POW

Question

Work, I/O or Occupational Psychology is a branch of:

Answer 1

Cognitive Psy

Answer 2

Business Psy

Answer 3

Applied Psy

Answer 4

Developmental Psy

Answer 5

Pragmatism

Answer 6

Psychology

Answer 7

Post-Modernism

Answer 8

Pragmaticism

Answer 9

Cybernetics

Answer 10

Hawthorne studies

Answer 11

Scientific management

Answer 12

Time and motions studies

Answer 13

Medieval Times

Answer 14

The 1960's

Answer 15

Individuals

Answer 16

Organisations

Answer 17

All of the above

Answer 18

Recognising levels of analysis, integrity and competence

Answer 19

Respect, responsibility and leadership

Answer 20

Respect, competence, responsibility and integrity

Answer 21

Honesty, integrity, perspective and leadership

Answer 22

How an organisations sucess is based on its ability to attract, develop and reatain talented employees

Answer 23

Business is similar to war

Answer 24

An organisations ability to succeed is based on adopting management techniques used in the armed forces

Answer 25

Importance of talent pool

Answer 26

include competencies with clear behavioural indicators

Answer 27

Include at least 8 competencies

Answer 28

Job rotation

Answer 29

Job evaluation

Answer 30

Job analysis

Answer 31

Job satisfaction

Answer 32

Knowledge, scores, ability and other interests

Answer 33

Knowledge, skills, ability and other characteristics

Answer 34

Knowledge, scores, attidues and other characteristics

Answer 35

Knowledge, scales, ability and other skills

Answer 36

All of the above

Answer 37

Semi-Structured

Answer 38

Structured

Answer 39

Biodata, work sample tests and references

Answer 40

Application forms and biodata

Answer 41

Graphology and polygraph tests

Answer 42

References, psychometrics, interviews

Answer 43

Sales volume

Answer 44

creativity

Answer 45

Initiative

Answer 46

Absenteeism

Answer 47

peer ratings are more reliable than supervisor ratings

Answer 48

supervisor ratings are more reliable than peer ratings

Answer 49

peer and supervisor ratings are equally reliable

Answer 50

self-ratings are more reliable than peer or supervisor ratings

Answer 51

360 feedback

Answer 52

180 feedback

Answer 53

all round feedback

Answer 54

give the appraisee a comprehensive pack containing all of the feedback and ratings from each rater to review on their own and plan their development

