5/13/2019
1. Conducting job analysis to be able
INDUSTRIAL PSYCHOLOGY
PROF. RENZ LOUIS T. MONTANO, RPM
Job Analysis
- Foundation of all HR functions
- Work analysis – thorough Job
analysis
KSAO’S
-Competencies
-Job Specifications
1. Conducting job analysis to be able
to identify if the applicant possesses
the necessary KSAO’s to perform the
job exemplifies the importance of the
process in _.
A. Training
B. Employee selection
C. Personpower Planning
D. Performance Appraisal
to identify the necessary KSAO’s to
perform the job exemplifies the
importance of the process in _.
A. Training
B. Employee selection
C. Personpower Planning
D. Performance Appraisal
Personpower Planning
• worker mobility
• Peter Principle: promoting
employees until they reach
their highest level of
incompetence
Purposes of Job Analysis
- Job description
- Selection
- Training
- Person Power Planning
- Performance Appraisal
- Job Classification
- Job Evaluation
- Job Design
- Organizational Analysis
1
 5/13/2019

What is a good Job Description? 2. Which of the following should a

8 SECTIONS: company do to address the Peter
1. Job title Principle?
2. Brief Summary A. Promote the best employee from
3. Work Activities the most similar job
4. Tools and Equipment Used B. Make use of other rewards other
5. Job Context (environment) than promotion
6. Work Performance C. Make use of cross-training
7. Compensation Information – salary
grade D. All of the above can address Peter
8. Competencies Principle

3. Which of the KSAO’s can Conducting Job Analysis

no longer be enhanced by
training? Step 1: Identify Tasks Performed
A. Knowledge ▪ Existing info, Interview SME’s
B. Skills ▪ Ammerman Technique
C. Abilities ▪ Observation
D. All can be enhanced ▪ Job participation

Conducting Job Analysis Conducting Job Analysis

Step 3: Rate Task Statements

Step 2: Write Task Statements task analysis—a group of SMEs rate each task statement on
▪task inventory the frequency and the importance

▪Where, how, why and when Step 4: Determine Essential KSAOs

Knowledge – target & wind condition
Skill – Shooting a gun
Ability – Vision, strength, stability, aim
Others – Weapon certification

Step 5: Selecting Tests to Tap KSAOs

2
 5/13/2019

4. This refers to the process of 5. A job analyst living and working

determining the monetary worth together with construction workers
of a job is using which job analysis method?
A. Simulation
A. Job analysis
B. Vestibule Training
B. Job evaluation
C. Job Participation
C. Performance appraisal D. Ammerman Technique
D. Performance Management

6. KSA in training stands for _ 7. Which of the following will result

A. Knowledge, Skills, Attitude to competitive promotion?
B. Knowledge, Skills, Aptitude A. Internal Recruitment
C. Knowledge, Skills, Abilities B. External Recruitment
D. Keep it simple, always! C. Internal Pay Equity
D. External Pay Equity

Job Evaluation
- how much employees in a
position should be paid
- Job’s worth

Stage 1: Internal Pay Equity

• compensable job factors – responsibility,
physical and mental demands etc.

3
 5/13/2019

Job Evaluation Recruitment

Stage 2: External Pay Equity
• salary surveys - sent to other organizations
• market position - where an organization
wants to be in relation to the
compensation policies of others
• direct compensation
Recruitment - attracting people with
the right qualifications (as determined
in the job analysis) to apply for the job
▪External recruitment
▪Internal recruitment

8. The following are purposes for using a blind
box ad. Which is NOT?
A. the organization doesn’t want its name in
public
B. the company might fear that people
wouldn’t apply
C. the company would like to attract its own
customers to apply
D. the company needs to terminate an
employee but wants to find a replacement
first
9. When you were eating in a fast food chain,
the placemat that comes along with the tray was
actually an application form if you want to be a
part of that company. The vacancies were put on
the side of the place mat. The food chain used
which recruitment technique?
A. Job Posting
B. Point-of-Purchase
C. Referral
D. Blind Box

10. "General Manager: Seeking position as General 11. _ look for applicants for higher-paying and
Manager in Hotel /Motel Restaurant operation. Six managerial level jobs while _ look for applicants
years of experience in all aspects of hospitality for blue-collar jobs
industry (includes personnel, food and beverage,
sales, training). Excellent references available upon A. Employment Agency; Public Employment
request. Reply to Box 3349, East Barre, Vermont." Agency
This advertisement BEST exemplifies a(n): B. Executive search firms; Public
A. External Recruitment Ad Employment Agency
B. Internal Recruitment Ad C. Executive search firms; Employment
C. Situation Wanted Ad Agency
D. Newspaper Ad D. Public Employment Agency; Employment
Agency

4
 5/13/2019

Employment Agencies and Search Firms 12. Applicants recruited through _ are more
1. Employment agency – finds jobs for applicants and finds likely to be hired and have longer tenure with
applicants for organizations. an organization than are employees recruited
▪ charge either the company or the applicant through other means.
▪ Disadvantage: loses some control over its A. Job Posting
recruitment process
2. Executive Search Firms – “head hunters” B. Blind Box
▪ higher-paying, nonentry-level positions C. Referral
▪ charge their fees to organizations D. Executive Search Firms
3. Public Employment Agencies
▪ blue-collar and clerical positions Referral - a current employee refers a friend or
▪ No cost involved in hiring the applicants family member for a job.

