Title: Industrial-Organizational Psychology
Course: Question Banks

Q: Industrial/organizational psychology is essentially the study of people:
- and their interactions within relationships (Incorrect. This response is not specific enough. I/O psychology is specific to the workplace. Organizational psychology, in particular, focuses on how relationships among employees affect those employees and the performance of a business or organization.)
- and how they organize their home lives (Incorrect. While I/O psychology may study issues such as work-life balance, the focus is much broader than how people organize their homes.)
- and how they organize verbal and non-verbal information. (Incorrect. While I/O psychology may study the use of cognitive abilities tests in employee selection, the focus is much broader than how people organize verbal and non-verbal information.)
- in the workplace (Correct. Industrial/organizational psychology focuses on how human behavior and psychology affect work and how they are affected by work.)
A: in the workplace

Q: Robert Yerkes was the president of the APA who played an important role in evaluating and screening military personnel. This need for industrial psychologists to work with the military began after the
- U.S. entry into WWII. (Incorrect. While WWII drove the expansion of industrial psychology, industrial psychologists began working with the military prior to U.S. entry into WWII.)
- U.S. involvement in Vietnam. (Incorrect. Industrial psychologists began working with the military prior to U.S. involvement in Vietnam.)
- U.S. involvement in the Gulf War (Incorrect. Industrial psychologists began working with the military prior to U.S. involvement in the Gulf War.)
- U.S. entry into WWI. (Correct. The involvement of the U.S. in World War I in 1917 was the catalyst for industrial psychologists to begin working with the military.)
A: U.S. entry into WWI.

Q: Which of the following exemplifies the Hawthorne effect?
- High school students who show aptitude for the visual arts are the least likely to graduate from college. (Incorrect. This does not describe the Hawthorne effect. Consider research on the impact of being aware of certain human interaction factors on performance.)
- Middle school students who dislike athletics are asked to shoot free throws in front of their peers. (Incorrect. This does not describe the Hawthorne effect. Consider research on the impact of being aware of certain human interaction factors on performance.)
- College students who declare a major in their first year are more likely to graduate with honors. (Incorrect. This does not describe the Hawthorne effect. Consider research on the impact of being aware of certain human interaction factors on performance.)
- Elementary students behave well when observers come watch their class to take note on the effectiveness of discipline. (Correct. The Hawthorne effect describes the impact on the performance of individuals who are aware of being noticed, watched, and paid attention to by observers, researchers, or supervisors.)
A: Elementary students behave well when observers come watch their class to take note on the effectiveness of discipline.

Q: Clayton Brothers’ law firm is hiring. Which type of interview should the firm use as a predictor of future job performance?
- Interviews that are unstructured. (Incorrect. In unstructured interviews, the interviewer may ask different questions of each candidate. Research does not support that unstructured interviews are more effective at predicting job performance than other types of interviews.)
- Interviews that ask each candidate a different question. (Incorrect. In unstructured interviews, the interviewer may ask different questions of each candidate. Research does not support that asking applicants different questions is more effective at predicting job performance than other types of interviews.)
- Interviews involving role plays. (Incorrect. Research does not support that interviews involving role plays are more effective at predicting job performance than other types of interviews.)
- Interviews that are structured. (Correct. Research has shown that structured interviews are more effective at predicting job performance than other types of interviews. In structured interviews, the questions are prepared in advance, the interviewer asks the same questions of every candidate, and the interviewer uses a standardized rating system for each response.)
A: Interviews that are structured.

Q: Research on interviewing has shown that
- the first impression and interactions before the interview begins have almost no impact on actual job offers. (Incorrect. Research on the effect of first impressions during the rapport building period before an interview begins does not support this conclusion.)
- the first impression is more important than the interview itself. (Incorrect. Research on the effect of first impressions during the rapport building period before an interview begins does not support this conclusion.)
- performing well during interviews involving role plays increases the likelihood of getting a job offer. (Incorrect. Research does not support that performing well on interviews involving role plays increases the likelihood of getting a job offer.)
- the first impression and interactions before the interview begins have an impact getting a job offer. (Correct. Research on the effect of first impressions during the rapport building period before an interview begins indicated that initial judgments by interviewers during this period were related to job offers.)
A: the first impression and interactions before the interview begins have an impact getting a job offer.

Q: Waylan’s boss asks him to write his own performance review, then his boss compiles reviews from peers, supervisors, and customers for them to discuss at their meeting. This is an example of
- summative appraisal. (Incorrect. Summative is generally used to describe the summary of what someone has learned, usually at the end of some instructional process. This is not the term used in I-O psychology to describe an approach to evaluating an employee’s performance.)
- multi-modal feedback. (Incorrect. While multi-modal can refer to getting feedback from many sources, this is not the term used in I-O psychology to describe an approach to evaluating an employee’s performance.)
- job satisfaction survey (Incorrect. A job satisfaction survey is designed to assess the degree to which individuals enjoy their job. It is not used in I-O psychology to assess employee performance.)
- 360-degree feedback appraisal. (Correct. The 360-degree feedback appraisal includes a combination of ratings by the employee, supervisors, peers, staff supervised by the employee, and occasionally outside observers, such as customers.)
A: 360-degree feedback appraisal.

