Satisfaction with the work itself is the single strongest driver of overall job satisfaction.

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Organizations that have cultures in which employees think alike but are not friendly to one another can be considered communal cultures.
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Hindrance stressors such as role ambiguity, conflict, and overload not only cause strain but also decrease commitment and job performance.

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Projection bias causes problems in decision making because it limits our ability to develop appropriate criteria for a decision and evaluate decisions carefully.

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The equity norm is typically judged to be the fairest choice in situations in which the goal is to maximize the productivity of individual employees.

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People are likely to feel more control over a stressor when they appraise it as a hindrance rather than a challenge.

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Headaches, tight shoulders, and back pain have all been linked to a variety of stressors.

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As the level of task interdependence increases, members must spend increasing amounts of time communicating and coordinating with other members if they want to complete tasks effectively.

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Very few 360-degree feedback systems ask the employee to provide ratings of his/her own performance.
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Accomplishment strivers focus on “getting along,” not necessarily “getting ahead.”

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Increases in salary or income have a stronger impact on life satisfaction than do increases in job satisfaction.

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Performance-oriented individuals enjoy working on new kinds of tasks, even if they fail during their early experiences.

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In the absence of a goal, it is difficult to rely on trial and error to figure out how best to do a task.
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The rational decision-making model offers a step-by-step approach to making decisions that maximize outcomes by examining all available alternatives.

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An extravert exhibits low positive affectivity when compared to an introvert.
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Artistic people tend to enjoy abstract, analytical, theory-oriented tasks.

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The O*NET is an online government database that describes the results of task performance behaviors that must be reported by firms to the government on an annual basis.
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Big decisions are visible to competitors and observable by industry experts.

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The compensatory forms model of withdrawal argues that the various withdrawal behaviors are positively correlated.

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Traits are more predictive of leader emergence than they are of leader effectiveness.

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One type of strain-reducing practice involves training in relaxation techniques.

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Training intended to develop transportable teamwork competencies focuses on and occurs in the context of an ongoing team experience.
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Organizations which do not proactively develop designs may be forced to change their structure to become more effective.

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Magnitude of consequences and concentration of effect are two components of moral intensity.

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When goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance.

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It is easy to stay true to espoused values in times of economic downturns.

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Instrumentality represents the belief that stressful performance will result in positive outcome(s).
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Conscientiousness has a moderate positive effect on performance.

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When asked about the company where she works, Jena responds by discussing how well the get along and like each other and how, although there is, of course, some conflict, in general the employees think alike about most of the important company values and concerns. Jena is discussing her company in terms two general culture types: affability and consensus.
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The legal component of corporate social responsibility argues that the law represents society’s codification of right and wrong and must therefore be followed.

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With a(n) _____ decision-making style, employees have a say in the decision making process but the ultimate authority still rests with the leader.

A. delegative
B. directive
C. consultative
D. facilitative
E. autocratic

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Which of the following statements is true regarding job satisfaction?

A. It remains constant over time.
B. It is independent of objective job appraisals.
C. It is immeasurable.
D. It is unrelated to job performance.
E. It has rational and emotional components.

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Which of the following types of emotional intelligence represents the degree to which people can harness emotions and employ them to improve their chances of being successful in their pursuits?

A. Self-awareness
B. Other awareness
C. Use of emotions
D. Emotion regulation
E. Emotion resilience

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Which of the following characteristics is most closely related to leader effectiveness?

A. Low agreeableness
B. High conscientiousness
C. High introversion
D. Low neuroticism
E. High openness to experience

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A high level of _____ exists when employees definitively agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistent with those expectations.

A. culture shock
B. culture strength
C. ASA framework
D. safety culture
E. reality shock

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Organizations can provide _____, aimed at increasing job-related competencies and skills, that help employees to cope with stressful demands.

A. primary appraisal
B. role overloads
C. training interventions
D. supportive practices
E. role ambiguity

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_____ is a term that reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals.

A. Team characteristic
B. Team process
C. Team composition
D. Team interdependence
E. Team ability

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Which of the following statements concerning job analysis is incorrect?