13. Research has indicated that 14. The HR personnel presented you the
employees referred by unsuccessful nature of your work, your task and duties,
employees had _ than did employees the location of your work, the expected
who had been referred by successful output from you, the equipment you will use
and who you will work with. You were
employees.
presented a/the _.
A. Longer tenure A. Realistic Job Preview
B. Shorter tenure B. Job Design
C. Lower motivation C. Job Description
D. Higher motivation D. Work Activities

15. A valid selection test is one 16. What is the first step in constructing a
structured interview?
that is based on job analysis. A. Creating a scoring key
This talks about _. B. Removing primacy effects
A. Criterion Validity C. Conducting a job analysis
D. Writing questions
B. Face Validity
1. Based on Job Analysis
C. Construct Validity 2. Same questions to all applicants
D. Content Validity 3. Standardized scoring key

5
 5/13/2019

Problems with unstructured interview 17. “You said to me that your schedule might conflict
with your review classes to be a psychometrician.
1. Poor intuitive ability What does it mean to you to get your license? What
2. Lack of job relatedness will you be qualified to do?”
A. Clarifier
3. Primacy effect
B. Disqualifier
4. Contrast effect C. Past-focused
5. Negative information bias D. Future-focused
6. Interviewer-Interviewee Similarity Skill-level determiner
7. Interviewee Appearance Organizational-fit
8. Nonverbal Cues questions

18. The written output of job 19. “An applicant for a job as automotive
mechanic might be asked to fix a torn fan belt; a
analysis secretarial applicant might be asked to type a
letter; and a truck-driver applicant might be
A. Job title asked to back a truck up to a loading dock.” This
selection technique is known as _.
B. Work activities A. Assessment Centers
C. Realistic Job Preview B. Simulation
C. In-basket Technique
D. Job Description D. Work Sample

20. _ is the best predictor in 21. A psychological test designed to

most occupations and for most predict an applicant’s tendency to steal
criteria. A. Integrity test
B. Rorschach Inkblot Test
A. Agreeableness
C. Minnesota Multiphasic Personality
B. Emotional Stability Inventory
C. Conscientiousness D. Graphology
D. Extraversion ShrinkageThe amount of goods lost by an organization
as a result of theft, breakage, or other loss.

6

22. Companies investigates one’s credit
history because
A. Employers believe that people who owe
money might be more likely to steal or
accept bribes
B. employees with good credit are more
responsible and conscientious and thus will
be better employees
C. both of these
D. none of these
24. With test-retest reliability, the time
interval between administrations usually
ranges from three days to three months.
With alternate-forms reliability, the time
interval should be
A. Longer than test-retest
B. Same as test-retest
C. As short as possible
D. A year after the first set
Validity generalization (VG)
The extent to which inferences
from test scores from one
organization can be applied to
another organization.
5/13/2019
23. The following are guidelines in making
best use of rejection letters. Which is
INCORRECT?
A. Send rejection letters or emails to
applicants
B. Explain who was hired and what their
qualifications were
C. Do not include the name of a contact
person
D. Send the rejection letter immediately
25. _ is based on the assumption that tests
that predict a particular component (e.g.,
customer service) of one job (e.g. a call
center for a bank) should predict
performance on the same job component for
a different job
A. Construct validity
B. Concurrent validity
C. Validity generalization (VG)
D. Synthetic validity
25. _ is based on the assumption that tests
that predict a particular component (e.g.,
customer service) of one job (e.g. a call
center for a bank) should predict
performance on the same job component for
a different job
A. Construct validity
B. Concurrent validity
C. Validity generalization (VG)
D. Synthetic validity
7

Making the Hiring Decision
▪ Top-down selection - Selecting applicants
in straight rank order of their scores.
▪ Rule of three
▪ Passing score - minimum test score that an
applicant must achieve to be considered
for hire.
▪ Multiple cut-off approach
▪ Multiple hurdle approach
▪ Banding – grouping similar test scores
27. As the number and variety of tests used
in selection increases, the decision who to
hire becomes more difficult. It is suggested
that the test scores must be combined and
weighted to how well it predicts the
criterion. One should make use of _.
A. Simple Linear Regression
B. Multiple Regression
C. Factor Analysis
D. Pearson-R
Performance Appraisal
Step 1: Determine the Reason for Evaluation
▪ forced-choice rating scale - excellent for determining
compensation but not for training purposes
▪ 360-degree feedback is an excellent for improving
performance but not for determining salary increases
Purposes of appraisal:
• employee feedback and training
• determining salary increases
• making promotion decisions
• making termination decisions
• and conducting personnel research.
5/13/2019
26. _ determines who will perform at
an acceptable level whereas _
determines who will perform best.
A. Multiple cutoff; Multiple hurdle
B. Multiple hurdle; Multiple cutoff
C. Passing score; Top-down
D. Top-down; Passing score
28. A company is looking for an HR Associate with the
following qualifications: Has a college degree, confident,
has a minimum experience of 2 years, does not have a
criminal record, can conduct interviews and a minimum
IQ of 110. The applicant went through ALL the
necessary procedures just to know he fell short on the
required length of experience. This is an example of _.
A. Multiple-cutoff approach
B. Multiple-hurdle approach
C. Full-circle feedback
D. Top-down approach
Performance Appraisal
Step 2: Identify Environmental and
Cultural Limitations
Step 3: Determine Who Will Evaluate
Performance
8
 5/13/2019

