IO PSYCH 2
問題一覧
1
SUGGESTS THAT CERTAIN INHERENT TRAITS (E.G., INTELLIGENCE, SELF-CONFIDENCE) DISTINGUISH EFFECTIVE LEADERS (STOGDILL, 1948).
TRAIT THEORY
2
FOCUSES ON OBSERVABLE BEHAVIORS OF LEADERS RATHER THAN TRAITS. IT IDENTIFIES EFFECTIVE LEADERSHIP BEHAVIORS (E.G., INITIATING STRUCTURE, CONSIDERATION) (OHIO STATE STUDIES).
BEHAVIORAL THEORY
3
PROPOSES THAT EFFECTIVE LEADERSHIP DEPENDS ON SITUATIONAL FACTORS, INCLUDING THE NATURE OF THE TASK AND THE MATURITY OF FOLLOWERS (FIEDLER, 1967).
CONTINGENCY THEORY
4
EMPHASIZES INSPIRING AND MOTIVATING FOLLOWERS TO ACHIEVE EXCEPTIONAL OUTCOMES AND FOSTERING AN ENVIRONMENT OF GROWTH AND INNOVATION (BASS, 1985).
TRANSFORMATIONAL LEADERSHIP
5
LEADERSHIP STYLES AND THEIR IMPACT ON ORGANIZATIONAL EFFECTIVESS
AUTOCRATIC, DEMOGRATIC, AND LAISSEZ-FAIRE
6
CENTRALIZED DECISION-MAKING WITH LITTLE INPUT FROM SUBORDINATES; CAN LEAD TO EFFICIENT DECISION- MAKING BUT MAY REDUCE MORALE.
AUTOCRATIC
7
INVOLVES TEAM MEMBERS IN DECISION-MAKING; ENHANCES COMMITMENT AND SATISFACTION BUT MAY SLOW DOWN PROCESSES.
DEMOCRATIC
8
OFFERS AUTONOMY TO TEAM MEMBERS; CAN FOSTER INNOVATION BUT MAY LEAD TO A LACK OF DIRECTION.
LAISSEZ-FAIRE
9
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH FOCUSING ON KEY LEADERSHIP COMPETENCIES AND STYLES.
TRAINING PROGRAMS
10
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH PAIRING EMERGING LEADERS WITH EXPERIENCED MENTORS.
MENTORSHIP
11
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH UTILIZING 360-DEGREE FEEDBACK TO IMPROVE LEADERSHIP PRACTICES.
FEEDBACK MECHANISMS
12
A CRUCIAL ASPECT OF INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY, AS IT FOCUSES ON HOW ORGANIZATIONS ADAPT TO INTERNAL AND EXTERNAL PRESSURES.
ORGANIZATIONAL CHANGE
13
CHANGES THAT AFFECT THE OVERALL DIRECTION OF THE ORGANIZATION, INCLUDING MERGERS, ACQUISITIONS, AND SHIFTS IN MISSION OR VISION. EXAMPLE: A COMPANY DECIDES TO ENTER A NEW MARKET OR DEVELOP A NEW PRODUCT LINE.
STRATEGIC CHANGE
14
ALTERATIONS IN THE ORGANIZATION’S STRUCTURE, SUCH AS CHANGES IN HIERARCHY, REPORTING RELATIONSHIPS, OR JOB ROLES. EXAMPLE: A COMPANY FLATTENS ITS ORGANIZATIONAL STRUCTURE TO PROMOTE FASTER DECISION-MAKING AND COMMUNICATION.
STRUCTURAL CHANGE
15
IMPLEMENTATION OF NEW TECHNOLOGIES OR SYSTEMS TO IMPROVE PROCESSES OR ENHANCE PRODUCTIVITY. EXAMPLE: ADOPTING A NEW SOFTWARE SYSTEM TO AUTOMATE PAYROLL PROCESSES.
TECHNOLOGICAL CHANGE
16
CHANGES THAT AFFECT THE ORGANIZATION'S CULTURE, INCLUDING SHIFTS IN VALUES, BELIEFS, AND BEHAVIORS. EXAMPLE: INITIATIVES TO PROMOTE DIVERSITY AND INCLUSION WITHIN THE WORKPLACE.
CULTURAL CHANGE
17
IMPROVEMENTS OR CHANGES IN THE PROCEDURES AND WORKFLOWS OF THE ORGANIZATION. EXAMPLE: REDESIGNING THE CUSTOMER SERVICE PROCESS TO ENHANCE CUSTOMER EXPERIENCE.
PROCESS CHANGE
18
THIS MODEL INCLUDES THREE STAGES: UNFREEZING (PREPARING FOR CHANGE), CHANGING (IMPLEMENTING THE CHANGE), AND REFREEZING (SOLIDIFYING THE NEW STATE).
APPLICATION: USED TO UNDERSTAND THE PSYCHOLOGICAL PROCESSES INVOLVED IN ORGANIZATIONAL CHANGE.
LEWIN'S CHANGE MANAGEMENT MODEL
19
A STEP-BY-STEP PROCESS FOR IMPLEMENTING CHANGE, INCLUDING CREATING URGENCY, FORMING A POWERFUL COALITION, DEVELOPING A VISION, AND ANCHORING NEW APPROACHES IN THE CULTURE.
APPLICATION: PROVIDES A COMPREHENSIVE FRAMEWORK FOR GUIDING ORGANIZATIONS THROUGH THE CHANGE PROCESS.
KOTTER’S EIGHT STEPS FOR LEADING CHANGE
20
FOCUSES ON FIVE KEY OUTCOMES FOR SUCCESSFUL CHANGE: AWARENESS, DESIRE, KNOWLEDGE, ABILITY, AND REINFORCEMENT.
APPLICATION: USED TO GUIDE INDIVIDUAL TRANSITIONS DURING ORGANIZATIONAL CHANGE.
ADKAR MODEL
21
EMPHASIZES THE INTERCONNECTEDNESS OF SEVEN ELEMENTS: STRATEGY, STRUCTURE, SYSTEMS, SHARED VALUES, SKILLS, STYLE, AND STAFF.
APPLICATION: HELPS ORGANIZATIONS ASSESS AND ALIGN THESE ELEMENTS FOR EFFECTIVE CHANGE.
THE MCKINSEY 7-S FRAMEWORK
22
KEEPING ALL STAKEHOLDERS INFORMED ABOUT THE CHANGE PROCESS, INCLUDING REASONS FOR CHANGE, BENEFITS, AND IMPACTS.
BENEFIT: REDUCES UNCERTAINTY AND RESISTANCE, FOSTERING BUY-IN FROM EMPLOYEES.
EFFECTIVE COMMUNICATION
23
ENGAGING EMPLOYEES IN THE CHANGE PROCESS THROUGH FEEDBACK, INPUT, AND PARTICIPATION IN DECISION-MAKING.
BENEFIT: INCREASES OWNERSHIP AND COMMITMENT TO THE CHANGE EFFORT.
INVOLVEMENT AND PARTICIPATION
24
PROVIDING EMPLOYEES WITH THE NECESSARY TRAINING AND RESOURCES TO ADAPT TO NEW PROCESSES OR TECHNOLOGIES.
