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Psychology in Modules Eleventh Edition Test Bank

Psychology in Modules Eleventh Edition Test Bank helps you tackle the most challenging questions with clear explanations and problem-solving techniques.

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    Page 1 1. Identify specific situations in which you have experienced a state of flow. Describe some of the features of those situations that helped you to better understand your personal interests and commitments. 2. Describe how a company might initiate annual reviews of employee performance without discouraging worker satisfaction and engagement. 3. Describe the contrasting effects of task leadership and social leadership on employee morale and productivity. Explain why the effectiveness of each style of leadership would depend on the personality traits and cultural background of the employees.

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    Page 2 Answer Key 1. 2. 3.

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    Page 1 1. Those who view their work as a necessary but personally unfulfilling way to make money are said to view work as a A) contract. B) job. C) calling. D) career. 2. Those who view t heir work as a career are especially likely to be concerned about opportunities for A) outsourcing. B) creating action plans. C) transformational leadership. D) increasingly better employment positions. 3. Andrea views her work as primarily an opportunity to climb up the corporate ladder in pursuit of increasingly better positions. Andrea apparently views her work as a A) calling. B) job. C) contract. D) career. 4. Peo ple report the greatest satisfaction with their work and their lives if they A) work only part - time. B) view their work as a calling. C) are strongly motivated by high wages. D) are supervised by managers with a directive style. 5. After studying artists who would spend hour after hour painting or sculpting with focused concentration, Csikszentmihalyi formulated the concept of A) transformational leadership. B) strengths - based selection. C) 360 - degree feedback. D) flow. 6. Flow is characterized by a ________ awareness of self and a ________ awareness of the passing of time. A) heightened; diminished B) diminished; heightened C) heightened; heightened D) diminished; diminished

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    Page 2 7. Work activities t hat are specifically suited to your strengths are most likely to be those associated with the experience of A) flow. B) charisma. C) self - discipline. D) external rewards. 8. Julia is a highly skilled professional violinist. She often becomes so focused and energized by her challenging practice sessions that they last hours longer than she had planned. Her experience best illustrates the concept of A) flow. B) task leadership. C) human factors psychology. D) 360 - degree feedback. 9. Which profession is most directly involved in the application of psychology's principles to the workplace? A) social psychology B) personality psychology C) developmental psychology D) industrial - organizational psychology 10. Developing assessment tools for selecting and placing employees is of most direct relevance to A) clinical psychology. B) organizational psychology. C) human factors psychology. D) personnel psychology. 11. Organizational psychologists are most likely to be involved in A) matching job applicants with specific work assignments. B) modifying work environments in order 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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    Page 3 12. 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. 13. Dr. Thompson develops interview questions that will effectively predict job applicants' success in specific work positions. Her work best illustrates that of a(n) ________ psychologist. A) personnel B) organizational C) human factors D) clinical 14. The main goal of a career counseling science is to A) match people to vocations with a good person - environment fit. B) design machines that optimally fit human abilities. C) determine which leadership style is best for creating employee engagement. D) design training programs for specific knowledge - related jobs. 15. Hiring job applicants who have the qualities best suited for success in the job for which they are applying illustrates A) human factors psychology. B) 360 - degree feedback. C) strengths - based selection. D) employee engagement. 16. 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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    Page 4 17. Work activities that are specifically suited to your strengths are most likely to be those associated with the experience of A) flow. B) 360 - degree feedback. C) implementation intentions. D) external rewards. 18. Alonzo spends his evenings working out solutions to complex engineering problems from work. On weekends, he scours the Internet for new problems to solve. Alonzo's behavior illustrates A) flow. B) 360 - degree feedback. C) implementation intentions. D) external rewards. 19. Unstructured interviews provide a ________ predictor of on - the - job performance than aptitude tests and a ________ predictor of on - the - job performance than job knowledge tests. A) better; worse B) worse; better C) better; better D) worse; worse 20. Personnel selection research indicates that for all but less - skilled jobs, the quality of a job applicant's on - the - job performance is best predicted by the applicant's A) implementation intentions. B) general mental ability. C) leadership style. D) optimism. 21. 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 experience of flow. C) transformational leadership. D) the interviewer illusion.

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    Page 5 22. When meeting job applicants, employers often discount the influence of varying situations on applicants' behaviors and presume that what they observe applicants do and say reflects the applicants' enduring personality traits. This most clearly contributes to A) 360 - degree feedback. B) the interviewer illusion. C) strengths - based selection systems. D) the experience of flow. 23. If interviewers instantly like a job applicant because of his or her good looks, they may judge the person's complimentary remarks as indicating “polite manners” rather than “manipulative flattery.” This best illustrates the impact of ________ on the interpretation of interviewees' responses. A) transformational leadership B) interviewers' preconceptions C) 360 - degree feedback D) a strengths - based selection system 24. To predict effectively the job success of various applicants for a specific work position, psychologists would recommend the development of A) flow. B) task leadership. C) structured interviews. D) human factors psychology. 25. Dr. MacCollum analyzes a job, scripts interview questions, and trains interviewers to ask the same questions, in the same order, to all applicants, rating each applicant on an established scale. Her work best illustrates that of a(n) ________ psychologist. A) personnel B) organizational C) human factors D) clinical 26. Scales and checklists on which supervisors indicate the extent to which a worker is productive, follows correct procedures, and attends to customers' needs are designed primarily for the purpose of improving A) unstructured interviews. B) social leadership. C) performance appraisal. D) a directive style of management.