29. With an understanding of the 360- Performance Appraisal

degree feedback, we could say that
supervisors see the _ of an employee’s
efforts, peers often see the _.
A. Undesirable; Desirable
B. Desirable; Undesirable
C. Actual Behavior; Results
D. Results; Actual Behavior
Step 4: Select the Best Appraisal
Methods to Accomplish Your Goals
▪ Decision 1: Focus of the Appraisal Dimensions
focus on traits, competencies, task types, or
goals.
▪ Decision 2: Should Dimensions Be Weighted?
▪ Decision 3: Use of Employee Comparisons,
Objective Measures or Rating

30. “Checks attendance before the start Employee

of class” and “Starts and ends the class Comparisons
on time” are examples of questions in 1. Rank order
employees are
which performance appraisal dimension? ranked from best to
A. Trait-focused worst.
2. Paired comparison
B. Competency-focused a group of
C. Task-focused employees to be
ranked are
D. Goal-focused compared one pair
at a time

31. Supposed you have 10 employees, 32. A performance appraisal method in

how many pairs would you be able to which a predetermined percentage of
make if you would use the paired- employees are placed into a number of
comparison technique? performance categories from poor to
A. 45
B. 50
C. 90
n (n - 1) excellent
A. Graphic Rating Scales
B. Forced Distribution
D. 100
2 C. Paired Comparison
D. Behaviorally Anchored Rating Scale

9
 5/13/2019

Objective measures
▪ Graphic rating scale - rating employee
Forced Distribution Technique performance on an interval or ratio scale.
Or rank and yank
D
C ▪ Behavioral checklist
I B F
J H A E G
P BA AVE AA E
10% 20% 40% 20% 10%

33. A newly opened casino is having a mass hiring. An
HR personnel was tasked to be able to set appointment
for 100 aspiring dealers in 1 month. The HR personnel
is known to be very skilled in recruiting. However, he
was not able to accomplish this because the casino was
not located very well and people don’t want to apply
resulting to his low appraisal rating. This is an example
of contamination which is most likely found in a _.
A. Forced Distribution
B. Graphic-rating scale
C. Paired Comparison
D. Behavioral checklists
Step 5: Train Raters
Step 6: Observe and Document Performance
❑ Critical incidents - the supervisor records behaviors
that were observed on the job and rates the
employee on the basis of that record.
Step 7: Evaluate Performance
Proximity Errors, Infrequent observation
Step 8: Communicate Appraisal Results to
Employees
Step 9: Terminate Employees
Step 10: Monitor the Legality and Fairness of the
Appraisal System

34. Mrs. Rivera, who have been a professor in the Legal Reasons for termination
Colegio for almost 50 years is confident that she ▪ Probationary Period
will not be terminated immediately despite how ▪ Inability to Perform
strict she is towards the students because of her ▪ Reduction in Force (Layoff)
reputation and tenure. We can say that the
▪ Violation of Company Rules
institution has been using this approach for their
seasoned employees. 1. The rule must exist
2. The rule must be communicated
A. Progressive discipline
3. Prove that the employee violated the rule
B. Employment-at-will
4. extent to which the rule has been equally
C. Termination-at-will enforced
D. Step-by-step termination 5. extent to which the punishment fits the crime

10

35. You examine the job descriptions for
every position in your company and
determine that every employee must know
how to use Excel to be successful. What
level of analysis is this?
A. Organizational analysis
B. Task analysis
C. Operational analysis
D. Person analysis
Choosing the best training method
37. Squidward is being trained how to use a cash
register but with the added pressure of employees
acting as angry customers. Their focus is NOT
more on the interpersonal skill but on the
efficiency in using the machine. Krusty Krab is
using this training technique to train Squidward.
A. Simulation
B. Role-play
C. Case Study
D. Living case
5/13/2019
Needs Analysis
36. A school is currently training its HR
employees. As part of the module, they were
asked to discuss and try to provide a solution to
the significant number of teachers resigning every
school year. This is actually happening in their
organization. Their trainers made use of what we
call _.
A. Simulation
B. Role-play
C. Case Study
D. Living case
38. Role-play trains employees by acting
out _ behaviors whereas behavior
modeling make use of _ behaviors.
A. Normally performed; Ideal
B. Ideal; Normally Performed
C. Incorrect; Correct
D. Correct; Incorrect
11

