 56

Acute Physical

Question 57

In the demand-control model, which component consists of workload or intellectual requirements of a job?

Answer 57

Demands

Question 58

In the demand-control model, which component consists of combination of autonomy in the job and discretion for using different skills?

Answer 58

Control

Question 59

Stress, stressor, or strain? Process

Answer 59

stress

Question 60

Stress, stressor, or Strain? source

Answer 60

stressor

Question 61

Stress, stressor, or Strain? outcome

Answer 61

strain

Question 62

outcomes of stressors. Could be Affective, Cognitive or Physical?

Answer 62

Strain

Question 63

Role stressor that occurs when employees lack clear knowledge of what behavior is expected in their job.

Answer 63

Role ambiguity

Question 64

Role stressor that occurs when demands from different sources are incompatible

Answer 64

Role conflict

Question 65

Role stressor that occurs when an individual is expected to fill too many roles at once.

Answer 65

Role overload

Question 66

What prevention strategy? Assumption: (most effective) approach to stress management is to remove stressors. Scope: Preventative Target: work environment, technologies, or organizational structures Examples: job redesign, cognitive restructuring

Answer 66

Primary Prevention strategy

Question 67

What prevention strategy? Assumption: when unable to remove stressors, best to focus on individuals' reactions to stressors. Scope: Preventative/reactive Target: individual Examples: relaxation training, stress management training, physical fitness, nutrition

Answer 67

Secondary Prevention strategies

Question 68

What prevention strategy? Assumption: must treat consequences of stress once it has occurred. Scope: treatment Target: individual Examples: employee assistance programs, medical care.

Answer 68

Tertiary prevention strategies

Question 69

High demands + low control =

Answer 69

job stress

Question 70

the state of individuals' mental, physical and general health, as well as their experiences of satisfaction in and outside of work

Answer 70

Employee wellbeing

Question 71

employee unplanned workplaces absences

Answer 71

absenteeism

Question 72

lost productivitiy due to suboptimum employee functioning given an illness, injury, or other condition

Answer 72

presenteeism

Question 73

Why should organizations seek to foster wellbeing?

Answer 73

lower medical costs increased employee morale Decreased absenteeism and presenteeism

Question 74

What are the three traditional theories of leadership?

Answer 74

1. Trait approach 2. Behavioral Approach 3. Situational approach.

Question 75

What are the traditional theories of leadership?

Answer 75

1. Trait approach 2. Behavioral Approach 3. Situational approach

Question 76

which traditional theory of leadership considers the traits and characterisitcs that make up a good leader?

Answer 76

Trait approach

Question 77

Which traditional theory of leadership regards a certain pattern of behavior that motivates others toward a common goal?

Answer 77

Behavioral approach

Question 78

behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.

Answer 78

Consideration

Question 79

behavior in which the supervisor organizes and defines group activities and his/her relation to the group.

Answer 79

Initiating structure

Question 80

Which traditional theory of leadership emphasizes finding the right leader for the right situation, or changing leader behavior to fit given situtation?

Answer 80

Situational approach

Question 82

What traditional theory of leadership considers the traits and characteristics that make a up a good leader?

Answer 82

Trait approach

Question 83

What traditional theory of leadership considers the behaviors leaders enact (usually people- or task-focused)?

Answer 83

Behavioral approach

Question 84

What traditional theory of leadership considers both the leader and the situation should be considered for effectiveness?

Answer 84

Situational approach

Question 85

process of influence through which members are persuaded to exert effort on behalf of communal interests, often at the expense of more selfish pursuits

Answer 85

Leadership

Question 86

process by which individuals expand their capacity to perform effectively as leaders

Answer 86

Leadership development

Question 87

theory that proposes that perceived incongruity between the feminine gender role and leadership roles leads to: 1. Perceiving women less favorable than men as potential occupations of leadership roles. 2. evaluating behavior that fulfills the prescriptions of a leader role less favorable when enacted by a woman.

Answer 87

Role congruity theory

Question 88

an invisible systemic barrier that prevents certain people from rising to senior-level positions within an organization.

Answer 88

Glass ceiling

Question 89

a phenomenon where women are promoted to leadership roles in difficult times, when the risk of failure is high.

Answer 89

Glass cliff

Question 90

When individual stereotypes and role stereotypes don't align, na underrepresented leader can choose to: Behave in alignment with their stereotyped identities or behave in alignment with role expectations. either choice may be associated with negative reactions, causing a ______ phenomenon.

Answer 90

Double Bind phenomenon.