A. The first step in job analysis is to generate a list of all job activities.
B. A subject matter expert is consulted regarding the frequency and importance of all job activities.
C. A list of all job activities is generated using various sources of data such as surveys, employee interviews, and observations.
D. Activities with the lowest ratings are used to define job responsibilities.
E. Job analysis is used by many organizations to identify task performance behaviors.

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In the case of _____ trust, our trust arises mostly from the emotional feelings we have for the authority.

A. cognition-based
B. mentor-based
C. affect-based
D. character-based
E. disposition-based

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Mauve has been working as the creative head at Juno Designs for the past 10 years. Her growth at Juno has made her one of the finest designers in the field. Of late Mauve has been receiving several offers and inquiries from head hunters from other companies. Mauve feels that she should stay with Juno Designs because her retirement benefit increases during her later years of service as opposed to her initial years of service. This is an example of _____ commitment.

A. continuance
B. affective
C. ethical
D. normative
E. associative

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The goal of an organization’s socialization efforts should be to minimize _____ as much as possible.

A. mentoring
B. diversity
C. reality shock
D. espoused values
E. newcomer orientation

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_____ refer(s) to the behaviors and thoughts that people use to manage both the stressful demands that they face and the emotions associated with those stressful demands.

A. Coping
B. Strains
C. Type A behavior pattern
D. Stressors
E. Negative life events

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Abilities related to the acquisition and application of knowledge in problem solving refers to _____ abilities.

A. social
B. motivational
C. physical
D. cognitive
E. affective

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Bankers on Wall Street have to choose and apply formulas to solve problems related to the economy and the stock market. Which of the following abilities is being reflected here?

A. Inductive reasoning
B. Emotional ability
C. Dynamic strength
D. Mathematical reasoning
E. Perceptual speed

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James is the new manager of operations at Leo Motors. To his dismay, he finds the employees coming in late to work, taking long breaks and behaving unprofessionally at their work stations. James decides to promote desirable work practices. He plans to introduce incentives for meeting the required targets, at the same time withhold incentives when employees meet the target, but their work culture is poor and they continue coming late. Identify the contingencies that James is planning to implement.

A. Punishment and extinction
B. Positive reinforcement and punishment
C. Punishment and negative reinforcement
D. Positive reinforcement and negative reinforcement
E. Negative reinforcement and extinction

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According to research, of the five facets of value-percept theory which two facets have moderately strong influences on overall job satisfaction?

A. Pay satisfaction and promotion satisfaction
B. Promotion satisfaction and coworker satisfaction
C. Supervision satisfaction and altruism
D. Coworker satisfaction and supervision satisfaction
E. Satisfaction with the work itself and promotion satisfaction

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“_____” possess low levels of both organizational commitment and task performance.

A. Stars
B. Citizens
C. Lone wolves
D. Apathetics
E. Dogs

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Which schedule reinforces behaviors after a certain number of them have been exhibited?

A. Continuous
B. Variable interval
C. Variable ratio
D. Fixed ratio
E. Fixed interval

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_____, who are more energetic and outgoing, are perceived to be more “leader like.”

A. Neurotics
B. Hysteric individuals
C. Extraverts
D. Callous people
E. Agreeable people

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Scenario: Polar Coat Manufacturing
Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee’s in her department.
Alexandria is displaying _____ style of decision-making.

A. consultative
B. autocratic
C. delegative
D. facilitative
E. directive

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Researchers found two particular limitations to trait theory and therefore started looking more at “what leaders do” rather than “who leaders are.” The two limitations were 1) that traits had less practical relevance than leader actions, and 2) ______.

A. correlations between leader traits and leader effectiveness were weak.
B. researchers had identified all the relevant traits and so more research would be unnecessary
C. the government stopped funding the research
D. tranformational leaders had different traits than other leaders
E. leader traits had no relationship to dyadic leadership

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_____ reflects how complicated the information and actions involved in a task are, as well as how much the task changes.

A. Task complexity
B. Self-efficacy
C. Goal commitment
D. Feedback
E. Instrumentality

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“_____” indicates an intentional desire on the part of the employee to look like he/she is working, even when not performing work tasks.