39. In modelling, the following are ideal
characteristics of an observer. Which is NOT?
A. must pay attention to the behavior of other
employees
B. must be similar to us, who are successful,
and who have status
C. must be able to retain the information that is
being modeled
D. must have the ability or skill to reproduce the
behavior
41. Benjo is a technician working with a veteran
technician. He will initially help him by carrying
supplies, picking up parts from suppliers, and
holding tools. But with time, Benjo is taught the
necessary knowledge and skills for this job. This
type of training used in crafts and trades is
known as _.
A. Apprenticeship
B. On-the-job Training
C. Coaching
D. Mentoring
43. Using pretest and posttest to
assess training effectiveness is a
way of measuring _.
A. Employee reactions
B. Employee learning
C. Application of training
D. Business impact
5/13/2019
40. The following are advantages of
cross-training EXCEPT
A. Allows for lateral transfer
B. Improves job satisfaction
C. Serves as a training for managerial
position
D. Expands employees’ level of
responsibility
42. Which of the following would benefit
MOST from overlearning?
A. A bank teller learning how to balance
cash drawer
B. A customer service staff receiving
bills payment
C. A first aider learning to conduct CPR
D. A security guard learning how to
check bags
44. _ is MOST associated with salary
and setting high goals while _ is
MOST associated with number of
promotions.
A. Conscientiousness; Extraversion
B. Emotional Stability; Openness
C. Conscientiousness; Openness
D. Emotional Stability; Extraversion
12
 5/13/2019

Motivation

Theories of ▪ internal force that drives a worker to

Motivation
action
▪ external factors that encourage
that action.
▪ motivation determines whether the
worker will do it properly

Korman’s Consistency
Intrinsic and Extrinsic Motivation Theory
❑ Intrinsically motivated
❑ enjoy performing the actual tasks ▪ Self-esteem - the extent to
❑ enjoy the challenge of successfully which one views himself as
completing the task. valuable and worthy.
❑ Extrinsically motivated
▪ There is a positive correlation
❑ motivated to receive reward
between self-esteem and
❑ or to avoid negative consequences (Deci
& Ryan, 1985). performance.

45. A manager who believes in Consistency

Korman’s Consistency Theory Theory will do the following EXCEPT
A. Allow employees to attend self-esteem
workshops
Chronic One’s overall feeling B. Give easy tasks to employees that they will
Self-esteem about himself. certainly succeed
Situational feeling about himself in a C. Express negative comments to the
Self-esteem
(self-efficacy) particular situation employees to challenge them to perform
better
Socially
Influenced
how one feels about himself based
on the expectations of others.
D. Allow the employee to feel that you are
Self-esteem confident that he will do well

13

46. A computer programmer might believe he is a
terrible person whom nobody likes has a low _ but
feels that he can program a computer better than
anyone has high _.
A. Chronic Self-esteem; Situational Self-esteem
B. Personal Self-esteem; Chronic Self-esteem
C. Situational self-esteem; Socially Influenced
Self-esteem
D. Personal Self-esteem; Situational Self-
esteem
47. According to Job Characteristics Theory, a
job will have a motivating power to an
employee if the following are present EXCEPT
A. provide them with feedback of the results
of their efforts
B. connect their efforts to an outcome
C. they are personally responsible for the
outcome of their work
D. allowed to develop and master a single
skill
49. Job rotation, job enrichment and
job enlargement satisfy which need in
Maslow’s hierarchy?
A. Self-actualization needs
B. Physiological needs
C. Ego needs
D. Safety needs
5/13/2019
Job Characteristics Theory by
Hackman and Oldham
Job
Characteristic
1. Skill Variety variety of activities that involve
different skills and talents
2. Task Identity The job has a beginning and an end
with a tangible outcome
3. Task Significance The job affects the lives or work of
other people.
4. Autonomy The job allows the individual
substantial freedom, independence,
and discretion
5. Feedback Gives the individual direct and clear
information about his performance
48. Factory workers stitch company logos on
shirts created by other workers. They are closely
monitored by a supervisor, and they are seldom
appreciated by the community. Their outputs are
checked by another batch of employees. These
conditions will result to the following according to
JCT.
A. Low Autonomy; High Task Significance
B. High Feedback; Low Autonomy
C. Low Autonomy; Low Task Significance
D. High Skill Variety; Low Feedback
50. Employees would say that there is no
advancement in their company, yet they
remain satisfied in their jobs. Which of the
following theories would be MOST
appropriate in understanding their
motivation?
A. Herzberg’s Two-Factor Theory
B. Maslow’s Hierarchy of Needs
C. Alderfer’s ERG theory
D. Locke’s Goal-setting Theory
14
 5/13/2019

Maslow’s Hierarchy 51. Jonathan would say that the company he has
been working for pays well, has good
-Satisfaction-progression coworkers, safe working environment and fair
company policy. However, there is no challenge
principle and achievement, so he is neither dissatisfied
nor satisfied in his job. This scenario would be
BEST understood using
Alderfer’s ERG Theory A. Herzberg’s Two-Factor Theory
- Frustration-regression B. Maslow’s Hierarchy of Needs
C. Alderfer’s ERG theory
principle D. Locke’s Goal-setting Theory

Two-Factor Theory or Dual-Structure Theory

Two-Factor Theory or
Dual Structure Theory
by: Frederick Herzberg
Motivator intrinsic to the work itself
(e.g. achievement and
factors recognition)
Hygiene factors extrinsic to the work itself
(e.g. pay and job security)