BENEFIT: ENHANCES CONFIDENCE AND COMPETENCE, REDUCING ANXIETY RELATED TO CHANGE.
TRAINING AND DEVELOPMENT
25
OFFERING EMOTIONAL AND PRACTICAL SUPPORT, SUCH AS COUNSELING, COACHING, OR ACCESS TO RESOURCES DURING THE TRANSITION.
BENEFIT: HELPS EMPLOYEES COPE WITH THE STRESS OF CHANGE AND FACILITATES A SMOOTHER TRANSITION.
SUPPORT AND RESOURCES
26
REGULARLY ASSESSING THE PROGRESS OF THE CHANGE INITIATIVE AND MAKING ADJUSTMENTS AS NECESSARY BASED ON FEEDBACK.
BENEFIT: ALLOWS FOR REAL-TIME COURSE CORRECTION AND IMPROVEMENT, ENSURING THE CHANGE ALIGNS WITH ORGANIZATIONAL GOALS.
MONITORING AND FEEDBACK
27
ENSURING THAT LEADERSHIP IS VISIBLY COMMITTED TO THE CHANGE INITIATIVE AND DEMONSTRATES SUPPORT THROUGH THEIR ACTIONS.
BENEFIT: INSPIRES CONFIDENCE IN EMPLOYEES AND REINFORCES THE IMPORTANCE OF THE CHANGE.
LEADERSHIP COMMITMENT
28
-MONITOR ENGAGEMENT LEVELS: ORGANIZATIONS USE SURVEYS AND FEEDBACK MECHANISMS TO ASSESS EMPLOYEE SATISFACTION AND ENGAGEMENT. HIGH ENGAGEMENT LEVELS ARE LINKED TO IMPROVED PERFORMANCE AND RETENTION (KAHN, 1990).
-FOSTER A POSITIVE WORK ENVIRONMENT: CREATING INITIATIVES THAT PROMOTE A HEALTHY WORKPLACE CULTURE, RECOGNITION PROGRAMS, AND OPEN COMMUNICATION CHANNELS ENHANCES OVERALL EMPLOYEE MORALE AND PRODUCTIVITY (SHRM, 2021).
EMPLOYEE ENGAGEMENT
29
-CAREER DEVELOPMENT: IDENTIFYING HIGH-POTENTIAL EMPLOYEES AND PROVIDING CAREER ADVANCEMENT OPPORTUNITIES HELP RETAIN TOP TALENT AND PREPARE THEM FOR FUTURE LEADERSHIP ROLES (ROTHWELL, 2010).
-SUCCESSION PLANNING: ORGANIZATIONS DEVELOP SUCCESSION PLANS TO ENSURE CONTINUITY IN KEY POSITIONS BY PREPARING INTERNAL CANDIDATES FOR FUTURE ROLES. THIS PROACTIVE APPROACH HELPS MITIGATE RISKS ASSOCIATED WITH TURNOVER IN CRITICAL ROLES (SILZER & DOWELL, 2010).
PROMOTION AND SUCCESSION PLANNING
30
-VOLUNTARY TERMINATION: WHEN EMPLOYEES RESIGN, IT IS ESSENTIAL TO HANDLE THE SITUATION PROFESSIONALLY TO MAINTAIN A POSITIVE RELATIONSHIP AND GATHER FEEDBACK THROUGH EXIT INTERVIEWS (SHRM, 2021).
-INVOLUNTARY TERMINATION: THIS MAY INVOLVE LAYOFFS OR DISMISSALS. IT IS CRUCIAL TO FOLLOW LEGAL GUIDELINES AND ORGANIZATIONAL POLICIES TO ENSURE FAIRNESS AND REDUCE POTENTIAL LEGAL REPERCUSSIONS (DESSLER, 2020).
-EXIT INTERVIEWS: CONDUCTING EXIT INTERVIEWS WITH DEPARTING EMPLOYEES PROVIDES VALUABLE INSIGHTS INTO THEIR EXPERIENCES AND REASONS FOR LEAVING, WHICH CAN INFORM FUTURE RETENTION STRATEGIES (HOM ET AL., 2017).
TERMINATION
31
-REHIRE CONSIDERATION: ORGANIZATIONS MAY CONSIDER WHETHER FORMER EMPLOYEES ARE ELIGIBLE FOR REHIRE. MAINTAINING A POSITIVE RELATIONSHIP CAN BENEFIT FUTURE TALENT ACQUISITION EFFORTS (KOHN & MCGOWAN, 2018).
-ANALYSIS OF TURNOVER DATA: REVIEWING TURNOVER RATES AND ANALYZING REASONS FOR DEPARTURES HELPS ORGANIZATIONS UNDERSTAND PATTERNS AND DEVELOP STRATEGIES TO IMPROVE RETENTION (CASCIO & BOUDREAU, 2016).
POST-TERMINATION PROCESSES
32
-JOB OFFER: AFTER SELECTING A CANDIDATE, THE ORGANIZATION EXTENDS A FORMAL JOB OFFER DETAILING SALARY, BENEFITS, AND TERMS OF EMPLOYMENT. THIS STAGE IS CRITICAL IN CONFIRMING THE CANDIDATE’S INTEREST AND COMMITMENT (DESSLER, 2020).
-NEGOTIATION: CANDIDATES MAY NEGOTIATE ASPECTS OF THEIR JOB OFFER, SUCH AS SALARY OR BENEFITS. EFFECTIVE NEGOTIATION CAN LEAD TO A MUTUALLY BENEFICIAL AGREEMENT AND ENHANCE JOB SATISFACTION (SHRM, 2021).
-ONBOARDING: A STRUCTURED ONBOARDING PROGRAM HELPS NEW HIRES ACCLIMATE TO THE ORGANIZATION. IT INCLUDES ORIENTATION SESSIONS, TRAINING, AND SUPPORT SYSTEMS TO FACILITATE A SMOOTH TRANSITION INTO THEIR NEW ROLES (BAUER, 2010).
HIRING
33
-SET PERFORMANCE GOALS: ESTABLISHING CLEAR PERFORMANCE EXPECTATIONS AND OBJECTIVES ALIGNS EMPLOYEE EFFORTS WITH ORGANIZATIONAL GOALS. THIS CLARITY HELPS MOTIVATE EMPLOYEES AND MEASURE THEIR SUCCESS (AGUINIS, 2013).
-REGULAR FEEDBACK: CONTINUOUS FEEDBACK ON PERFORMANCE ALLOWS EMPLOYEES TO UNDERSTAND THEIR STRENGTHS AND AREAS FOR IMPROVEMENT, FOSTERING PROFESSIONAL GROWTH AND DEVELOPMENT (LONDON, 2003).
-TRAINING AND DEVELOPMENT: IDENTIFYING TRAINING NEEDS AND PROVIDING OPPORTUNITIES FOR SKILL ENHANCEMENT ENSURE THAT EMPLOYEES ARE EQUIPPED TO MEET JOB DEMANDS AND ADVANCE THEIR CAREERS (NOE, 2017).