Answer 55

evaluate the system

Answer 56

give the apraisee a one to one feedback session

Answer 57

use multi source ratings primarily for development

Answer 58

Social learning theory

Answer 59

Operant Conditioning

Answer 60

Behaviour modelling training

Answer 61

All of the above

Answer 62

Schmidt and Hunter

Answer 63

Smith and Carter

Answer 64

Goldstein and Ford

Answer 65

Bakker and Schaurfeli

Answer 66

Training needs analysis

Answer 67

Training evaluation

Answer 68

Training design

Answer 69

Training development

Answer 70

Hierarchal Task Analysis

Answer 71

Higher Training Attitude

Answer 72

Hitting Target Aim

Answer 73

Hierarchal Training Analysis

Answer 74

Task variety, Skill identity and autonomy

Answer 75

Task identity, Skill variety and skill significance

Answer 76

Autonomy, Skill identity, and task variety

Answer 77

Feedback, Skill variety and task significance

Answer 78

They are a way of undestanidng why some activities are inherently rewarding

Answer 79

Their effect can be undermined by extrinsic rewards

Answer 80

They were first decribed and understood in behaviourist

Answer 81

They are important for understanding why people will freely choose to do tasks

Answer 82

Agreeableness

Answer 83

Contientousness

Answer 84

Extraversion

Answer 85

Psyhcotism

Answer 86

it determines what kind of deefback we need

Answer 87

it affects how committed we are to the goasls

Answer 88

it can counteract goal complexity

Answer 89

it improves our level of satisfaction with the goals

Answer 90

Need for Achievement

Answer 91

Need for Esteem

Answer 92

Need for Affiliation

Answer 93

Need for Power

Answer 94

Instrumentality

Answer 95

Expectancy

Answer 96

Equity Theory

Answer 97

Self determination Theory

Answer 98

Goal Setting Theory

Answer 99

Need Theory

Answer 100

Sees people as passive recipients of the message

Answer 101

focuses on the different ways a message can be intepreted

Answer 102

Recognises that we suffer from information overload

Answer 103

Explores the impact of IT on communication

Answer 104

Body Language

Answer 105

The role of interpersonal space in communication

Answer 106

Personal relationship at work

Answer 107

The impact of personal apperrance on communication

Answer 108

express emotion

Answer 109

reduce anxiety

Answer 110

enhance brand awareness

Answer 111

pass on a complex message

Answer 112

Complexity

Answer 113

Centralisation

Answer 114

Configuration

Answer 115

As a shorthand for common work elements

Answer 116

To speed up communication with outsiders

Answer 117

To avoid having to use email

Answer 118

To explain a complex issue in plain language

Answer 119

Bulletin Boards

Answer 120

Policy Statements

Answer 121

Verbal Praise

Answer 122

Suggestion Boxes

Answer 123

The words we use when we speak

Answer 124

The sounds, noise and way we say words not the words themselves

Answer 125

The meaning of the words

Answer 126

The sumbolic use of the words

Answer 127

Tend to have longer communication chains than formal networks

Answer 128

Often contain much of the important communication at work

Answer 129

Usually have more women than ment in them

Answer 130

Tend to take the form of a wheel

Answer 131

The interdependence of the team members

Answer 132

Team members having independent objectives

Answer 133

Members not being sure whether they are in the team or not

Answer 134

The frequence of meetings

Answer 135

Manual tasks only

Answer 136

All team tasks

Answer 137

conceptual tasks only

Answer 138

behavioural tasks only

Answer 139

Team Cohesion

Answer 140

Dependability

Answer 141

Psychological Safety

Answer 142

Task meaning

Answer 143

risk-taking

Answer 144

open comunication

Answer 145

strong leadership

Answer 146

Acceptance of ambiguity

Answer 147

Performing

Answer 148

Adjourning

Answer 149

Task reflecivity and Social reflexivity

Answer 150

Task reflexivity and Team viability

Answer 151

Performance Reflexivity and Social Reflexivity

Answer 152

Social Reflexivity and Team Viaibility

Answer 153

Input Factor

Answer 154

Process Factor

Answer 155

Outcome Factor

Answer 156

Irrelevant Factor

Answer 157

Complexity, implentation

Answer 158

Strategy, implementation

Answer 159

Change, Complexity

Answer 160

Complexity, Change

Answer 161

Task focus and time focus

Answer 162

initiating stucture and itiating change

Answer 163

Employee orientation and consideration

Answer 164

People orientation and task orientation

Answer 165

Leader-member relations

Answer 166

Least preferered coworker

Answer 167

Task structure

Answer 168

Position power

Answer 169

One of the leader styles identified by Blake and Mouton

Answer 170

A form of transactional leadership

Answer 171

Also known as contingent reward leadership

Answer 172

A form of trandormational leadersip

Answer 173

Participative and team oriented

Answer 174

Autonomous and humane oriented

Answer 175

Team oriented and charismatic

Answer 176

Charismatic and participative

Answer 177

Leadership prototypicality

Answer 178

Transformational leadership

Answer 179

Management by exception

Answer 180

Team orientation

Answer 181

Self awareness and Balanced processing

Answer 182

Idealised influence and ispirational motivation

Answer 183

Internalised Moral perspective and idealised influence

