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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.

E) B) and C)
F) A) and D)

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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.

E) All of the above
F) A) and D)

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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.

E) A) and C)
F) A) and B)

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Personnel psychology is one of the main subfields of


A) organizational psychology.
B) industrial-organizational psychology.
C) human factors psychology.
D) evolutionary psychology.

E) A) and C)
F) B) and C)

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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.

E) B) and D)
F) A) and C)

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A company executive enhances the success of her sales department by sending a congratulatory note to department employees who exceed their monthly sales quotas. The executive is most clearly making effective use of


A) the experience of flow.
B) a strengths-based selection system.
C) 360-degree feedback.
D) operant conditioning.

E) A) and B)
F) A) and C)

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Modifying management practices and work assignments to increase employee engagement best illustrates the professional concerns of


A) human factors psychologists.
B) clinical psychologists.
C) personnel psychologists.
D) organizational psychologists.

E) B) and C)
F) None of the above

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Chief executives who inspire their colleagues to "transcend their own self-interests for the sake of the collective" demonstrate


A) flow.
B) a directive style.
C) transformational leadership.
D) the great person theory of leadership.

E) B) and C)
F) A) and B)

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Shauna is a company executive who encourages employees to voice their opinions and to participate in developing workplace rules and production goals. Shauna best illustrates


A) the experience of flow.
B) a democratic leadership style.
C) a strengths-based selection system.
D) managing by objectives.

E) All of the above
F) A) and C)

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Business units with high levels of employee engagement experience somewhat


A) more organizational productivity and less employee turnover.
B) less organizational productivity and more employee turnover.
C) more organizational productivity and more employee turnover.
D) less organizational productivity and less employee turnover.

E) A) and D)
F) A) and C)

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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 experience of flow.
C) transformational leadership.
D) the interviewer illusion.

E) A) and B)
F) C) and D)

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People who know how to operate a computer software program often have difficulty imagining what it is like not to know how to operate the program. Their difficulty best illustrates


A) the curse of knowledge.
B) the interviewer illusion.
C) employee disengagement.
D) the leniency error.

E) A) and C)
F) All of the above

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Designing aircraft instrument displays in such a way as to minimize pilots' misperceptions of flight data would be of most direct interest to


A) personnel psychologists.
B) organizational psychologists.
C) evolutionary psychologists.
D) human factors psychologists.

E) None of the above
F) B) and D)

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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) managing by objectives.
B) the experience of flow.
C) human factors psychology.
D) 360-degree feedback.

E) A) and C)
F) None of the above

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Through a task's ups and downs, people best sustain their mood and motivation when they focus on


A) a strengths-based selection system.
B) 360-degree feedback.
C) immediate goals.
D) outsourcing.

E) A) and D)
F) B) and D)

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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.

E) A) and B)
F) B) and C)

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Who first described the concept of flow?


A) Maslow
B) Csikszentmihalyi
C) Owen
D) Norman

E) A) and D)
F) C) and D)

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Jeremy is enthusiastically committed to his work within a company who's 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.

E) None of the above
F) A) and B)

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The same individual may be either considered a great or an inferior coach depending on the strength of the team and its competition. This best illustrates a shortcoming of


A) a strengths-based selection system.
B) 360-degree feedback.
C) structured interviews.
D) the great person theory of leadership.

E) A) and B)
F) All of the above

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Dr. Iverson conducts research focusing on how management styles influence worker motivation. Dr. Iverson would most accurately be described as a(n)


A) motivation psychologist.
B) personnel psychologist.
C) organizational psychologist.
D) human factors psychologist.

E) All of the above
F) B) and D)

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