PERFORMANCE MANAGEMENT
34
AN ORGANIZATION WANTS TO IMPROVE ITS RECRUITMENT AND SELECTION PROCESSES. WHICH OF THE FOLLOWING METHODS WOULD BEST HELP HR UNDERSTAND THE SKILLS AND RESPONSIBILITIES NEEDED FOR THE ROLE THEY ARE HIRING FOR?
JOB ANALYSIS
35
A COMPANY IS UPDATING ITS JOB DESCRIPTIONS TO ENSURE LEGAL COMPLIANCE AND REDUCE THE RISK OF EMPLOYMENT DISCRIMINATION CLAIMS. WHICH OF THE FOLLOWING ACTIONS SHOULD THEY PRIORITIZE?
CONDUCT A THOROUGH JOB ANALYSIS FOR EACH POSITION
36
A MANAGER WANTS TO ESTABLISH CLEAR PERFORMANCE STANDARDS FOR APPRAISING EMPLOYEES. WHICH JOB ANALYSIS OUTCOME WILL BE MOST HELPFUL FOR THIS PURPOSE?
DETAILED JOB DESCRIPTIONS WITH PERFORMANCE CRITERIA
37
TO ENSURE ACCURATE INFORMATION ABOUT JOB REQUIREMENTS, AN HR SPECIALIST DECIDES TO OBSERVE EMPLOYEES WHILE THEY PERFORM THEIR TASKS. WHICH JOB ANALYSIS METHOD ARE THEY USING?
OBSERVATION
38
WHEN USING THE CRITICAL INCIDENT TECHNIQUE FOR JOB ANALYSIS, AN HR SPECIALIST WOULD FOCUS ON:
NOTING EFFECTIVE AND INEFFECTIVE EXAMPLES OF JOB PERFORMANCE
39
A COMPANY WANTS TO IMPROVE ITS TRAINING PROGRAMS BY FOCUSING ON THE SPECIFIC SKILLS NEEDED FOR EACH JOB. WHICH HR ACTIVITY WOULD MOST LIKELY PROVIDE THEM WITH RELEVANT DATA FOR THIS PURPOSE?
JOB ANALYSIS
40
WHICH OF THE FOLLOWING JOB ANALYSIS METHODS INVOLVES HAVING EMPLOYEES RECORD THEIR DAILY TASKS OVER A SPECIFIED PERIOD?
WORK DIARIES/LOGS
41
AN HR MANAGER IS CREATING A QUESTIONNAIRE FOR EMPLOYEES TO SELF-REPORT THEIR JOB TASKS AND SKILL REQUIREMENTS. WHICH JOB ANALYSIS METHOD ARE THEY EMPLOYING?
QUESTIONNAIRES AND SURVEYS
42
WHAT IS THE PRIMARY PURPOSE OF CONDUCTING A JOB ANALYSIS IN THE CONTEXT OF RECRUITMENT AND SELECTION?
TO IDENTIFY THE QUALIFICATIONS, SKILLS, AND ATTRIBUTES REQUIRED FOR CANDIDATES
43
WHICH OF THE FOLLOWING BEST DESCRIBES HOW JOB ANALYSIS SUPPORTS TRAINING PROGRAMS?
IT IDENTIFIES SKILL GAPS TO INFORM TRAINING NEEDS
44
HOW DOES JOB ANALYSIS CONTRIBUTE TO PERFORMANCE APPRAISAL SYSTEMS?
IT PROVIDES PERFORMANCE STANDARDS AND BENCHMARKS
45
WHICH SELECTION TECHNIQUE INVOLVES EVALUATING CANDIDATES THROUGH EXERCISES THAT SIMULATE REAL JOB TASKS?
WORK SAMPLES
46
WHEN AN ORGANIZATION USES COGNITIVE ABILITY TESTS IN THE SELECTION PROCESS, WHAT ARE THEY PRIMARILY ASSESSING?
CANDIDATES' PROBLEM-SOLVING AND REASONING SKILLS
47
WHICH PSYCHOLOGICAL TEST WOULD BE MOST APPROPRIATE FOR ASSESSING A CANDIDATE’S INTERPERSONAL SKILLS AND ABILITY TO WORK WITH OTHERS?
EMOTIONAL INTELLIGENCE (EL) TEST
48
WHAT IS ONE MAIN BENEFIT OF USING PERSONALITY ASSESSMENTS IN THE SELECTION PROCESS?
THEY ASSESS TRAITS THAT MAY INFLUENCE WORK PERFORMANCE
49
WHICH OF THE FOLLOWING IS THE PRIMARY FOCUS OF EQUAL EMPLOYMENT OPPORTUNITY (EEO) LAWS IN EMPLOYEE SELECTION?
PREVENTING DISCRIMINATION BASED ON PROTECTED CHARACTERISTICS
50
WHY IS VALIDATION OF SELECTION TOOLS IMPORTANT IN THE EMPLOYEE SELECTION PROCESS?
TO ENSURE THE SELECTION TOOLS PREDICT JOB PERFORMANCE ACCURATELY
51
WHAT IS A CRITICAL ETHICAL REQUIREMENT WHEN USING PSYCHOLOGICAL ASSESSMENTS IN THE SELECTION PROCESS?
OBTAINING INFORMED CONSENT FROM CANDIDATES
52
WHICH OF THE FOLLOWING PRACTICES HELPS MAINTAIN PRIVACY AND CONFIDENTIALITY IN THE SELECTION PROCESS?
USING PERSONAL INFORMATION SOLELY FOR SELECTION PURPOSES
53
TRANSPARENCY IN THE SELECTION PROCESS MEANS THAT CANDIDATES SHOULD BE:
FULLY INFORMED ABOUT THE SELECTION CRITERIA AND PROCESS
54
WHAT ROLE DOES THE EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC) PLAY IN EMPLOYEE SELECTION?
IT PROVIDES GUIDELINES TO PREVENT DISCRIMINATORY PRACTICES
55
A COMPANY WANTS TO IMPROVE ITS EMPLOYEE PERFORMANCE BY PROVIDING THEM WITH THEORETICAL KNOWLEDGE AND CONCEPTS RELATED TO THEIR TASKS. WHICH OF THE FOLLOWING TRAINING METHODS WOULD BE MOST APPROPRIATE FOR THIS GOAL?
CLASSROOM TRAINING
56
DURING A PERFORMANCE APPRAISAL, AN EMPLOYEE SEEMS TO BE HIGHLY SATISFIED WITH THE FEEDBACK RECEIVED AND FEELS MOTIVATED TO IMPROVE. WHICH LEVEL OF KIRKPATRICK'S FOUR-LEVEL EVALUATION MODEL DOES THIS SCENARIO REFLECT?
REACTION
57
A COMPANY IS TRYING TO IDENTIFY THE SPECIFIC SKILLS ITS EMPLOYEES NEED TO ENHANCE THEIR PERFORMANCE. WHICH STEP OF THE TRAINING NEEDS ASSESSMENT PROCESS SHOULD THEY FOCUS ON?
