Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
52) SCENARIO 3-1
Employees at Pony Express are dissatisfied with working conditions, salary, and the
general attitude of management. Mark, Susan, and Toni are good friends who work at
Pony Express, yet each seems to be reacting differently to the problems at work. Mark
believes that his manager is a good person and will work things out if Mark just gives
him time to do so. Susan has composed a list of concerns along with her suggestion for
improving conditions. Toni has decided that she’ll just get a new job and get away from
the problem.
Referring to SCENARIO 3-1, Toni is dealing with her dissatisfaction through a. neglect.
b. voice.
c. affective commitment.
d. exit.
e. self-engagement.
53) SCENARIO 3-1
Employees at Pony Express are dissatisfied with working conditions, salary, and the
general attitude of management. Mark, Susan, and Toni are good friends who work at
Pony Express, yet each seems to be reacting differently to the problems at work. Mark
believes that his manager is a good person and will work things out if Mark just gives
him time to do so. Susan has composed a list of concerns along with her suggestion for
improving conditions. Toni has decided that she’ll just get a new job and get away from
the problem.
Referring to SCENARIO 3-1, Susan is dealing with her dissatisfaction througha.
affective commitment.
b. voice.
c. loyalty.
d. neglect.
e. organizational citizenship behaviour.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
54) SCENARIO 3-1
Employees at Pony Express are dissatisfied with working conditions, salary, and the
general attitude of management. Mark, Susan, and Toni are good friends who work at
Pony Express, yet each seems to be reacting differently to the problems at work. Mark
believes that his manager is a good person and will work things out if Mark just gives
him time to do so. Susan has composed a list of concerns along with her suggestion for
improving conditions. Toni has decided that she’ll just get a new job and get away from
the problem.
Referring to SCENARIO 3-1, Mark is dealing with his dissatisfaction through a.
organizational citizenship behaviour.
b. humane orientation.
c. loyalty.
d. affective commitment.
e. voice.
55) A recent study found that in the workplace, ________ were more stressed than
________.
a. Baby Boomers; Generation Y
b. women; men
c. men; women
d. managers; employees
e. blue-collar employees; white-collar employees
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
56) A recent study concluded that companies that had higher levels of customer
satisfaction showed higher levels of
a. continuance commitment.
b. power distance.
c. broad-minded values.
d. employee engagement.
e. equality in the workplace.
57) An individual’s involvement with, satisfaction with, and enthusiasm for the work he
or she does is the concept of
a. normative commitment.
b. loyalty.
c. psychological empowerment.
d. employee engagement.
e. humane orientation.
58) Kelly is passionate about her work and feels a deep connection with the company that
she works for. This illustrates
a. employee engagement.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
b. normative engagement.
c. continuance engagement.
d. collectivism.
e. power distance.
59) Mustafa has worked for the same organization for 15 years, and has a very strong
emotional attachment to it to the point that he can’t see himself working anywhere else.
This is an example of
a. leadership commitment.
b. normative commitment.
c. continuance commitment.
d. affective commitment.
e. power distance commitment.
60) Norma has been with her organization through good times and bad, so when she was
offered another job with better pay recently, she passed on it because she feels an
obligation to stay since her boss really depends on her. This is known as
a. power distance commitment.
b. normative commitment.
c. affective commitment.
d. continuance commitment.
e. elder commitment.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
61) Yolanda has a strong belief in herself and feels that she is a competent individual
without being arrogant. This is known as a positive
a. terminal value.
b. core self-evaluation.
c. commitment.
d. citizenship.
e. collectivism.
62) Jessica has worked for her company for 17 years, and although she has been offered
another position with more pay, she is hesitant to leave her company. Jessica is one of the
original employees from when the company started. She has seen the company develop
into a successful thriving business from its humble beginnings. Jessica is displaying
a. normative commitment.
b. continuance commitment.
c. affective commitment.
d. competitive commitment.
e. foundational commitment.
63) Highly engaged employees have
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
a. a need for promotions and better pay.
b. passion for their work.
c. different terminal values than the organization.
d. little need for feedback on their performance.
e. a clear view of the power distance in the organization
64) Companies can increase organizational commitment by
a. encouraging organizational citizenship.
b. clarifying power distance rules.
c. recognizing employees for the quality of their individual performance.
d. emphasizing need for loyalty to the organization.
e. clarifying instrumental values expected of all employees.