Q: What is an employer not allowed to ask in a job interview?
- Where did you attend college? (Incorrect. This question does not pertain to the person’s race, color, religion, sex, national origin, age, disability, or genetic information.)
- Where do you see yourself in 5 years? (Incorrect. This question does not pertain to the person’s race, color, religion, sex, national origin, age, disability, or genetic information.)
- What salary would you expect for this position? (Incorrect. This question does not pertain to the person’s race, color, religion, sex, national origin, age, disability, or genetic information.)
- How old are you? (Correct. Several restrictions are in place to prevent discrimination in hiring, to include asking questions that might shed some light on various group-membership criteria, such as someone’s age. It is illegal to discriminate against a job applicant because of the person’s age.)
A: How old are you?

Q: When two organizations of equal power and status join together, it is called a(n)
- acquisition. (Incorrect. An acquisition occurs when one organization purchases the other. In an acquisition, the purchasing organization is usually the more powerful or dominant partner.)
- duplication. (Incorrect. You might be thinking that when two organizations join together, there is usually a duplication of services, such as two accounting departments. This duplication occurs as a result of the organizations joining, and does not refer to the joining itself. Consider what term is used to refer to the joining of two organization of equal power and status.)
- downsizing (Incorrect. Downsizing involves laying off a significant percentage of the company’s employees, usually in response to the failure of a business to achieve profit goals. Consider what term is used to refer to the joining of two organization of equal power and status.)
- merger. (Correct. A merger refers to the joining of two organizations of equal power and status.)
A: merger.

Q: When a powerful organization purchases a smaller company, it is called a
- merger. (Incorrect. A merger refers to the joining of two organizations of equal power and status, and this example refers to two organizations that are not equal in power and status.)
- duplication. (Incorrect. You might be thinking that when two organizations join together, there is usually a duplication of services, such as two accounting departments. This duplication occurs as a result of the organizations joining, and does not refer to the joining itself. Consider what term is used to refer to a powerful organization purchasing a smaller company.)
- downsizing (Incorrect. Downsizing involves laying off a significant percentage of the company’s employees, usually in response to the failure of a business to achieve profit goals. Consider what term is used to refer to a powerful organization purchasing a smaller company.)
- acquisition. (Correct. An acquisition occurs when one organization purchases the other. In an acquisition, the purchasing organization is usually the more powerful or dominant partner.)
A: acquisition.

Q: When it becomes difficult to fulfill family requirements because of time devoted to work, participation in work, or specific work behaviors, it is likely to
- cause downsizing. (Incorrect. Downsizing involves laying off a significant percentage of the company’s employees, usually in response to the failure of a business to achieve profit goals. This is not the term used to describe the connections between stress, personal life and work life.)
- result in job satisfaction. (Incorrect. Research indicates that job satisfaction improves when work-family conflict decreases.)
- result in workplace role ambiguity. (Incorrect. This is not the term used to describe the connections between stress, personal life and work life. Workplace role ambiguity occurs when job responsibilities and authority are unclear.)
- create work-family conflict. (Correct. Sources of work–family conflicts include: time devoted to work makes it difficult to fulfill requirements of family, or vice versa; strain from participation in work makes it difficult to fulfill requirements of family, or vice versa; and specific behaviors required by work make it difficult to fulfill the requirements of family, or vice versa.)
A: create work-family conflict.

Q: Greg has one employee, Sasha, who is a weak presenter and gets incredibly stressed out about presenting in workshops, but is an excellent writer. Greg decides to emphasize Sasha’s writing abilities and gives her opportunities to shine outside of the spotlight. Greg is practicing
- theory X management. (Incorrect. You may be thinking that Theory X managers perceive employees as people who prefer to be led and told which tasks to perform and when. Consider what style of management is exemplified by focusing on what someone is good at doing, rather than just being told what to do.)
- transactional leadership. (Incorrect. In transactional leadership the focus is on supervision and organizational goals, which are achieved through a system of rewards and punishments (i.e., transactions). Consider what style of management is exemplified by focusing on what someone is good at doing.)
- transformational leadership. (Incorrect. You may be thinking that transformational leaders are charismatic role models, inspirational, intellectually stimulating, and individually considerate. Consider what specific style of management is exemplified by focusing on what someone is good at doing.)
- strengths-based management. (Correct. A strengths-based approach to management involves focusing on a person’s strengths when completing a task. In this case, Sasha’s writing skill is a strength.)
A: strengths-based management.