TASK ANALYSIS
58
IF A COMPANY IS LOOKING TO ASSESS THE LONG-TERM IMPACT OF A TRAINING PROGRAM ON EMPLOYEE PERFORMANCE, WHICH EVALUATION METHOD WOULD BE MOST APPROPRIATE?
BEHAVIOR OBSERVATION
59
A NEW EMPLOYEE AT A TECH COMPANY LEARNS TO PERFORM HIS JOB UNDER THE GUIDANCE OF AN EXPERIENCED COWORKER. WHAT TRAINING METHOD IS THIS EMPLOYEE UNDERGOING?
ON-THE-JOB TRAINING
60
DURING A PERFORMANCE APPRAISAL, A MANAGER USES A SCALE TO RATE AN EMPLOYEE’S JOB-RELATED SKILLS, SUCH AS TEAMWORK AND COMMUNICATION. WHAT APPRAISAL TECHNIQUE IS BEING USED?
RATING SCALES
61
AN EMPLOYEE RECEIVES FEEDBACK FROM THEIR SUPERVISOR, PEERS, AND SUBORDINATES ABOUT THEIR JOB PERFORMANCE. WHAT IS THIS AN EXAMPLE OF?
360-DEGREE FEEDBACK
62
WHICH TRAINING METHOD IS MOST LIKELY TO PROVIDE EMPLOYEES WITH THE OPPORTUNITY TO PRACTICE THEIR SKILLS IN A SAFE, CONTROLLED ENVIRONMENT WITHOUT THE RISKS ASSOCIATED WITH REAL-WORLD APPLICATION?
SIMULATION TRAINING
63
A COMPANY IS ASSESSING WHETHER A NEW EMPLOYEE TRAINING PROGRAM RESULTS IN IMPROVED PERFORMANCE IN THE WORKPLACE. THEY DECIDE TO MEASURE CHANGES IN EMPLOYEE BEHAVIOR ON THE JOB. WHICH LEVEL OF KIRKPATRICK’S MODEL ARE THEY USING?
BEHAVIOR
64
A TRAINING PROGRAM FOCUSES ON DEVELOPING SKILLS FOR ADULT EMPLOYEES WHO ARE SELF-DIRECTED AND HAVE LIFE EXPERIENCES THAT INFLUENCE THEIR LEARNING. WHICH THEORY IS BEST SUITED FOR THIS TRAINING PROGRAM?
ADULT LEARNING THEORY (ANDRAGOGY)
65
IN A TEAM MEETING, AN EMPLOYEE CONSISTENTLY GOES ABOVE AND BEYOND THEIR ROLE BY HELPING COWORKERS WITH THEIR TASKS, EVEN WITHOUT BEING ASKED. WHICH OF THE FOLLOWING BEST DESCRIBES THIS BEHAVIOR?
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
66
AN EMPLOYEE WHO HAS BEEN WORKING IN THE COMPANY FOR SEVERAL YEARS FEELS THAT THEIR WORK IS NOT BEING RECOGNIZED OR REWARDED, EVEN THOUGH THEY PERFORM WELL. ACCORDING TO HERZBERG’S TWO-FACTOR THEORY, WHICH FACTOR IS MOST LIKELY MISSING?
MOTIVATOR
67
A MANAGER IS WORKING HARD TO ENSURE THAT EMPLOYEES UNDERSTAND THEIR ROLES AND THE EXPECTED OUTCOMES. THE MANAGER IS FOCUSING ON WHAT MOTIVATIONAL FACTOR?
COMPETENCE
68
AN EMPLOYEE IS CONSISTENTLY SATISFIED WITH THEIR WORK ENVIRONMENT, FINDS THEIR TASKS INTERESTING, AND FEEL SUPPORTED BY THEIR MANAGER. WHAT FACTOR IS MOST LIKELY CONTRIBUTING TO THEIR JOB SATISFACTION?
JOB CHARACTERISTICS
69
A WORKER CONSISTENTLY ARRIVES LATE, TAKES LONG BREAKS, AND HAS POOR ATTENDANCE. THIS EMPLOYEE IS ENGAGING IN WHICH TYPE OF BEHAVIOR?
COUNTERPRODUCTIVE WORK BEHAVIOR
70
ACCORDING TO MASLOW’S HIERARCHY OF NEEDS, AN EMPLOYEE WHO HAS FULFILLED THEIR BASIC NEEDS FOR SURVIVAL (FOOD, SHELTER) AND NOW SEEKS RECOGNITION AND CAREER ADVANCEMENT IS FOCUSING ON WHICH LEVEL?
ESTEEM NEEDS
71
AN EMPLOYEE FEELS THAT IF THEY PUT IN MORE EFFORT, THEY WILL GET A PROMOTION. WHICH THEORY OF MOTIVATION IS THIS AN EXAMPLE OF?
EXPECTANCY THEORY
72
A MANAGER TRIES TO IMPROVE EMPLOYEE PERFORMANCE BY PROVIDING CLEAR EXPECTATIONS, FEEDBACK, AND SUPPORT. WHICH MOTIVATIONAL THEORY BEST DESCRIBES THE MANAGER’S ACTIONS?
EXPECTANCY THEORY
73
WHICH LEADERSHIP THEORY FOCUSES ON THE IDEA THAT EFFECTIVE LEADERSHIP DEPENDS ON INHERENT TRAITS LIKE INTELLIGENCE AND SELF-CONFIDENCE?
TRAIT THEORY
74
WHICH OF THE FOLLOWING ACTIONS WOULD BEST ENHANCE JOB SATISFACTION ACCORDING TO HERZBERG’S TWO-FACTOR THEORY?
OFFERING RECOGNITION FOR ACHIEVEMENTS.
75
IN THE CONTEXT OF EMPLOYEE SELECTION, WHICH METHOD ALLOWS CANDIDATES TO DEMONSTRATE THEIR RESPONSES TO HYPOTHETICAL, JOB-RELATED SITUATIONS?
