Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
Chapter 03: Values, Attitudes, and Their Effects in the Workplace
1) Values are
a. flexible and adaptable.
b. synonymous with attitudes.
c. consistent among occupational groups.
d. relatively stable and enduring.
e. based solely on perception.
2) The desire for a comfortable and prosperous life is a ________ value, while being
ambitious, hardworking, and aspiring are ________ values.
a. relative; absolute
b. instrumental; ethical
c. terminal; instrumental
d. absolute; moral
e. absolute; relative
3) Kent Hodgson identified seven general moral principles that individuals should follow
when making decisions about behaviour. One of these seven moral principles is
a. humane orientation.
b. the importance of stressing ownership of behaviour.
c. incorporating cultural values into decisions.
d. telling the truth.
e. being self-controlled and disciplined.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
4) ________ refer to preferable ways of behaving. An example of this is being
courageous.
a. Instrumental values
b. Ethical values
c. Terminal values
d. Moral standards
e. Cultural values
5) In a study involving steelworkers, community activists, and corporate executives,
a. instrumental values were found to be similar among the three groups.
b. terminal values were found to be similar among the three groups.
c. no significant value differences were found among the three groups.
d. very significant value differences were found among the three groups.
e. executives valued courageousness while the other two groups did not.
6) ________ are desirable end states of existence, while ________ refer to preferable
ways of behaving.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
a. Terminal values; instrumental values
b. Ethical values; instrumental values
c. Magnificent values; instrumental values
d. Instrumental values; terminal values
e. Humane values; ethical values
7) Riley has always been a planner. He has set some very clear goals for his life that he
intends to follow as he gets older. These goals are examples of
a. cultural values.
b. ethical values.
c. instrumental values.
d. terminal values.
e. moral standards.
8) Jaime is considered by her employees to be an honest, responsible, and capable boss.
These characteristics are known as
a. cultural values.
b. terminal values.
c. instrumental values.
d. ethical values.
e. moral standards.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
9) Hayden was always considered to be a very creative person in everything that he did.
This is an example of
a. salvation.
b. an instrumental value.
c. self-respect.
d. true friendship.
e. a terminal value.
10) Tom is a manager who values family security, self-respect, and a sense of
accomplishment above all else. These are examples of
a. moral standards.
b. ethical values.
c. instrumental values.
d. terminal values.
e. cultural values.
11) If given a choice, Li prefers to work in groups rather than by herself. This relates to
the concept of
a. power distance.
b. collectivism.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
c. uncertainty avoidance.
d. assertiveness.
e. performance orientation.
12) The GLOBE framework of national culture includes the following dimension:
a. self-actualization.
b. loyalty.
c. honesty.
d. humane orientation.
e. dignity.
13) The extent to which members of a society accept the fact that power in institutions
and organizations is distributed unequally is called
a. uncertainty avoidance.
b. collectivism.
c. power distance.
d. humane orientation
e. bureaucracy.
14) Giselle has always accepted the authority of her boss without question, simply
because her boss is in charge and therefore should be able to direct her actions. Giselle’s
outlook relates to the concept of
a. collectivism.
b. uncertainty avoidance.
c. power distance.
d. humane orientation.
e. bureaucracy.
15) Hofstede’s research on cultural values noted that poorer countries tend to rate higher
on
a. short-term orientation.
b. individualism.
c. power distance.
d. femininity.
e. risk taking.
16) Cultures emphasizing ________ would value planning, investing, and delay of
gratification.
a. future orientation
b. power distance
c. in-group collectivism
d. performance orientation
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
e. uncertainty avoidance
17) Using Hofstede’s findings, we would expect ________ to have the highest degree of
gender differentiation.
a. Japan
b. Russia
c. Netherlands
d. Indonesia
e. France
18) According to the GLOBE findings, the societal values of being generous and kind to
others relate to
a. higher value in femininity.
b. being honest.
c. terminal values.
d. humane orientation.
e. future orientation.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
19) The extent to which a society encourages structured over unstructured situations
defines its
a. collectivism.
b. humane orientation.
c. uncertainty avoidance.
d. power distance.
e. future orientation.
20) According to Hofstede, gratification of desires and wants is classified as
a. power distance.
b. risk taking.
c. short-term orientation.
d. indulgence.
e. individualism.
