Download Study Questions midterm

Study Questions for chapters for: Landy and Conte Chapters:
Chapter 1 What is I/O Psychology?
–1. According to Gardner (2002), what is the difference between “good work” and “good job?” What would
be “good work” for you?


The difference between good work and good job is a matter of quality. Good work is an activity in which
you can engage your expertise, skills, and abilities in tasks that have wider and broader implications for the
“wider” world. In a way, good work is work that is important in some respect; the work itself not only
provides for the material and activity needs of the employee, but also provides, directly or indirectly, some
benefit to one’s neighborhood, society, nation, or world. A good job is perhaps a place where one feels
confident in one’s job security. One may enjoy or at least not dislike one’s work. It lacks the added additive
quality of good work.
For me, good work would be educating others, investigating questions, writing and reading, analyzing
problems and solving them… These would not just be problems related to the “bottom line” of some
business (although the bottom line will often be a consideration no matter what I am doing). I would hope to
have some positive impact on my family, local community, and world.
–2. What do you think was David Morris’ most challenging problem in developing a battery of tests for his job
in Iraq?
 First and foremost, the problem is developing a test to measure a candidate’s actual commitment to
democratic justice. In a society of constant upheaval and intergroup strife, it is hard to predict what kind of
situations and predicaments an officer in Iraq might encounter.A battery of tests can only uncover so many
personality characteristics that are valid under certain conditions; however, in the world of Iraq, it is hard to
predict or know the behavior of people by way of selection tests.
3. Explain how the scientist-practitioner model differentiates HR, labor relations from I/O psychology.
 I/O psychology follows what is called the scientist-practioner model. In this model, the concrete tools from
scientific research are used to guide the solving of real-world problems. That is, I/O psychologists study
science in a applied field; where results from theory are put to use. Labor relations and HR are often
grounded in science as well; however, often, the departments’ priorities are not to conduct research to solve
problems.
•4. Add to the list of debatable questions on p. 12, an issue you believes needs to be addressed.
 ????
•5. Which of the three branches of I-O is most interesting to you? Why?
 That’s a difficult question. I am interested in the Personnel side of I/O psych. Especially the testing and
placement aspect. I am interested in the Organizational side: especially in identifying needs and conducting
job training. Also, I am interested in work-family conflict which is an organizational topic.
6. What caused you to decide to study I-O psych?
 I haven’t decide to study I-O psych.
7. How could a better understanding of I-O history helped to avoid wasting time with emotional intelligence?
 Researchers have already researched a similar construct, “social intelligence,” and have not been very
successful.
–8. In the U.S. do Asian Americans, Africian Americans, European Americans hold different cultural values? If
so, what are some?

Yes… depending on the degreee of commitment to ethnic mores and values, Asian Americans may be more
“masculine” (i.e., value accumulated wealth), may be less willing to encounter uncertainty, and more likely
to have a long-term orientation.
Chapter 2 Research Methods and Statistics
1.
What specific question involving organizational behavior most interests you? How could you study it
with using (1) an experimental design, (2) a correlational design?
2. Why is experimental more likely to be conducted in a lab setting and correlational research in a field
setting?
3. How could job satisfaction operate as either an independent or dependent variable?

Job satisfaction could be operate as a dependent variable in that is it a result of some other variable; for
example, work environment, job importance, or some other variable. That is, an important job done in a
positive work environment could make one feel satisfied with one’s job. However, job satisfaction could
be an independent variable. For example, job satisfaction could impact job performance, organizational
commitment, or some other performance variable.
4. Identify two reasons why subjective (self-report) data can be inaccurate?

Depending on the type of self-report, there could be several intervening variables biasing or invalidating
one’s data. For example, social-desirability bias causes people high in this characteristic to give self
reports that reflect answers that are socially acceptable.
5. What is the difference between correlation and regression?
6. Is an organizational psychologist more likely to use experimental methods or correlational? Why?

experimental methods. Since organizational psychologists are most interested in work environments,
leadership styles, performance management systems, etc., they are more likely to manipulate an
independent variable and observe changes.
7. is a personnel psychologist more likely to use experimental methods or correlational? Why?

correlational methods. Personnel psychologists are mostly interested in person variables, personality,
cognitive ability, etc. These variables are not usually manipulable; they lend themselves to correlational
research.
Chapter 8: The Motivation to Work
1. Define motivation in the context of organizational behavior and explain why it is considered a
hypothetical construct.

Vinacke (1962) says that motivation concerns the conditions responsible for variations in intensity,
persistence, quality, and directions of ongoing behavior. In the context of organiational behavior, it is
central because all of work is a behavior that needs to be maintained and performed over time. If an
employee lacks the motivation to enact the necessary behaviors, then they will not be completed. The
basic model for motivation is thus: performance is the a result of the interaction of ability and
motivation less situational constraints (performance = mot * ability – constraints). It is considered a
hypothetical construct because it is something that cannot be directly observed. It is a “black box”
variable that does seem to be measurable, but we cannot see it operating and hold it in our hands.
2.
How well has the Job Characteristics Model (Hackman & Oldham) stood up under empirical
investigation?