SITUATIONAL JUDGMENT TESTS (SJTS)
PSYCHOLOGICAL ASSESSMENT PRELIM EXAM
PSYCHOLOGICAL ASSESSMENT PRELIM EXAM
GIAN CARLO FIESTA · 60問 · 2年前PSYCHOLOGICAL ASSESSMENT PRELIM EXAM
PSYCHOLOGICAL ASSESSMENT PRELIM EXAM
60問 • 2年前ABNORMAL PSYCHOLOGY PRELIM EXAM
ABNORMAL PSYCHOLOGY PRELIM EXAM
GIAN CARLO FIESTA · 75問 · 2年前ABNORMAL PSYCHOLOGY PRELIM EXAM
ABNORMAL PSYCHOLOGY PRELIM EXAM
75問 • 2年前PSYCHOLOGICAL ASSESSMENT MIDTERM REVIEWER
PSYCHOLOGICAL ASSESSMENT MIDTERM REVIEWER
GIAN CARLO FIESTA · 88問 · 2年前PSYCHOLOGICAL ASSESSMENT MIDTERM REVIEWER
PSYCHOLOGICAL ASSESSMENT MIDTERM REVIEWER
88問 • 2年前EXAM
EXAM
GIAN CARLO FIESTA · 34問 · 1年前EXAM
EXAM
34問 • 1年前DEV PSYCH 1
DEV PSYCH 1
GIAN CARLO FIESTA · 30問 · 1年前DEV PSYCH 1
DEV PSYCH 1
30問 • 1年前AB PSYCH 1
AB PSYCH 1
GIAN CARLO FIESTA · 62問 · 1年前AB PSYCH 1
AB PSYCH 1
62問 • 1年前PSYCH ASSESSMENT 1
PSYCH ASSESSMENT 1
GIAN CARLO FIESTA · 100問 · 1年前PSYCH ASSESSMENT 1
PSYCH ASSESSMENT 1
100問 • 1年前PSYCH ASSESSMENT 2
PSYCH ASSESSMENT 2
GIAN CARLO FIESTA · 87問 · 1年前PSYCH ASSESSMENT 2
PSYCH ASSESSMENT 2
87問 • 1年前IO PSYCH 1
IO PSYCH 1
GIAN CARLO FIESTA · 100問 · 1年前IO PSYCH 1
IO PSYCH 1
100問 • 1年前問題一覧
1
SUGGESTS THAT CERTAIN INHERENT TRAITS (E.G., INTELLIGENCE, SELF-CONFIDENCE) DISTINGUISH EFFECTIVE LEADERS (STOGDILL, 1948).
TRAIT THEORY
2
FOCUSES ON OBSERVABLE BEHAVIORS OF LEADERS RATHER THAN TRAITS. IT IDENTIFIES EFFECTIVE LEADERSHIP BEHAVIORS (E.G., INITIATING STRUCTURE, CONSIDERATION) (OHIO STATE STUDIES).
BEHAVIORAL THEORY
3
PROPOSES THAT EFFECTIVE LEADERSHIP DEPENDS ON SITUATIONAL FACTORS, INCLUDING THE NATURE OF THE TASK AND THE MATURITY OF FOLLOWERS (FIEDLER, 1967).
CONTINGENCY THEORY
4
EMPHASIZES INSPIRING AND MOTIVATING FOLLOWERS TO ACHIEVE EXCEPTIONAL OUTCOMES AND FOSTERING AN ENVIRONMENT OF GROWTH AND INNOVATION (BASS, 1985).
TRANSFORMATIONAL LEADERSHIP
5
LEADERSHIP STYLES AND THEIR IMPACT ON ORGANIZATIONAL EFFECTIVESS
AUTOCRATIC, DEMOGRATIC, AND LAISSEZ-FAIRE
6
CENTRALIZED DECISION-MAKING WITH LITTLE INPUT FROM SUBORDINATES; CAN LEAD TO EFFICIENT DECISION- MAKING BUT MAY REDUCE MORALE.
AUTOCRATIC
7
INVOLVES TEAM MEMBERS IN DECISION-MAKING; ENHANCES COMMITMENT AND SATISFACTION BUT MAY SLOW DOWN PROCESSES.
DEMOCRATIC
8
OFFERS AUTONOMY TO TEAM MEMBERS; CAN FOSTER INNOVATION BUT MAY LEAD TO A LACK OF DIRECTION.
LAISSEZ-FAIRE
9
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH FOCUSING ON KEY LEADERSHIP COMPETENCIES AND STYLES.
TRAINING PROGRAMS
10
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH PAIRING EMERGING LEADERS WITH EXPERIENCED MENTORS.
MENTORSHIP
11
ORGANIZATIONS CAN ENHANCE LEADERSHIP SKILLS THROUGH UTILIZING 360-DEGREE FEEDBACK TO IMPROVE LEADERSHIP PRACTICES.
FEEDBACK MECHANISMS
12
A CRUCIAL ASPECT OF INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY, AS IT FOCUSES ON HOW ORGANIZATIONS ADAPT TO INTERNAL AND EXTERNAL PRESSURES.
ORGANIZATIONAL CHANGE
13
CHANGES THAT AFFECT THE OVERALL DIRECTION OF THE ORGANIZATION, INCLUDING MERGERS, ACQUISITIONS, AND SHIFTS IN MISSION OR VISION. EXAMPLE: A COMPANY DECIDES TO ENTER A NEW MARKET OR DEVELOP A NEW PRODUCT LINE.
STRATEGIC CHANGE
14
ALTERATIONS IN THE ORGANIZATION’S STRUCTURE, SUCH AS CHANGES IN HIERARCHY, REPORTING RELATIONSHIPS, OR JOB ROLES. EXAMPLE: A COMPANY FLATTENS ITS ORGANIZATIONAL STRUCTURE TO PROMOTE FASTER DECISION-MAKING AND COMMUNICATION.
STRUCTURAL CHANGE
15
IMPLEMENTATION OF NEW TECHNOLOGIES OR SYSTEMS TO IMPROVE PROCESSES OR ENHANCE PRODUCTIVITY. EXAMPLE: ADOPTING A NEW SOFTWARE SYSTEM TO AUTOMATE PAYROLL PROCESSES.
TECHNOLOGICAL CHANGE
16
CHANGES THAT AFFECT THE ORGANIZATION'S CULTURE, INCLUDING SHIFTS IN VALUES, BELIEFS, AND BEHAVIORS. EXAMPLE: INITIATIVES TO PROMOTE DIVERSITY AND INCLUSION WITHIN THE WORKPLACE.
CULTURAL CHANGE
17
IMPROVEMENTS OR CHANGES IN THE PROCEDURES AND WORKFLOWS OF THE ORGANIZATION. EXAMPLE: REDESIGNING THE CUSTOMER SERVICE PROCESS TO ENHANCE CUSTOMER EXPERIENCE.
PROCESS CHANGE
18
THIS MODEL INCLUDES THREE STAGES: UNFREEZING (PREPARING FOR CHANGE), CHANGING (IMPLEMENTING THE CHANGE), AND REFREEZING (SOLIDIFYING THE NEW STATE).
APPLICATION: USED TO UNDERSTAND THE PSYCHOLOGICAL PROCESSES INVOLVED IN ORGANIZATIONAL CHANGE.
LEWIN'S CHANGE MANAGEMENT MODEL
19
A STEP-BY-STEP PROCESS FOR IMPLEMENTING CHANGE, INCLUDING CREATING URGENCY, FORMING A POWERFUL COALITION, DEVELOPING A VISION, AND ANCHORING NEW APPROACHES IN THE CULTURE.
APPLICATION: PROVIDES A COMPREHENSIVE FRAMEWORK FOR GUIDING ORGANIZATIONS THROUGH THE CHANGE PROCESS.
KOTTER’S EIGHT STEPS FOR LEADING CHANGE
20
FOCUSES ON FIVE KEY OUTCOMES FOR SUCCESSFUL CHANGE: AWARENESS, DESIRE, KNOWLEDGE, ABILITY, AND REINFORCEMENT.
APPLICATION: USED TO GUIDE INDIVIDUAL TRANSITIONS DURING ORGANIZATIONAL CHANGE.