Integration of Maslow’s Hierarchy, 52. In Dual-Structure Theory, Motivator

ERG and Two-Factor Theory
factors relate to the following EXCEPT
A. Challenge, Growth, Responsibility,
Interesting Work
B. Job related elements
C. Intrinsic motivation
D. Maslow’s higher needs

15
 5/13/2019

53. The following are TRUE about feedback
EXCEPT
A. should be provided to employees on their
progress in reaching their goals
B. feedback best increases performance
when it is positive and informational
C. supervisors should indicate their
willingness to provide feedback
D. feedback is most effective when it is
negative and controlling
54. Threatening an employee with a three-day
suspension will be effective only if he needs
the money or doesn’t like being off work;
yelling at an employee will be effective only if
the employee does not like being yelled at.
These matches with the suggestion of _.
A. Herzberg
B. BF Skinner
C. Maslow
D. Hackman and Oldham

55. Your boss told you “finish the report Premack Principle
first before you interview applicants” ❑ reinforcement is relative both
because he knows how rewarding it is for
within an individual and between
you to interview them. He follows what we
call individuals.
A. Premack Principle Reinforcement hierarchy
B. Vicarious learning ❑ a rank-ordered list of reinforcers
C. Task chaining for an individual.
D. None of the above

56. An incentive plan in which 57. Another term for earnings-

employees receive pay bonuses based at-risk
on performance appraisal scores
A. Earnings-at-risk A. Gain sharing
B. Merit Pay B. Stock options
C. Pay for performance C. Pay for performance
D. Gain Sharing
D. Merit Pay

16
 5/13/2019

58. If the employee works extra hours, he

Expectancy Theory by Victor Vroom
Expectancy (E)
Effort leads to
Performance
Instrumentality (I)
Performance lead to
reward
The value of the reward
Valence (V)
(or punishment)
expects to be rewarded, or if he is
inexcusably absent from work, he expects
to be punished. This is known as _ in
Expectancy Theory.
A. Expectancy
B. Instrumentality
C. Valence
D. Reward

59. Threatening an employee with a three-day
suspension will be effective only if he needs
the money or doesn’t like being off work;
yelling at an employee will be effective only if
the employee does not like being yelled at.
These matches with the suggestion of _.
A. Douglas McGregor
B. Stacy Adams
C. Hackman and Oldham
D. Victor Vroom
60. The following are characteristics of
effective punishment. Which is NOT?
A. Done in front of other employees and
not in private
B. Employee must be shown alternative
ways of behaving
C. Not too lenient and not too severe
D. Employee must understand why he is
being punished

61. Two students gave similar answers in an

oral recitation, yet one gets an incentive while Equity Theory by Stacy Adams
the other one did not. This will result to a
decreased motivation of the second student INPUT OUTCOME
which can be BEST explained by whose Effort, Education, Good coworkers,
theory? Work exp learnings,
A. Herzberg pay/benefits
B. Victor Vroom Outcome
C. Stacy Adams
D. Edwin Locke Input

17
 5/13/2019

62. Employee A has lower input/output 1. They evaluate how they are
ratio than other employees. In Equity
theory, this only means that he is being treated
A. He might be paid more compared to 2. they form a perception of how a
others “comparison-other” is being
B. He might be paid less compared to treated.
others 3. they compare their own
C. He is lazy circumstances with those of the
D. He is hardworking comparison-other

Underpaid employees
▪ works less hard
▪ becomes more selfish
▪ has lower job satisfaction
Overpaid employees
▪ does not feel guilty
▪ works harder
▪ becomes more team oriented

63. A chamber of commerce director who spent 10 years 3 Types of Employee Commitment
making business contacts, getting funding for a new
building, and earning the trust of the local city council. Affective
Though she could take a new job with a chamber in a
different city, she would need to spend another 10 years
▪cares about the organization
with that chamber just to make the gains she has already
made. Which type of commitment does she have towards
Normative
her company? • Obligated to remain bec. of company
A. Affective commitment investment
B. Normative commitment
C. Reciprocity commitment
Continuance
D. Continuance commitment ▪due to the time, expense, and effort
▪Difficulty finding another job

18

64. In the study of Judge (1993) about life
satisfaction and job satisfaction, the
results show that people who are _ with
their life and _ with their jobs will NOT
leave their jobs.
A. Happy; Unhappy
B. Unhappy; Happy
C. Unhappy; Unhappy
D. Happy; Happy
Social information processing
theory or social learning theory
❑ employees observe the levels of
motivation and satisfaction of other
employees and then model those levels
(Salancik & Pfeffer, 1977).
3 Aspects of Organizational Justice
Distributive justice
▪ fairness of the actual decisions
Procedural justice
▪ fairness of the methods used to arrive at the
decision.
Interactional justice
▪ fairness of the interpersonal treatment
employees receive
5/13/2019
65. If an organization’s older employees work
hard and talk positively about their jobs and
their employer, new employees will model this
behavior and be both productive and satisfied
and the reverse is also true. Such assumption
will come from _
A. Social information processing theory
B. Social learning theory
C. Cognitive-Affective Processing System
D. Both A and B
66. Did one manager get a higher budget
than another? Was the higher raise
received by one employee justified? Did
the right employee get promoted? – These
are examples of issues under _.
A. Distributive Justice
B. Procedural Justice
C. Interactional Justice
D. Organizational Justice
67. College professors are given teaching loads for a
specific semester. Although it is the department head
who assigned them to the subjects, they are free to
structure the syllabus, allocate percentages in
grading, determine course requirement and choose
when and where to have the class. This is called _
which attempts to satisfy _ needs.
A. Job Enlargement; Esteem
B. Job Enrichment; Esteem
C. Job Enrichment; Self-actualization
D. Job Enlargement; Self-actualization
19
 5/13/2019