21) According to the Hofstede’s research, ________ scored high on the individualism
dimension.
a. Colombia
b. Australia
c. Thailand
d. Portugal
e. China
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
22) According to Hofstede’s research, societies that score low on _____________ are
risk takers.
a. long-term orientation
b. masculinity
c. uncertainty avoidance
d. restraint
e. power distance
23) Research shows that Baby Boomers, who are one of the age groups of Canadians,
a. value a sense of accomplishment.
b. lack discipline.
c. are flexible.
d. are less willing to make personal sacrifices.
e. value happiness and pleasure.
24) Studies have shown that when individual employee values align with organizational
values,
a. there are more positive work attitudes, lower turnover, and greater productivity.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
b. there is an overall improvement in attitude, but other improvements are hard to
measure.
c. there is a change in attitudes, but there is no difference in turnover.
d. there is a change in attitudes, but there is no improvement in productivity.
e. there is a change in attitudes over the long-term of the company, but not in the short
term.
25) Skepticism of authority and preference for team-oriented work are values of
a. Millennials.
b. Elders.
c. Baby Boomers.
d. Generation Y.
e. Generation X
26) Gwen is very focused on job satisfaction but at the same time is less willing to make
personal sacrifices for the sake of her organization. Gwen is likely a member of
a. the Elders.
b. the Millennials.
c. Generation Y.
d. the Baby Boomers.
e. Generation X.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
27) Clarence is guided by the values of becoming rich but is also showing a high degree
of social responsibility. He is likely a member of
a. Generation X.
b. the Baby Boomers.
c. Generation Y.
d. the Elders.
e. the Millennials.
28) A study on francophone and anglophone values suggests that
a. francophone managers favour behaviour that is beneficial to their own interests first.
b. francophones are more individualistic than ever.
c. anglophones are more collectivistic than ever.
d. francophone managers are more achievement oriented.
e. francophones have been shown to take more risks.
29) Compared with francophone business people, Canadian anglophone business people
have been found to
a. be more aggressive.
b. be more focused on interpersonal aspects of work.
c. consider self-serving behaviour acceptable.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
d. value affiliation in the workplace.
e. be more achievement oriented.
30) In her study, Lindsay Redpath concluded that Aboriginal cultures
a. are more collectivist than non-Aboriginal cultures in either Canada or the United
States.
b. are higher on uncertainty avoidance than non-Aboriginal cultures in either Canada or
the United States.
c. are not more likely to reflect and advance the goals of the community.
d. demonstrate a lower sense of family, affiliation, and loyalty within the workplace.
e. support a larger power distance than non-Aboriginal cultures of Canada and the United
States.
31) Denis Oil and Gas Ltd. is interested in forming a business partnership with
Aboriginal peoples to develop oil and gas on First Nations’ land. Ground rules for
developing business partnerships with Aboriginal peoples include
a. limiting the involvement of community members.
b. modifying management operations to increase the impact on wildlife.
c. recognizing and protecting Aboriginal and treaty rights.
d. leaving to Aboriginal peoples the need to protect all wildlife species.
e. leaving to Aboriginal peoples the need to maintain community access to land and
resources.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
32) Colin is curious by nature, and he tends to question issues that come up more than his
peers in other age groups. He is likely a member of
a. Generation Y.
b. Generation X.
c. the Baby Boomers.
d. the Elders.
e. Generation Z.
33) Guanxi is the connection made when doing business with firms that value
a. self-interests and short-term contracts.
b. reciprocation and a long-term orientation.
c. obligation and guilt as a foundation for doing business.
d. product differentiation as a foundation for doing business.
e. capitalism, the right price, and the right strategy when doing business.
34) The judgment that “supervisors, auditors, and time-motion engineers are all
conspiring to make employees work harder for less money” is an example of
a. an attitude.
b. an ethic.
c. a value.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
d. a perception.
e. a decision.
35) Jon is a middle-level manager at Apex Corporation, which manufactures electronic
switches for the telecommunications industry. Jon has been in his position for about three
years and has been heard on several accounts expressing the fact that he likes his job. Jon
is expressing his
a. attitude about work.
b. values about work.
c. perceptions about work.
d. organizational citizenship behaviour.
e. social values.