ADKAR MODEL
21
EMPHASIZES THE INTERCONNECTEDNESS OF SEVEN ELEMENTS: STRATEGY, STRUCTURE, SYSTEMS, SHARED VALUES, SKILLS, STYLE, AND STAFF.
APPLICATION: HELPS ORGANIZATIONS ASSESS AND ALIGN THESE ELEMENTS FOR EFFECTIVE CHANGE.
THE MCKINSEY 7-S FRAMEWORK
22
KEEPING ALL STAKEHOLDERS INFORMED ABOUT THE CHANGE PROCESS, INCLUDING REASONS FOR CHANGE, BENEFITS, AND IMPACTS.
BENEFIT: REDUCES UNCERTAINTY AND RESISTANCE, FOSTERING BUY-IN FROM EMPLOYEES.
EFFECTIVE COMMUNICATION
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ENGAGING EMPLOYEES IN THE CHANGE PROCESS THROUGH FEEDBACK, INPUT, AND PARTICIPATION IN DECISION-MAKING.
BENEFIT: INCREASES OWNERSHIP AND COMMITMENT TO THE CHANGE EFFORT.
INVOLVEMENT AND PARTICIPATION
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PROVIDING EMPLOYEES WITH THE NECESSARY TRAINING AND RESOURCES TO ADAPT TO NEW PROCESSES OR TECHNOLOGIES.
BENEFIT: ENHANCES CONFIDENCE AND COMPETENCE, REDUCING ANXIETY RELATED TO CHANGE.
TRAINING AND DEVELOPMENT
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OFFERING EMOTIONAL AND PRACTICAL SUPPORT, SUCH AS COUNSELING, COACHING, OR ACCESS TO RESOURCES DURING THE TRANSITION.
BENEFIT: HELPS EMPLOYEES COPE WITH THE STRESS OF CHANGE AND FACILITATES A SMOOTHER TRANSITION.
SUPPORT AND RESOURCES
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REGULARLY ASSESSING THE PROGRESS OF THE CHANGE INITIATIVE AND MAKING ADJUSTMENTS AS NECESSARY BASED ON FEEDBACK.
BENEFIT: ALLOWS FOR REAL-TIME COURSE CORRECTION AND IMPROVEMENT, ENSURING THE CHANGE ALIGNS WITH ORGANIZATIONAL GOALS.
MONITORING AND FEEDBACK
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ENSURING THAT LEADERSHIP IS VISIBLY COMMITTED TO THE CHANGE INITIATIVE AND DEMONSTRATES SUPPORT THROUGH THEIR ACTIONS.
BENEFIT: INSPIRES CONFIDENCE IN EMPLOYEES AND REINFORCES THE IMPORTANCE OF THE CHANGE.
LEADERSHIP COMMITMENT
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-MONITOR ENGAGEMENT LEVELS: ORGANIZATIONS USE SURVEYS AND FEEDBACK MECHANISMS TO ASSESS EMPLOYEE SATISFACTION AND ENGAGEMENT. HIGH ENGAGEMENT LEVELS ARE LINKED TO IMPROVED PERFORMANCE AND RETENTION (KAHN, 1990).
-FOSTER A POSITIVE WORK ENVIRONMENT: CREATING INITIATIVES THAT PROMOTE A HEALTHY WORKPLACE CULTURE, RECOGNITION PROGRAMS, AND OPEN COMMUNICATION CHANNELS ENHANCES OVERALL EMPLOYEE MORALE AND PRODUCTIVITY (SHRM, 2021).
EMPLOYEE ENGAGEMENT
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-CAREER DEVELOPMENT: IDENTIFYING HIGH-POTENTIAL EMPLOYEES AND PROVIDING CAREER ADVANCEMENT OPPORTUNITIES HELP RETAIN TOP TALENT AND PREPARE THEM FOR FUTURE LEADERSHIP ROLES (ROTHWELL, 2010).
-SUCCESSION PLANNING: ORGANIZATIONS DEVELOP SUCCESSION PLANS TO ENSURE CONTINUITY IN KEY POSITIONS BY PREPARING INTERNAL CANDIDATES FOR FUTURE ROLES. THIS PROACTIVE APPROACH HELPS MITIGATE RISKS ASSOCIATED WITH TURNOVER IN CRITICAL ROLES (SILZER & DOWELL, 2010).
PROMOTION AND SUCCESSION PLANNING
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-VOLUNTARY TERMINATION: WHEN EMPLOYEES RESIGN, IT IS ESSENTIAL TO HANDLE THE SITUATION PROFESSIONALLY TO MAINTAIN A POSITIVE RELATIONSHIP AND GATHER FEEDBACK THROUGH EXIT INTERVIEWS (SHRM, 2021).
-INVOLUNTARY TERMINATION: THIS MAY INVOLVE LAYOFFS OR DISMISSALS. IT IS CRUCIAL TO FOLLOW LEGAL GUIDELINES AND ORGANIZATIONAL POLICIES TO ENSURE FAIRNESS AND REDUCE POTENTIAL LEGAL REPERCUSSIONS (DESSLER, 2020).
-EXIT INTERVIEWS: CONDUCTING EXIT INTERVIEWS WITH DEPARTING EMPLOYEES PROVIDES VALUABLE INSIGHTS INTO THEIR EXPERIENCES AND REASONS FOR LEAVING, WHICH CAN INFORM FUTURE RETENTION STRATEGIES (HOM ET AL., 2017).
TERMINATION
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-REHIRE CONSIDERATION: ORGANIZATIONS MAY CONSIDER WHETHER FORMER EMPLOYEES ARE ELIGIBLE FOR REHIRE. MAINTAINING A POSITIVE RELATIONSHIP CAN BENEFIT FUTURE TALENT ACQUISITION EFFORTS (KOHN & MCGOWAN, 2018).
-ANALYSIS OF TURNOVER DATA: REVIEWING TURNOVER RATES AND ANALYZING REASONS FOR DEPARTURES HELPS ORGANIZATIONS UNDERSTAND PATTERNS AND DEVELOP STRATEGIES TO IMPROVE RETENTION (CASCIO & BOUDREAU, 2016).
POST-TERMINATION PROCESSES
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-JOB OFFER: AFTER SELECTING A CANDIDATE, THE ORGANIZATION EXTENDS A FORMAL JOB OFFER DETAILING SALARY, BENEFITS, AND TERMS OF EMPLOYMENT. THIS STAGE IS CRITICAL IN CONFIRMING THE CANDIDATE’S INTEREST AND COMMITMENT (DESSLER, 2020).
-NEGOTIATION: CANDIDATES MAY NEGOTIATE ASPECTS OF THEIR JOB OFFER, SUCH AS SALARY OR BENEFITS. EFFECTIVE NEGOTIATION CAN LEAD TO A MUTUALLY BENEFICIAL AGREEMENT AND ENHANCE JOB SATISFACTION (SHRM, 2021).
-ONBOARDING: A STRUCTURED ONBOARDING PROGRAM HELPS NEW HIRES ACCLIMATE TO THE ORGANIZATION. IT INCLUDES ORIENTATION SESSIONS, TRAINING, AND SUPPORT SYSTEMS TO FACILITATE A SMOOTH TRANSITION INTO THEIR NEW ROLES (BAUER, 2010).
