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After studying artists who would spend hour after hour painting or sculpting with enormous concentration, Csikszentmihalyi formulated the concept of


A) transformational leadership.
B) strengths-based selection.
C) 360-degree feedback.
D) flow.

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Human factors psychologists are most likely to be involved in


A) designing training programs to prepare unemployed persons for existing jobs.
B) exploring how machines can be optimally designed to fit human abilities.
C) assessing the impact of supervisors' management styles on business productivity.
D) matching people's strengths with specific job assignments.

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After discovering that their company's best software developers are highly analytical, personnel psychologists focused their employment ads for additional software developers less on applicants' experience and more on their ability to engage in logical problem solving. This best illustrates their commitment to


A) 360-degree feedback.
B) social leadership.
C) structured interviews.
D) a strengths-based selection system.

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Employees who put in work time but invest little passion or energy into their work are described as


A) resilient.
B) outsourced.
C) not engaged.
D) actively disengaged.

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To increase employee productivity, industrial-organizational psychologists advise managers to


A) adopt a directive leadership style.
B) adopt a democratic leadership style.
C) instill competitiveness in each employee.
D) deal with employees according to their individual motives.

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If given a chance to express their own opinions during a decision-making process, people will respond more positively to the decision. This illustrates


A) unit bias.
B) a voice effect.
C) 360-degree feedback.
D) a strengths-based selection system.

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For each performance review, Professor Donnell is evaluated by her students, colleagues, department chair, and research assistants. This best illustrates


A) homeostasis.
B) the experience of flow.
C) human factors psychology.
D) 360-degree feedback.

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Mr. Walters has many years of experience as a personnel officer for a large corporation. He does not review most job applicants' reference files because he is confident of his ability to predict their future work performance based on his direct face-to-face conversations with them. Mr. Walters' confidence best illustrates


A) 360-degree feedback.
B) the halo error.
C) transformational leadership.
D) the interviewer illusion.

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The best predictor of on-the-job performance for all but less-skilled jobs is


A) age.
B) general mental ability.
C) motivation.
D) stated intentions.

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When researchers monitored the professional accomplishments of more than 1500 highly intelligent individuals, they found that the most successful were more ambitious, energetic, and persistent. This best illustrates the importance of


A) social leadership.
B) 360-degree feedback.
C) achievement motivation.
D) leniency errors.

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The great person theory of leadership suggested that all great leaders


A) demonstrate a directive style.
B) prefer task leadership.
C) use action plans.
D) share certain traits.

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A business setting in which workers have regular opportunities to do what they do best and perceive that they are part of something significant is one that promotes


A) 360-degree feedback.
B) implementation intentions.
C) employee engagement.
D) unstructured interviews.

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Organizational psychologists are most likely to be involved in


A) matching people's strengths with specific job assignments.
B) modifying work environments to improve employee engagement.
C) contributing to the design of user-friendly industrial machines.
D) designing training programs to prepare unemployed persons for existing jobs.

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Jeff, who is 14, engages in rigorous tennis drills or competitive play at least four hours every day because he wants to master the sport and play on one of the best university teams in the country. His goal and behavior best illustrate the concept of


A) set point.
B) 360-degree feedback.
C) human factors psychology.
D) achievement motivation.

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The practice of 360-degree feedback is especially likely to involve


A) unit bias.
B) the experience of flow.
C) behavior checklists and rating scales.
D) transformational leadership.

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Andrea views her work as primarily an opportunity to climb the corporate ladder in pursuit of increasingly better positions. Andrea apparently views her work as a


A) calling.
B) job.
C) contract.
D) career.

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Managers who excel at task leadership typically


A) demonstrate charisma.
B) use a directive style.
C) discourage performance appraisals.
D) use a democratic style.

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Women are more likely than men to exhibit the qualities associated with


A) unit bias.
B) recency errors.
C) transformational leadership.
D) a directive management style.

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To predict effectively the job success of various applicants for a specific work position, psychologists would recommend the development of


A) set points.
B) task leadership.
C) structured interviews.
D) human factors psychology.

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Engaged employees are likely to


A) practice human factors psychology.
B) view their work as a job rather than a calling.
C) prefer working for managers with a directive management style.
D) know what is expected of them at their workplace.

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