65) Attitudes are evaluative statements about objects, people, or events. Attitudes in the
workplace are important because they
a. show personalities or employees.
b. affect job behaviour.
c. predict differences in employee values.
d. show differences in job experience.
e. determine the need for training.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
66) Values change as we develop more life experience.
a. True
b. False
67) Generally, we expect that an organization’s values, like those of an individual, will be
reflected in corresponding behaviour and attitudes.
a. True
b. False
68) Several studies confirm that values vary among groups of occupations, such as
corporate executives, union members, and community activists.
a. True
b. False
69) Values tend to be relatively stable and enduring.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
70) Instrumental values refer to preferable ways of behaving, such as being courageous or
helpful.
a. True
b. False
71) Dignity of human life, autonomy, loyalty, and fairness are four of the magnificent
seven moral principles that Kent Hodgson identified as necessary when making decisions
about behaviour.
a. True
b. False
72) Using findings from Hofstede’s research on cultural values, organizations in a society
high in uncertainty avoidance are likely to have more formal rules.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
73) Two of the GLOBE research dimensions of cultural values are power distance and
humane orientation.
a. True
b. False
74) Hofstede’s findings suggest that cultures with low uncertainty avoidance are risk
takers.
a. True
b. False
75) Gender differentiation refers to the extent to which a society maximizes gender role
differences.
a. True
b. False
76) Power distance describes the degree to which people in a country accept that power
in institutions and organizations is distributed unequally.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
77) Those who belong to Generation Y were born between 1977 to 1997, are often
described as part of the generation at ease with technology, and tend to be team players.
a. True
b. False
78) If Shane is a member of Generation Y, you would expect him to believe in discipline
and authority.
a. True
b. False
79) Entrepreneurial activity among Canada’s Aboriginal peoples has been growing, as
has the number of partnerships and alliances between Aboriginal and non-Aboriginal
businesses.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
80) Baby Boomers are considered to be looking for job satisfaction.
a. True
b. False
81) Generation Xers value social recognition and a sense of accomplishment.
a. True
b. False
82) According to your text, Aboriginal values are often perceived by non-Aboriginal
people as an impediment to economic development and organizational effectiveness.
a. True
b. False
83) Continuance commitment is the obligation an individual feels with regards to
continuing with the organization.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
84) If Adam feels an obligation to stay with a current employer, he is exhibiting affective
commitment.
a. True
b. False
85) Bob has just told you that “everyone should have a job and be working.” This is a
judgment response to a situation and an example of a value.
a. True
b. False
86) Attitudes are the same as values.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
87) When satisfaction and productivity data are gathered for the organization as a whole
rather than on an individual level, we find that organizations with more satisfied
employees tend to be more effective than organizations with less satisfied employees.
a. True
b. False
88) The best definition of job satisfaction centres around an individual’s general attitude
toward his or her job.
a. True
b. False
89) Values generally influence attitudes and behaviour.
a. True
b. False
90) The satisfaction-productivity correlation is stronger for higher-level employees such
as those in professional, supervisory, and managerial positions.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
91) Two common ways that employees can express dissatisfaction with their jobs include
indulgence and restraint.
a. True
b. False
92) Voice is an active and constructive response to dissatisfaction.
a. True
b. False
93) Loyalty is a passive and destructive response to dissatisfaction.
a. True
b. False
94) Chronic absenteeism is an example of dissatisfaction expressed through neglect.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
95) One of the most significant contributors to a drop in productivity is lowered job
satisfaction.
a. True
b. False
96) Research on a number of companies known for employees with high organizational
commitment levels has shown that one of the reasons why employees commit themselves
to organizations is because they are proud of the organization’s accomplishments and
legacy.
a. True
b. False
97) Major causes of stress for employees include task demands and personal factors.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
98) What are values, and how do they impact organizations? Discuss in detail the two
sets of values identified in the Rokeach Value Survey. Give specific examples to support
your answer.
Suggested answer:
– Values represent basic convictions and modes of conduct. They contain a judgmental
element about what is right, good, or desirable. Values tend to be relatively stable and
enduring.
99) Identify and describe the six dimensions of national culture as identified by Geert
Hofstede’s research. Provide examples to support your response.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
100) Describe in detail the dominant values of each of the main age groups who make up
the Canadian workforce, and explain how generational differences impact the workplace.
Provide examples to support your response.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
101) Compare and contrast some of the values of the Asian, Aboriginal, francophone, and
anglophone cultures. For each culture, explain at least one way in which their values may
impact management practices and strategies.
102) Discuss how job satisfaction can impact employee productivity, organizational
citizenship behaviour, and customer satisfaction, and how employees can express
dissatisfaction.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace
103) Describe in detail organizations’ efforts to engage employees in their work. How
does employee engagement impact individuals’ organizational commitment and job
involvement?
Suggested answer:
– Employee engagement takes into consideration an individual’s involvement with,
satisfaction with, and enthusiasm for the work he does. Engaging employees in their
work increases job involvement and directly job satisfaction.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 3— Values, Attitudes, and Their Effects in the Workplace