HIRING
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-SET PERFORMANCE GOALS: ESTABLISHING CLEAR PERFORMANCE EXPECTATIONS AND OBJECTIVES ALIGNS EMPLOYEE EFFORTS WITH ORGANIZATIONAL GOALS. THIS CLARITY HELPS MOTIVATE EMPLOYEES AND MEASURE THEIR SUCCESS (AGUINIS, 2013).
-REGULAR FEEDBACK: CONTINUOUS FEEDBACK ON PERFORMANCE ALLOWS EMPLOYEES TO UNDERSTAND THEIR STRENGTHS AND AREAS FOR IMPROVEMENT, FOSTERING PROFESSIONAL GROWTH AND DEVELOPMENT (LONDON, 2003).
-TRAINING AND DEVELOPMENT: IDENTIFYING TRAINING NEEDS AND PROVIDING OPPORTUNITIES FOR SKILL ENHANCEMENT ENSURE THAT EMPLOYEES ARE EQUIPPED TO MEET JOB DEMANDS AND ADVANCE THEIR CAREERS (NOE, 2017).
PERFORMANCE MANAGEMENT
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AN ORGANIZATION WANTS TO IMPROVE ITS RECRUITMENT AND SELECTION PROCESSES. WHICH OF THE FOLLOWING METHODS WOULD BEST HELP HR UNDERSTAND THE SKILLS AND RESPONSIBILITIES NEEDED FOR THE ROLE THEY ARE HIRING FOR?
JOB ANALYSIS
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A COMPANY IS UPDATING ITS JOB DESCRIPTIONS TO ENSURE LEGAL COMPLIANCE AND REDUCE THE RISK OF EMPLOYMENT DISCRIMINATION CLAIMS. WHICH OF THE FOLLOWING ACTIONS SHOULD THEY PRIORITIZE?
CONDUCT A THOROUGH JOB ANALYSIS FOR EACH POSITION
36
A MANAGER WANTS TO ESTABLISH CLEAR PERFORMANCE STANDARDS FOR APPRAISING EMPLOYEES. WHICH JOB ANALYSIS OUTCOME WILL BE MOST HELPFUL FOR THIS PURPOSE?
DETAILED JOB DESCRIPTIONS WITH PERFORMANCE CRITERIA
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TO ENSURE ACCURATE INFORMATION ABOUT JOB REQUIREMENTS, AN HR SPECIALIST DECIDES TO OBSERVE EMPLOYEES WHILE THEY PERFORM THEIR TASKS. WHICH JOB ANALYSIS METHOD ARE THEY USING?
OBSERVATION
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WHEN USING THE CRITICAL INCIDENT TECHNIQUE FOR JOB ANALYSIS, AN HR SPECIALIST WOULD FOCUS ON:
NOTING EFFECTIVE AND INEFFECTIVE EXAMPLES OF JOB PERFORMANCE
39
A COMPANY WANTS TO IMPROVE ITS TRAINING PROGRAMS BY FOCUSING ON THE SPECIFIC SKILLS NEEDED FOR EACH JOB. WHICH HR ACTIVITY WOULD MOST LIKELY PROVIDE THEM WITH RELEVANT DATA FOR THIS PURPOSE?
JOB ANALYSIS
40
WHICH OF THE FOLLOWING JOB ANALYSIS METHODS INVOLVES HAVING EMPLOYEES RECORD THEIR DAILY TASKS OVER A SPECIFIED PERIOD?
WORK DIARIES/LOGS
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AN HR MANAGER IS CREATING A QUESTIONNAIRE FOR EMPLOYEES TO SELF-REPORT THEIR JOB TASKS AND SKILL REQUIREMENTS. WHICH JOB ANALYSIS METHOD ARE THEY EMPLOYING?
QUESTIONNAIRES AND SURVEYS
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WHAT IS THE PRIMARY PURPOSE OF CONDUCTING A JOB ANALYSIS IN THE CONTEXT OF RECRUITMENT AND SELECTION?
TO IDENTIFY THE QUALIFICATIONS, SKILLS, AND ATTRIBUTES REQUIRED FOR CANDIDATES
43
WHICH OF THE FOLLOWING BEST DESCRIBES HOW JOB ANALYSIS SUPPORTS TRAINING PROGRAMS?
IT IDENTIFIES SKILL GAPS TO INFORM TRAINING NEEDS
44
HOW DOES JOB ANALYSIS CONTRIBUTE TO PERFORMANCE APPRAISAL SYSTEMS?
IT PROVIDES PERFORMANCE STANDARDS AND BENCHMARKS
45
WHICH SELECTION TECHNIQUE INVOLVES EVALUATING CANDIDATES THROUGH EXERCISES THAT SIMULATE REAL JOB TASKS?
WORK SAMPLES
46
WHEN AN ORGANIZATION USES COGNITIVE ABILITY TESTS IN THE SELECTION PROCESS, WHAT ARE THEY PRIMARILY ASSESSING?
CANDIDATES' PROBLEM-SOLVING AND REASONING SKILLS
47
WHICH PSYCHOLOGICAL TEST WOULD BE MOST APPROPRIATE FOR ASSESSING A CANDIDATE’S INTERPERSONAL SKILLS AND ABILITY TO WORK WITH OTHERS?
EMOTIONAL INTELLIGENCE (EL) TEST
48
WHAT IS ONE MAIN BENEFIT OF USING PERSONALITY ASSESSMENTS IN THE SELECTION PROCESS?
THEY ASSESS TRAITS THAT MAY INFLUENCE WORK PERFORMANCE
49
WHICH OF THE FOLLOWING IS THE PRIMARY FOCUS OF EQUAL EMPLOYMENT OPPORTUNITY (EEO) LAWS IN EMPLOYEE SELECTION?
PREVENTING DISCRIMINATION BASED ON PROTECTED CHARACTERISTICS
50
WHY IS VALIDATION OF SELECTION TOOLS IMPORTANT IN THE EMPLOYEE SELECTION PROCESS?
TO ENSURE THE SELECTION TOOLS PREDICT JOB PERFORMANCE ACCURATELY
51
WHAT IS A CRITICAL ETHICAL REQUIREMENT WHEN USING PSYCHOLOGICAL ASSESSMENTS IN THE SELECTION PROCESS?
OBTAINING INFORMED CONSENT FROM CANDIDATES
52
WHICH OF THE FOLLOWING PRACTICES HELPS MAINTAIN PRIVACY AND CONFIDENTIALITY IN THE SELECTION PROCESS?
USING PERSONAL INFORMATION SOLELY FOR SELECTION PURPOSES
53
TRANSPARENCY IN THE SELECTION PROCESS MEANS THAT CANDIDATES SHOULD BE:
FULLY INFORMED ABOUT THE SELECTION CRITERIA AND PROCESS
54
WHAT ROLE DOES THE EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC) PLAY IN EMPLOYEE SELECTION?