68. A job can be enlarged in two ways.

❑ Job rotation
perform several different jobs in an
organization.
❑ Job enlargement
given more tasks to do at one time.
❑ Job enrichment
given more responsibility over the tasks
and decisions related to their job.
Campion & McClelland (1993) found
that knowledge enlargement _ job
satisfaction and task enlargement _ it.
A. Decreases; Increases
B. Increases; Decreases
C. Both decrease job satisfaction
D. Both increase job satisfaction

69. Which theory hypothesizes Job Characteristics Theory

that enriched jobs are the most Skill variety
satisfying?
A. Equity T ask identity
B. JCT Job Characteristics Theory
by Hackman and Oldham
T ask significance
C. ERG Autonomy Job Diagnostic Survey (JDS)
measures the extent to which
D. Two-Factor F eedback these characteristics are
present

70. Which of the following is an Rewards for attending

absenteeism reduction Financial incentives
▪ Well-pay – paid for unused sick leave
method? ▪ Financial bonus or cash reward
A. Interesting work ▪ Games - games such as poker and bingo
are used to reward attendance.
B. Good salary Time-off
C. Games ▪ Paid time off program (PTO) - all paid
vacations, sick days, holidays, are
D. In-basket technique combined.

20
 5/13/2019

Leader emergence 71. People scoring high on this one

certain types of people will become leaders tend to have the most leadership
and certain types will not.
experience and are rated by others
3 Aspects of motivation to lead as having high leadership potential.
Affective identity motivation A. Affective identity motivation
- enjoy leading
Noncalculative motivation
B. Noncalculative motivation
- personal gain. C. Social-normative motivation
Social-normative motivation D. Calculative motivation
- sense of duty or responsibility.

72. High performance managers have a 73. In Blake & Mouton (1984)
leadership motive pattern, which is a _ Managerial Grid, these types of
need for power and a _ need for leaders are considered to be the
affiliation (McClelland and Burnham, BEST
1976 & McClelland and Boyatzis, 1982)
A. Task-centered leaders
A. Low; High 3 Needs Theory or
B. High; High Learned needs theory
B. Team leadership
C. Low; Low “Leadership motive C. Impoverished leadership
D. High; Low pattern” D. Middle-of-the-road leadership

II I
H Country Club (MG) Team (MG) 73. In Blake & Mouton (1984)
Person Orientation

Managerial Grid, these types of

leaders are considered to be the
Middle of the Road (MG)
BEST
A. Task-centered leaders
Impoverished (MG) Task centered (MG)
B. Team leadership
L
IV
C. Impoverished leadership
III
Task orientation D. Middle-of-the-road leadership
L H

21
 5/13/2019

II I
Country Club (MG) Team (MG) 74. Integrating the Ohio States Studies (OS), the
H
Person Orientation

Managerial Grid (MG) and McGregor’s theory,

Consideration (OS) the following are ACCURATE about a theory X
Theory Y leader. Which is NOT?
Middle of the Road (MG)
A. task-centered leaders (MG)
B. high in initiating structure (OS)
Impoverished (MG) Task centered (MG) C. impoverished leaders (MG)
Initiating (OS) D. lead by giving directives, setting goals, and
L Theory X making decisions without consulting their
IV
III subordinates.
Task orientation
L H

75. Integrating the Ohio States Studies

(OS), the Managerial Grid (MG) and
McGregor’s theory, the following are
ACCURATE consequences of having a
Theory Y leader. Which is NOT?
A. Low performance
B. Low turnover
Theory Y
C. Low grievance rate
D. High performance Theory X

II I
76. Fiedler’s Contingency Model (Now called H Country Club (MG) Team (MG)
Person Orientation

“LPC theory”) determines one’s leadership Consideration (OS)

style by asking the leader to rate the least-
preferred coworker using a Likert scale. If one Theory Y
gives high (favorable) rating to the least- High-LPC
Middle of the Road (MG)
preferred coworker, we can conclude that
this leader is more _. Task centered (MG)
Impoverished (MG)
Initiating (OS)
A. Relationship-oriented Theory X
B. Task-oriented L
Low-LPC IV
C. Both of A and B III
Task orientation
D. Satisfied L H

22
 5/13/2019

77. The leader must have job assignments Task structuredness

approved by someone else, does not control
rewards and punishment, and has no voice in - tasks have clear goals and
promotions that is, many decisions are problems can be solved.
beyond the leader’s control. This leader is
low in _ according to Fiedler’s Contingency
Leader position power
Model. - has the power to reward and
A. Task Structuredness punish subordinates.
B. Leader Position Power Leader–member relations
C. Initiating structure
- subordinates like a leader.
D. Leader-Member Relations