So far, the theory has stood up well to empirical investigation. Their measures and interventions based
on their measures and their theory have stood the testing. see, for example, Behson, Eddy, & Lorenzet’s
meta-analysis.
3. What are the three components of Deci's Self-determination (intrinsic motivation theory) and how do
they relate to JCM characteristics?

The three components of Deci’s SDT are these three basic needs: self-determination (i.e., autonomy),
relatedness, and competence. The JCM characteristics are skill variety, task identity, task significance,
autonomy, and feedback. These basic needs vary across individuals. A person who does not desire or
want a lot of skill variety will not be satisfied by a job high in that domain. Therefore, it is important to
structure a job so that an individual’s needs are satisfied within that job so as to garner the motivation to
complete that job. Self-determination relates to the feedback component of the JCM. Feedback can
either be perceived as informational or controlling.
4. Which of the cognitive theories do you think is most useful in explaining organizational behavior?

I think that Festinger’s cognitive dissonance theory can be of use in explaining social OB (e.g., OCBs)
and organizational culture. Even though one may not believe or even value the culture of an
organization, it often becomes embedded into the schemas of the employee due to repeated action.
Give specific examples of how three operant conditioning principles (e.g. fixed ratio, variable ratio, extinction,
punishment) have been used in an organization.
5. What are the two most important functions for pay / salary? (according to Dr. Mitchell)
6. What problem results from paying workers well above the going rate?

I’m making this up: when paid too much, this may inflate a worker’s sense of security, confidence, etc.,
actually affecting performance negatively.
Discuss the effect that money (tangible) compensation has on professional athletes' performance

It undermines intrinsic motivation? While the athletes at one time must have had a large amount of
intrinsic motivation for the sport, the sport becomes a means to an end rather than an end in itself.
7. How would you compensate CEOs to motivate them to improve organizational functioning?

The goal would be to tie compensation to achieving strategic goals. To make a real connection between
achieving those goals (objectively) and pay.
Chapter 9 Attitudes and Emotions at Work
1. What are the three components of an attitude and give an example using job satisfaction?

Beliefs, the evaluative component, and behaivoral intentions. For example, a belief is a statement about
one’s perceptions: “My boss is always criticizing me.” An evaluation is a judgement about that belief: “I
hate my job.” A behavioral intention is a plan to do something: “I’m going to resign tomorrow.”
2. Which is more enduring? Mood or emotion?

Mood. Mood is a generalized feeling that is not necessarily associated with specific events or
environmental stimuli. Emotion is usually in response to specific events.
3. What’s the difference between self esteem, self-efficacy and LOC? Give an example of each.
 Self-esteem is one’s judgement about how others feel about you. That is, it is a judgement of one’s
social standing. Self-efficacy is the degree to which you feel you can successfully accomplish some task.
Locus of control is one’s perception of the causation of life events (internal—coming from oneself vs.
external—coming from without).
4. Which is most important for work motivation, affective, continuance, or normative commitment? Why?
 Affective commitment refers to one’s emotional attachment to one’s work place, continuance refers to
one’s attachment because of the perceived costs of quitting, and normative refers to a feeling of
obligation. Affective commitment is the most important for work motivation. Motivation is best when it
is garnered from withing (i.e., intrinsically); therefore, intrinsic commitment (affective) is the best
predictor of performance. Continuance only obliges one to do enough to avoid being fired. Normative
might create equal performance, however, actions done merely done out of obligation often lack
invention, vigor, and “going the extra mile.”
5. How would you use what is known about the dispositional and situational (job characteristics) approaches to
design an effective employee selection process?

Because jobs themselves are differentially motivating depending on the person executing the job, there
should be attempts to assess the degree of person-job fit. The characteristics of the job should be
assessed. The degree to which the job is motivating should be understood and know. The candidate’s
degree of need for growth, etc. should also be know. People with high growth needs and high levels of
intrinsic motivation should be put into jobs that will cater to these characteristics.
4. Why has job satisfaction not been shown to be highly related to absenteeism and turnover?

One reason is the multi-faceted nature of job satisfaction. A single measure is not an adequate
represeentation of the construct. In fact, researchers have suggested that there are several types of job
satisfaction, including, progressive, stabilized, resigned, pseudo, and two types of dissatisfaction,
including, fixated and constructive. Some research has found that dissatisfaction is more predictive of
intentions to quit rather than satisfaction. Also, many other variables that affect both satisfaction and
turnover (e.g., life circumstances, personal dispositions, genetics?, etc.).