IT PROVIDES GUIDELINES TO PREVENT DISCRIMINATORY PRACTICES
55
A COMPANY WANTS TO IMPROVE ITS EMPLOYEE PERFORMANCE BY PROVIDING THEM WITH THEORETICAL KNOWLEDGE AND CONCEPTS RELATED TO THEIR TASKS. WHICH OF THE FOLLOWING TRAINING METHODS WOULD BE MOST APPROPRIATE FOR THIS GOAL?
CLASSROOM TRAINING
56
DURING A PERFORMANCE APPRAISAL, AN EMPLOYEE SEEMS TO BE HIGHLY SATISFIED WITH THE FEEDBACK RECEIVED AND FEELS MOTIVATED TO IMPROVE. WHICH LEVEL OF KIRKPATRICK'S FOUR-LEVEL EVALUATION MODEL DOES THIS SCENARIO REFLECT?
REACTION
57
A COMPANY IS TRYING TO IDENTIFY THE SPECIFIC SKILLS ITS EMPLOYEES NEED TO ENHANCE THEIR PERFORMANCE. WHICH STEP OF THE TRAINING NEEDS ASSESSMENT PROCESS SHOULD THEY FOCUS ON?
TASK ANALYSIS
58
IF A COMPANY IS LOOKING TO ASSESS THE LONG-TERM IMPACT OF A TRAINING PROGRAM ON EMPLOYEE PERFORMANCE, WHICH EVALUATION METHOD WOULD BE MOST APPROPRIATE?
BEHAVIOR OBSERVATION
59
A NEW EMPLOYEE AT A TECH COMPANY LEARNS TO PERFORM HIS JOB UNDER THE GUIDANCE OF AN EXPERIENCED COWORKER. WHAT TRAINING METHOD IS THIS EMPLOYEE UNDERGOING?
ON-THE-JOB TRAINING
60
DURING A PERFORMANCE APPRAISAL, A MANAGER USES A SCALE TO RATE AN EMPLOYEE’S JOB-RELATED SKILLS, SUCH AS TEAMWORK AND COMMUNICATION. WHAT APPRAISAL TECHNIQUE IS BEING USED?
RATING SCALES
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AN EMPLOYEE RECEIVES FEEDBACK FROM THEIR SUPERVISOR, PEERS, AND SUBORDINATES ABOUT THEIR JOB PERFORMANCE. WHAT IS THIS AN EXAMPLE OF?
360-DEGREE FEEDBACK
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WHICH TRAINING METHOD IS MOST LIKELY TO PROVIDE EMPLOYEES WITH THE OPPORTUNITY TO PRACTICE THEIR SKILLS IN A SAFE, CONTROLLED ENVIRONMENT WITHOUT THE RISKS ASSOCIATED WITH REAL-WORLD APPLICATION?
SIMULATION TRAINING
63
A COMPANY IS ASSESSING WHETHER A NEW EMPLOYEE TRAINING PROGRAM RESULTS IN IMPROVED PERFORMANCE IN THE WORKPLACE. THEY DECIDE TO MEASURE CHANGES IN EMPLOYEE BEHAVIOR ON THE JOB. WHICH LEVEL OF KIRKPATRICK’S MODEL ARE THEY USING?
BEHAVIOR
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A TRAINING PROGRAM FOCUSES ON DEVELOPING SKILLS FOR ADULT EMPLOYEES WHO ARE SELF-DIRECTED AND HAVE LIFE EXPERIENCES THAT INFLUENCE THEIR LEARNING. WHICH THEORY IS BEST SUITED FOR THIS TRAINING PROGRAM?
ADULT LEARNING THEORY (ANDRAGOGY)
65
IN A TEAM MEETING, AN EMPLOYEE CONSISTENTLY GOES ABOVE AND BEYOND THEIR ROLE BY HELPING COWORKERS WITH THEIR TASKS, EVEN WITHOUT BEING ASKED. WHICH OF THE FOLLOWING BEST DESCRIBES THIS BEHAVIOR?
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
66
AN EMPLOYEE WHO HAS BEEN WORKING IN THE COMPANY FOR SEVERAL YEARS FEELS THAT THEIR WORK IS NOT BEING RECOGNIZED OR REWARDED, EVEN THOUGH THEY PERFORM WELL. ACCORDING TO HERZBERG’S TWO-FACTOR THEORY, WHICH FACTOR IS MOST LIKELY MISSING?
MOTIVATOR
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A MANAGER IS WORKING HARD TO ENSURE THAT EMPLOYEES UNDERSTAND THEIR ROLES AND THE EXPECTED OUTCOMES. THE MANAGER IS FOCUSING ON WHAT MOTIVATIONAL FACTOR?
COMPETENCE
68
AN EMPLOYEE IS CONSISTENTLY SATISFIED WITH THEIR WORK ENVIRONMENT, FINDS THEIR TASKS INTERESTING, AND FEEL SUPPORTED BY THEIR MANAGER. WHAT FACTOR IS MOST LIKELY CONTRIBUTING TO THEIR JOB SATISFACTION?
JOB CHARACTERISTICS
69
A WORKER CONSISTENTLY ARRIVES LATE, TAKES LONG BREAKS, AND HAS POOR ATTENDANCE. THIS EMPLOYEE IS ENGAGING IN WHICH TYPE OF BEHAVIOR?
COUNTERPRODUCTIVE WORK BEHAVIOR
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ACCORDING TO MASLOW’S HIERARCHY OF NEEDS, AN EMPLOYEE WHO HAS FULFILLED THEIR BASIC NEEDS FOR SURVIVAL (FOOD, SHELTER) AND NOW SEEKS RECOGNITION AND CAREER ADVANCEMENT IS FOCUSING ON WHICH LEVEL?
ESTEEM NEEDS
71
AN EMPLOYEE FEELS THAT IF THEY PUT IN MORE EFFORT, THEY WILL GET A PROMOTION. WHICH THEORY OF MOTIVATION IS THIS AN EXAMPLE OF?
EXPECTANCY THEORY
72
A MANAGER TRIES TO IMPROVE EMPLOYEE PERFORMANCE BY PROVIDING CLEAR EXPECTATIONS, FEEDBACK, AND SUPPORT. WHICH MOTIVATIONAL THEORY BEST DESCRIBES THE MANAGER’S ACTIONS?
EXPECTANCY THEORY
73
WHICH LEADERSHIP THEORY FOCUSES ON THE IDEA THAT EFFECTIVE LEADERSHIP DEPENDS ON INHERENT TRAITS LIKE INTELLIGENCE AND SELF-CONFIDENCE?
TRAIT THEORY
74
WHICH OF THE FOLLOWING ACTIONS WOULD BEST ENHANCE JOB SATISFACTION ACCORDING TO HERZBERG’S TWO-FACTOR THEORY?
OFFERING RECOGNITION FOR ACHIEVEMENTS.
75
IN THE CONTEXT OF EMPLOYEE SELECTION, WHICH METHOD ALLOWS CANDIDATES TO DEMONSTRATE THEIR RESPONSES TO HYPOTHETICAL, JOB-RELATED SITUATIONS?
SITUATIONAL JUDGMENT TESTS (SJTS)