A. Looking busy
B. Moonlighting
C. Daydreaming
D. Socializing
E. Cyberloafing

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Which of these is one of the conditions necessary to establish causal inferences?

A. The presumed cause succeeds the presumed effect in time.
B. Multiple alternative explanations exist for the correlation.
C. Factors other than the variables in question could create causation.
D. The two variables are correlated.
E. The sample size is large enough.

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Roger Federer is an icon in tennis. Many aspiring tennis players try to emulate him. Federer’s iconic status gives him _____ power.

A. coercive
B. structural
C. reward
D. referent
E. collaborative

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The belief that exerting a high level of effort will result in the successful performance of some task is known as:

A. instrumentality.
B. valence.
C. equity.
D. expectancy.
E. psychological empowerment.

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Tim is a new hire at The Journal, a weekly publication. He does not like his job and is not committed to the organization. He hardly exerts any effort that is required to keep his job. Tim is staying with The Journal because he does not want to be “unemployed.” Tim is a(n) “______.”

A. star
B. citizen
C. lone wolf
D. apathetic
E. dog

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Personality traits are a function of both your:

A. values and beliefs.
B. beliefs and environment.
C. environment and genes.
D. genes and perceptions.
E. culture and beliefs.

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Which of the following represents the first stage in the socialization process?

A. Attrition
B. Anticipatory
C. Encounter
D. Adaptation
E. Understanding

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The notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision refers to:

A. management by exception.
B. communities of practice.
C. bounded rationality.
D. projection bias.
E. structure bias.

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The Big Five dimension _____ is also called by its flip side: “Emotional Stability” or “Emotional Adjustment.”

A. conscientiousness
B. extraversion
C. agreeableness
D. openness to experience
E. neuroticism

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The second step in the four-component model of ethical decision making is _____.

A. ethical behavior
B. moral identity
C. moral intent
D. moral awareness
E. moral judgment

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The Big Five personality dimension _____ is a key driver of what’s referred to as typical performance, which reflects performance in the routine conditions that surround daily job tasks.

A. neuroticism
B. conscientiousness
C. extraversion
D. openness to experience
E. agreeableness

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Explain the effects of general cognitive ability on performance and commitment.

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Distinguish between distributive bargaining and integrative bargaining.

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Define organizational commitment. Briefly describe the three types of organizational commitment.

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Explain the forced ranking method using Jack Welch’s “vitality curve.”
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Discuss the steps an organization can take to foster learning. Provide an example of each.

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Christopher works as a financial analyst in an investment firm. Because several of his colleagues resigned from the firm, he had to take over extra responsibilities. His manager notices that Christopher has started smoking heavily and often gets irritable with his co-workers. What kind of strain is Christopher experiencing? If you were his manager, what kind coping mechanism would you prefer that he uses to cope with the stress?
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Which of the following statements might Kendra use to describe her company’s organic structure?
(Check all that apply.)

__I perform a lot of different tasks, and my manager encourages me to take a broad view of my work.
__My manager encourages me to make decisions when I can and only refer decisions to her when they are definitely out of my area of concern, responsibility, and expertise.
__ My company is putting me on a rotational schedule where I will learn skills and abilities applicable in many areas of the company.
__ I would never think of consulting a manager other than my specific manager. All employees in my company know exactly to whom they are supposed to report.
__ Other companies may allow employees to seek out their own answers and consult with employees in other departments. in my company, though, I get any information I may need directly from my supervisor, not from any other source.

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What are the four contingencies of reinforcement?
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Differentiate between goal interdependence and outcome interdependence. Provide an example of each.

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What processes can be used to keep an organization’s culture strong?Explain in brief.
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Identify and explain the mathematical formula for expectancy theory.

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Organizations impart certain types of knowledge to employees through formal training whereas some forms of information cannot be communicated through such trainings. Identify and compare the two types of knowledge these information represent.

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Which of the following are elements of procedural justice rules?
__ voice
__ accuracy
__ equity
__ truthfulness
__ propriety
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Which of the following contribute to overall job satisfaction as measured by the Value-Percept Theory?
__Pay satisfaction
__Coworker satisfation
__ Fairness satisfaction
__ Promotion satisfaction
__ Feedback satisfaction
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