78. The following are favorable situations 79. According to IMPACT theory, this style is
according to Fiedler’s Contingency Model especially effective during corporate
EXCEPT? mergers, particularly when people are not
A. There is a specific way to perform the task sure what actions to take in a climate of
B. A leader, by the nature of his or her instability.
position, has the power to reward and punish A. Coercive
subordinates.
C. Subordinates like their leader
B. Position
D. There is no specific way to deal with the C. Affiliation
problem D. Tactical

Organizational Climates Org Climates Leadership style

Ignorance - information is not available Ignorance Informational
Despair - low morale Despair Magnetic
Instability - people are not sure what to
do Instability Position
Anxiety - worry predominates
Crisis - decision has extreme Anxiety Affiliation
consequences. Crisis Coercive
Disorganization - has the knowledge &
resources but does not know Disorganization Tactical
how to use it

23

80. Following the suggestions of Path-goal
theory, we can say that those who perceive
their own ability to be relatively low may
prefer _ leadership since they think they
need someone to show them how to do the
job.
A. Participative
B. Achievement-oriented
C. Supportive
D. Directive
Path-goal Theory
Internal LOC - participative leader
External LOC - directive leader
81. Stitch who knows how to speak
in public but is not willing to host the
new employee orientation because
he might not do so well will benefit
MOST from _.
A. Coaching
B. Supporting
C. Delegating
D. Directing
5/13/2019
Path-goal Theory
Leaders will be effective if they help
subordinates achieve goals.
Instrumental – plans and organizes
the activities
Supportive – shows concern
Participative - shares information
Achivement-oriented – challenges
and rewards increased performance
80. Following the suggestions of Path-goal
theory, we can say that those who perceive
their own ability to be relatively low may
prefer _ leadership since they think they
need someone to show them how to do the
job.
A. Participative
B. Achievement-oriented
C. Supportive
D. Directive
Situational leadership theory
- follower readiness most important
characteristic
Directing Unable and unwilling or insecure
Coaching Unable but willing or confident
Suporting Able but unwilling or insecure
Delegating Able and willing or confident
24

81. Stitch who knows how to speak
in public but is not willing to host the
new employee orientation because
he might not do so well will benefit
MOST from _.
A. Coaching
B. Supporting
C. Delegating
D. Directing
LMX – leader member exchange
Vertical Dyad Linkage (VDL) theory
-leaders develop different
roles and relationships
with subordinates and thus
act differently
82. Because of your relationship with your boss,
you have been considered to be part of the in-
group. Following the assumptions of Leader-
Member Exchange theory, you are more likely
to experience the following EXCEPT
A. Know important events before others
B. Disciplined frequently with hands on
approach
C. Allowed to participate in decision making
D. Engage in more Organizational Citizenship
Behaviors
5/13/2019
82. Because of your relationship with your boss,
you have been considered to be part of the in-
group. Following the assumptions of Leader-
Member Exchange theory, you are more likely
to experience the following EXCEPT
A. Know important events before others
B. Discipline frequently with hands on
approach
C. Allowed to participate in decision making
D. Engage in more Organizational Citizenship
Behaviors
Ingroup Outgroup
High-quality relationship Low-quality relationship
More satisfied Given direct orders
Perform better Have less say in affairs
Less likely to leave
Engage in OCB
Higher PA ratings
83. a sergeant has power over a corporal, a
vice president has power over a supervisor,
and a coach has power over players on a
football team. Which type of power is
described in these examples?
A. Legitimate elected or appointed
B. Expert have knowledge
C. Coercive punish others
D. Referent Identify with the leader
Reward
25
 5/13/2019

84. You went to a game in the intramurals to support
your classmate competing in the swimming event. You
see the supporters of the other competitors murmuring
because your classmate is skinny, and they think that
he will not win. You and your classmates end of
cheering him more and liking him more as a classmate.
This is an example of _.
A. Group Status
B. Stability of Membership
C. Outside Pressure
D. Isolation
Factors Affecting Group Performance
❑ Cohesiveness - members like and trust one
another
❑ Homogeneity – similarity
❑ Stability - membership remains consistent over
time
❑ Isolation – distance from other groups
❑ Outside pressure - When we believe that
someone is trying to influence us
❑ Group size
❑ Group Status

Types of Tasks
85. _ group tend to be
1. Additive – sum of the
affected by the addition of performances of each individual
new members group member
A. Smaller 2. Conjunctive - dependent on the
least effective group member.
B. Larger
3. Disjunctive - based on the
C. Both of these performance of its most talented
D. None of these member.