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    Page 6 27. Which of the following is NOT a performance appraisal method? A) checklist B) strengths - based selection C) graphic rating scale D) behavior rating scale 28. Full and clear communication regarding Kelsey's effectiveness as a customer service manager is enhanced by the performance appraisals she periodically receives from fellow managers, subordinates, customers, and her supervisor. This best illustrates the value of A) experiencing flow. B) structured interviews. C) 360 - degree feedback. D) task leadership. 29. The practice of 360 - degree feedback is especially likely to involve A) a democratic management style. B) the experience of flow. C) behavior checklists and rating scales. D) transformational leadership. 30. Carlos is so friendly and likable that his job supervisors and co - workers often appraise his work skills and performance more positively than is actually warranted. This best illustrates evaluators' vulnerability to A) human factors psychology. B) the interviewer illusion. C) the experience of flow. D) halo errors. 31. When performance apprai sal is based only on the employee's latest behavior, which may not be indicative of her overall performance, the employer is committing A) a severity error. B) a recency error. C) 360 - degree feedback. D) a halo error.

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    Page 7 32. Paul is seldom absent from work. However, an illness the previous week forced him to miss work for a day, and his supervisor evaluated his performance less positively than was warranted. This best illustrates the supervisor's vulnerability to A) the interviewer illusion. B) leniency errors. C) recency errors. D) the halo effect. 33. In the process of generating humanitarian reforms in a cotton mill in Scotland, Robert Owen demonstrated A) flow. B) outsourcing. C) the halo effect. D) transformational leadership. 34. 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. 35. 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. 36. 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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    Page 8 37. Jeremy is enthusiastically committed to his work within a company whose customer service goals are aligned with his own personal sense of occupational calling. Jeremy best illustrates A) strengths - based leadership. B) transformational leadership. C) 360 - degree feedback. D) employee engagement. 38. 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. 39. Expecting every full - time university professor to teach the same number of courses and engage in the same amount of research would A) interfere with the practice of 360 - degree feedback. B) help to promote social leadership. C) fail to adequately develop the unique strengths of each professor. D) facilitate the professors' experience of flow. 40. By praising their employees' positive behaviors, managers often encourage their workers to continue laboring productively. This best illustrates the value of A) reinforcement. B) 360 - degree feedback. C) a democratic management style. D) experiencing flow. 41. As a business manager, Julie often calls her employees' attention to their occasional mistakes while withholding praise for their many accomplishments. Julie fails to take full advantage of a basic principle of A) 360 - degree feedback. B) operant conditioning. C) task leadership. D) human factors psychology.

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    Page 9 42. The on - time completion of major work projects is most clearly facilitated by A) reducing flow. B) scripting structured interviews. C) receiving 360 - degree feedback. D) stating implementation intentions. 43. A specification of when, where, and how to achieve the subgoals necessary for completion of a major task is called a(n) A) psychological contact. B) state of flow. C) action plan. D) engagement. 44. Leaders who set target dates for the completion of specific measurable goals best illustrate A) transformational leadership. B) managing by objectives. C) 360 - degree feedback. D) the experience of flow. 45. Managers who excel at task leadership typically A) demonstrate charisma. B) use a directive style. C) discourage performance appraisals. D) use a democratic style. 46. Alex is a company manager who dictates workplace rules and task assignments without giving employees much opportunity to voice their task preferences or workplace concerns. Alex best illustrates A) strengths - based selection. B) transformational leadership. C) 360 - degree feedback. D) a directive leadership style. 47. Managers with a task - leadership style would be most likely to A) mediate a conflict between two argumentative employees. B) give employees a high degree of freedom to develop their own work procedures. C) remind employees of the exact deadlines for the completion of work projects. D) avoid closely monitoring the productivity of individual employees.

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    Page 10 48. A group - oriented manager who mediates conflicts and builds effective teamwork demonstrates A) 360 - degree feedback. B) the experience of flow. C) social leadership. D) a directive management style. 49. 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. 50. Leaders with a goal - based vision that they clearly communicate in a way that inspires their group to follow them are said to demonstrate A) flow. B) charisma. C) 360 - degree feedback. D) human factors psychology. 51. Motivating workers to identify with and commit themselves to a group mission best illustrates A) a strengths - based selection system. B) 360 - degree feedback. C) a directive management style. D) transformational leadership. 52. Women are more likely than men to exhibit the qualities associated with A) a voice effect. B) recency errors. C) transformational leadership. D) a directive management style. 53. Effective managers often demonstrate ________ levels of task leadership and ________ levels of social leadership. A) high; low B) low; high C) low; low D) high; high

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    Page 11 54. 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) task leadership. B) a voice effect. C) 360 - degree feedback. D) a strengths - based selection system. 55. Effectively designing physical environments — such as the layout of a kitchen in a way that maximizes safe and efficient meal preparation — is of special interest to A) personnel psychologists. B) organizational psychologists. C) clinical psychologists. D) human factors psychologists. 56. Human factors psychologists would be most likely to aid in the design of A) computer keyboards. B) weight - reduction programs. C) protective clothing. D) classroom management techniques. 57. An engineer who understands how to design and use a home theater system may find it hard to mentally simulate what it's like not to know how to operate the system. The engineer's difficulty illustrates A) a voice effect. B) 360 - degree feedback. C) the curse of knowledge. D) the interviewer illusion.

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    Page 12 Answer Key 1. B 2. D 3. D 4. B 5. D 6. D 7. A 8. A 9. D 10. D 11. B 12. B 13. A 14. A 15. C 16. D 17. A 18. A 19. D 20. B 21. D 22. B 23. B 24. C 25. A 26. C 27. B 28. C 29. C 30. D 31. B 32. C 33. D 34. C 35. B 36. D 37. D 38. C 39. C 40. A 41. B 42. D 43. C 44. B

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    Page 13 45. B 46. D 47. C 48. C 49. D 50. B 51. D 52. C 53. D 54. B 55. D 56. A 57. C

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