Q: Finley is a positive, motivator leader who encourages his employees to socialize, harness their creativity, and set goals. What type of leader is Finley?
- Scientific (Incorrect. This term does not describe the leadership style that Finley uses. Consider the terms used by I-O psychologists to describe leadership styles.)
- Transactional (Incorrect. Transactional leaders focus on achieving organizational goals through a system of rewards and punishments (i.e., transactions). They focus on managing others and maintaining the status quo. This does not describe Finley’s leadership style.)
- Theory X Manager (Incorrect. Theory X managers achieve their managerial goals through punishments and threats rather than enticements and rewards. They think of employees as people who prefer to be led and told which tasks to perform and when. This does not describe Finley’s leadership style.)
- Transformational (Correct. Transformational leaders are charismatic role models, inspirational and optimistic about achieving goals, intellectually stimulating in how they encourage critical thinking and problem solving, and individually considerate.)
A: Transformational

Q: Lydia is a typical or traditional type of manager who focuses on a workplace incentives like bonus pay for good work and longer hours when his team falls behind on a project. What type of leader is Lydia?
- Motivational (Incorrect. This term does not describe the leadership style that Lydia uses. Consider the terms used by I-O psychologists to describe leadership styles.)
- Transformational (Incorrect. Transformational leaders are charismatic role models, inspirational and optimistic about achieving goals, intellectually stimulating in how they encourage critical thinking and problem solving, and individually considerate. This term does not describe the leadership style that Lydia uses.)
- Scientific (Incorrect. This term does not describe the leadership style that Lydia uses. Consider the terms used by I-O psychologists to describe leadership styles.)
- Transactional (Correct. Transactional leaders focus on achieving organizational goals through a system of rewards and punishments (i.e., transactions). They focus on managing others and maintaining the status quo.)
A: Transactional

Q: Which aspect of organizational culture is identified by a company’s language (jargon, slang, and humor) and narratives (stories and legends)?
- espoused values (Incorrect. Espoused values are concepts or beliefs that the management or the entire organization endorses. Consider which aspect of organizational culture is related to language and stories.)
- basic assumptions (Incorrect. Basic assumptions are the rules that allow employees to know which actions they should take in different situations; they are generally unobservable and unquestioned. Consider which aspect of organizational culture is related to language and stories.)
- creative teams (Incorrect. Creative teams are a type of work team used to develop innovative possibilities or solutions. They do not reflect an aspect of organizational culture related to language and stories. //https://courses.lumenlearning.com/waymaker-psychology/chapter/leadership-and-organization/)
- observable artifacts (Correct. Observable artifacts are the symbols, language (jargon, slang, and humor), narratives (stories and legends), and practices (rituals) that represent an organization’s underlying cultural assumptions.)
A: observable artifacts

Q: According to research by Hoogendoorn, Oosterbeek, & van Praag, which type of sales team is likely to bring in the most profits?
- all-male (Incorrect. Review the result of the study by Hoogendoorn, Oosterbeek, & van Praag in which sales and profits outcomes were assessed in project teams with different numbers of males and females.)
- all-female (Incorrect. Review the result of the study by Hoogendoorn, Oosterbeek, & van Praag in which sales and profits outcomes were assessed in project teams with different numbers of males and females.)
- two-thirds male and one-third female (Incorrect. Review the result of the study by Hoogendoorn, Oosterbeek, & van Praag in which sales and profits outcomes were assessed in project teams with different numbers of males and females.)
- gender-balanced (Correct. The Hoogendoorn, Oosterbeek, & van Praag study of project teams found that gender-balanced teams (i.e., nearly equal numbers of men and women) performed better, as measured by sales and profits, than predominantly male teams.)
A: gender-balanced

Q: Leo is a human factors psychologist who breaks down the steps in the factory production lines. He recently visited a cheese factory and recorded the process needed for each employee to get to his or her station. Leo found three recommendations for making the process more safe and effective. This is an example of
- Attention. (Incorrect. Attention involves vigilance and monitoring, recognizing signals in noise, mental resources, and divided attention. This area of study is concerned with how attention is maintained and how to design systems to support attention.)
- Cognitive engineering. (Incorrect. Cognitive engineering involves studying how a worker interacts with software, such as a search engine, to get information.)
- Cognitive task analysis. (Incorrect. Cognitive task analysis involves breaking down the elements of a mental task and answering questions about how decisions, such as which way to turn if a hallway is blocked, are made.)
- Task analysis. (Correct. Task analysis involves breaking down the elements of a task, such as getting to one’s work station, in order to determine how the task be performed more efficiently and safely.)
A: Task analysis.

Q: When airline captain Chelsey Sullenberger “Sully” made the decision to land his plane in the Hudson river after the airplane’s engines died, more research was done to examine how pilots make decisions and what mental steps they take when faced with danger. This is an example of:
- Attention (Incorrect. Attention involves vigilance and monitoring, recognizing signals in noise, mental resources, and divided attention. This area of study is concerned with how attention is maintained and how to design systems to support attention.)
- Task analysis (Incorrect. Task analysis involves breaking down the elements of a task in order to determine how the task can be performed more efficiently and safely.)
- Cognitive engineering (Incorrect. Cognitive engineering involves studying how a worker interacts with software, such as a search engine, to get information.)
- Cognitive task analysis (Correct. Cognitive task analysis involves breaking down the elements of a mental task and answering questions about how decisions, such as how to land a plan in an emergency, are made.)
A: Cognitive task analysis