86. _ will occur when there are two 87. According to _ theory, social loafing
runners competing against each other occurs when a group member notices that
without a crowd present, or two mail other group members are not working hard.
clerks sorting envelopes in the same To avoid this situation, the individual
lowers his work performance to match
room.
those of the other members.
A. Social Inhibition A. Coaction
B. Coaction presence of others can be
B. Eval. Apprehension rewarding when a crowd cheers
or punishing
C. Social Facilitation C. Free-rider effect
D. Audience effects D. Sucker effect

26
 5/13/2019

88. At this point, team members How teams form? – Tuckman

have either accepted their initial 1. Forming
roles or made adjustments to roles ▪ getting to know each other
for which they are better suited ▪ deciding which role to play
A. Forming ▪ members are on their best behavior

B. Norming 2. Storming
▪ good behavior disappears
C. Storming ▪ frustrated with their roles
D. Performing ▪ Tension and conflict

How teams form? – Tuckman 89. Negotiation and bargaining

3. Norming is MOST important in this
▪Accepted their initial roles conflict style?
▪Made adjustments
A. Collaborating
▪Determine policies and procedures.
4. Performing B. Forcing
▪begins to accomplish goals. C. Avoiding
▪monitors its progress D. Compromising
5. Adjourning

Conflict Styles (Wilmot & Hocker, 2013) 89. Negotiation and

▪ Avoiding - ignore the conflict; Withdrawal bargaining are MOST important
& Triangling
in this conflict style?
▪ Accommodating - giving in to the other
person. A. Collaborating
▪ Forcing – winning at all cost B. Forcing
▪ Collaborating - both sides get what they C. Avoiding
want.
▪ Compromising - each side to get some of D. Compromising
what it wants.

27

90. With _, a neutral third party
listens to both sides’ arguments
and then makes a decision.
A. Mediation Does not make
decision
B. Moderation
C. Arbitration
D. Both A and C
92. Employees begin to believe that
change will actually occur in this stage,
they try to justify their positions and ways of
doing things. This is the _ stage.
A. Denial Deny that changes will occur
B. Defense
C. Discarding We are going to change as well
D. Adaptation Test the new system
Internalization Immersed in the new culture
Change Agents - enjoy change and make
changes just for the sake of it.
Change Analysts - not afraid of change but
makes changes only when there is a
compelling reason
Receptive Changers - will not instigate change
but are willing to change.
Reluctant Changer - initially resist change but
will eventually go along
Change Resister - who hates change
5/13/2019
91. A specific and lengthy
document that contains all the rules
and policies under which employees
must operate
A. Employee Handbook
B. Policy Manual
C. Code of ethics
D. Both a and b
93. A _ would say “If it ain’t broke, break
it” while a _ would say “Are you sure it’s
broken?”
A. Receptive changers; Reluctant
changers
B. Receptive changers; Change
Analyst
C. Change Agent; Change Analyst
D. Change Agent; Reluctant Changer
Receptive “If it’s broke, I’ll help fix it.”
“It may be broken, but it’s
Resister still better than the
unknown.”
Analyst “If it ain’t broke, leave it
alone; if it’s broke, fix it.”
Agent “If it ain’t broke, break it.”
Reluctant “Are you sure it’s broken?”
28
 5/13/2019

93. A _ would say “If it ain’t broke, break Decision-Making Strategies Using the
it” while a _ would say “Are you sure it’s Vroom–Yetton Model
broken?” Autocratic I use available information without
consulting their subordinates.
A. Receptive changers; Reluctant Leaders obtain info & make a
changers Autocratic II decision
B. Receptive changers; Change Consultative I Leaders share the problem on
an individual basis
Analyst share the problem with the
Consultative II
C. Change Agent; Change Analyst group as a whole
Share problem with the group to
D. Change Agent; Reluctant Changer Group I reach group decision

95. A man applied as a Psychometrician but he Role conflict work expectations

ended up taking minutes at various meetings,
ensuring that there was food at those meetings,
and doing other routine clerical work such as
answering the phone and routing interoffice mail.
What he expected from the position was
incompatible with what she was actually required
to do. This is called _.
A. Role Conflict
B. Role Ambiguity
C. Job Crafting
D. Role overload
don’t match up with the work we
actually have to do
Role ambiguity occurs when an
individual’s job duties and
performance expectations are not
clearly defined.
Role overload - lack the skills or
workplace resources to complete a
task

95. A man applied as a Psychometrician but he

ended up taking minutes at various meetings,
96. Which of the following is
ensuring that there was food at those meetings, NOT a consequence of
and doing other routine clerical work such as
answering the phone and routing interoffice mail.
compressed workweeks?
What he expected from the position was
incompatible with what she was actually required
A. Reduction in absenteeism
to do. This is called _. B. Increase in productivity
A. Role Conflict
B. Role Ambiguity
C. Increase in job satisfaction
C. Job Crafting D. Decrease in fatigue
D. Role overload

29
 5/13/2019

97. Which of the following is FALSE according
to Goal-setting Theory?
A. Workers must be personally Goal
interested in reaching the goal
awareness
B. Employees will work harder Goal
to achieve more difficult goals
difficulty
C. It is preferable if the goal is Goal
specific rather than general specificity
D. Feedback should only be
given when the goal is attained
and not during the process
98. Which of the following is FALSE according
to Goal-setting Theory?
A. The more difficult the goal the greater the
motivation to attain it
B. It is important that a person accepts the
goal, but it is not necessary that he is personally
committed to it
C. The person may reject a goal for the reason
that it is too easy
D. Feedback can be intrinsic and extrinsic

100. “Are you a licensed

Psychometrician?”
– This type of question is known as a
_.
A. Skill-level determiner
B. Past-focused
C. Disqualifier
D. Clarifier

30