Answer 184

Self awareness and individualsised consideration

Answer 185

Leadership is associated as more strereotypical of men than women

Answer 186

Men feel that women are less interested in leadership positions than men

Answer 187

Women displaying leadership behaviours are evaluated less favourably then men

Answer 188

Deep Structure

Answer 189

Status Quo

Answer 190

Reloutionary periods

Answer 191

Equilibrium periods

Answer 192

Never let up, incoporate change into the culture

Answer 193

Establish a sense of urgency, develop a change vision

Answer 194

Establish a sense of urgency, create a guiding coalition

Answer 195

Develop a change vision, generate short-term wins

Answer 196

A way for ther practioner to implement change

Answer 197

A wayfor researchers to identidy clear step-change plans

Answer 198

An approach to understanding how groups interact

Answer 199

A compromise between the scientific method and intuition

Answer 200

Routine seeking

Answer 201

Emotional Reaction

Answer 202

Cognitive Rigidity

Answer 203

The impact of change on social groups

Answer 204

Our psychological reactions to change

Answer 205

How organisational change affects employees' home lives

Answer 206

How change causes mental illness

Answer 207

Assumptions

Answer 208

Individualism

Answer 209

Masculinity

Answer 210

Future thinking

Answer 211

Power distance

Answer 212

Motivation

Answer 213

Leadership

Answer 214

Development

Answer 215

Psychological contract

Answer 216

Cognitive contract

Answer 217

Employee contract

Answer 218

Proxy contract

Answer 219

interviweing

Answer 220

assessment

Answer 221

consultancy

Answer 222

counselling

Answer 223

Exploration

Answer 224

Maintenance

Answer 225

Career-counselling

Answer 226

Prep for tranisiton

Answer 227

Developmental programmes

Answer 228

Joining a recruitment agency

Answer 229

Networking

Answer 230

Turning up early for work

Answer 231

transition

Answer 232

socialisation

Answer 233

consultancy

Answer 234

An appraisal of an event as potentiallly harmful or beneficial

Answer 235

An evaluation of our coping options

Answer 236

Listing pros and cons of a situation

Answer 237

A decision about whther or not an enxounter is relevant to our well-being

Answer 238

Absenteeism

Answer 239

Lost productivirty

Answer 240

Compensation claims

Answer 241

All of them

Answer 242

Self efficacy

Answer 243

Social support

Answer 244

Negatively, Positively

Answer 245

Positively, Negatively

Answer 246

Reduced absenteeism

Answer 247

High performance

Answer 248

Long hours culture

Answer 249

Good staff morale

Answer 250

responsibility

Answer 251

Alarm, resistance, exhaustion

Answer 252

Alarm, reaction, exhaustion

Answer 253

Alarm, resistance, emotion

Answer 254

Alarm, response, exhaustion

Answer 255

trying to remove the source of stress

Answer 256

providing counselling to employees

Answer 257

Encouraging a participative management style

Answer 258

Helping employees to modify their reaction to stressors

Answer 259

seeking to use and develop the best in ourselves

Answer 260

seeking pleasure in our activities

Answer 261

seeking to contribute to the wider community

Answer 262

seeking to work towards a higher purpose

Answer 263

higher levels of perseverance

Answer 264

slightly lower grades

Answer 265

lower levels of helplessness

Answer 266

lower absence rates

Answer 267

A good way of motiating people at work

Answer 268

Engaged in by the majority of students and young adults

Answer 269

A long, difficult process

Answer 270

A simple model of motivation

Answer 271

being too optimistic about people

Answer 272

not being scientifically rigorous

Answer 273

being overly simplistic

Answer 274

not tkaing account of the 'dark side' of human nature

Answer 275

social relationships

Answer 276

a higher salary

Answer 277

instinctive response to threats

Answer 278

none of the above

Answer 279

identifying your strengths

Answer 280

finding ways to use strenghts in your work

Answer 281

developing your weaknesses

Answer 282

improving relationships with others

Answer 283

Forgiveness

Answer 284

give employees more holidays

Answer 285

give employees more autonomy

Answer 286

ensure that employyes have clear goals

Answer 287

Introduce flexitime

Answer 288

Informed consent, confidentiality, withdrawal and debriefing

Answer 289

Informed consent, confidentiality, clarity and debriefing

Answer 290

Informed consent, confidentiality, clarity and rapport

Answer 291

Informed consent, consent, rapport, support services

Answer 292

The perspectives of those who may be affected by an intervention

Answer 293

The practitioners own experience

Answer 294

both a and b

Answer 295

Research results are so contradictory

Answer 296

They are often acting in a consultative capacity rather than as final decision makers

Answer 297

It is usually better to follow 'gut instinct' than use evidence to make decisions

Answer 298

Managers think they know best

Answer 299

scientific research

Answer 300

professional judgement

Answer 301

organisational data

Answer 302

all of the above

Answer 303

Faster rate of innovation

Answer 304

Enhanced bureaucracy

Answer 305

Global competition

Answer 306

Increased teamwork

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