36) David seems to be enthusiastic, highly involved, and satisfied with his work. He is
exhibiting
a. perceived organizational support.
b. job involvement.
c. employee engagement.
d. organizational commitment.
e. organizational loyalty.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
37) Organizational commitment refers to the degree to which
a. employees identify with the organization’s purpose.
b. employees identify with the organization they work for and its goals.
c. employers are committed to their employees.
d. employers are committed to maintaining the membership of their employees.
e. employees and employers are both committed to each other.
38) If an employee’s attitude is negative toward his or her job, that employee likely does
not have
a. organizational commitment.
b. shared values.
c. job satisfaction.
d. job commitment.
e. continuance commitment.
39) Jennifer is in a highly paid job and her sister Erin is in a union position with good
benefits. They each love their work and are each very competent at what they do. They
are displaying ________ commitment because of the extrinsic and intrinsic rewards
received from their jobs.
a. affective and normative
b. normative and continuance
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
c. continuance and affective
d. organizational citizenship
e. job satisfaction
40) Job satisfaction is most often caused by
a. high pay.
b. need for power.
c. interesting work.
d. being creative.
e. no direct cause can be reasonably expressed.
41) Hans, who works for small manufacturing business, has been instrumental in
gathering support and leading the union drive at his place of work. According to the
“exit-voice-loyalty-neglect” model, Hans’ decision and actions to unionize would be an
example of
a. exit.
b. voice.
c. disloyalty.
d. neglect.
e. passive action.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
42) Natalie has been dissatisfied with her job for many years but has waited for
conditions to improve in her workplace, trusting that management would eventually do
the right thing and take the steps necessary to correct the numerous problems. According
to the “exit-voice-loyalty-neglect” model, Natalie’s actions are an example of
a. exit.
b. loyalty.
c. voice.
d. neglect.
e. exemplary value.
43) Alex has been dissatisfied with his job for a long time. After 17 years of committed
loyalty to the company, waiting for conditions to improve and trusting that management
would eventually do the right thing to correct numerous problems, Alex has resigned.
According to the “exit-voice-loyalty-neglect” model, Alex’s actions are examples of
a. loyalty and exit.
b. neglect and voice.
c. loyalty and neglect.
d. neglect and exit.
e. voice and exit.
44) Ann has been unhappy with her job for quite a while, and, over time, she has
increasingly let her job responsibilities slide. This is an example of
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
a. neglect.
b. exit.
c. uncertainty avoidance.
d. voice.
e. loyalty.
45) When Fred didn’t get the promotion he was after, he was disappointed, but he
continued to do his job to the best of his ability. This is an example of
a. neglect.
b. loyalty.
c. voice.
d. exit.
e. uncertainty avoidance.
46) Maria is dissatisfied with the way that her manager treats her. She has decided to quit
her job and find a new position with another firm. She is expressing her dissatisfaction
through
a. exit.
b. voice.
c. power distance.
d. neglect.
e. uncertainty avoidance.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
47) Mark is very bored with his job duties, overall very dissatisfied with his job, and
constantly absent from work. Mark’s actions are an example of
a. exit.
b. loyalty and voice.
c. loyalty and exit.
d. neglect.
e. exit.
48) Steve is unhappy with his job. He takes every possible sick day and sometimes shows
up for work late. He is expressing his dissatisfaction by
a. exit.
b. voice and continuance commitment.
c. continuance commitment.
d. neglect.
e. voice and exit.
49) Tina really cares about the work she does and strongly identifies with her position
and responsibilities. This is an example of
a. organizational citizenship behaviour.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
b. core self-evaluation.
c. continuance commitment.
d. affective commitment.
e. job involvement.
50) Carmen can always be counted on to go above and beyond her own duties by helping
her co-workers. This is an example of
a. organizational citizenship behaviour.
b. normative commitment.
c. affective commitment.
d. continuance commitment.
e. empathy.
51) Henry is dissatisfied with his job but believes his supervisor is a good man who will
do the right thing. Henry has decided that if he just waits, conditions will improve.
Henry’s approach to this problem is termed
a. exit.
b. voice.
c. loyalty.
d. neglect.
e. agreeableness.