Like self-enhancement, self-verification does not include seeking feedback that is not
necessarily flattering.
Employees can minimize the stress from emotional labor by actually changing their
emotions to match the job requirements (deep acting), rather than displaying emotions
contrary to their true emotions (surface acting).
A way to increase a person’s P-to-O expectancy is to measure his or her job
performance more accurately and distribute more valued rewards to those with higher
job performance.
Telecommuting is a way of helping employees withdraw from the stressor.
Organizational culture fulfills people’s need for social identity.
ABC Corp. brought in a performance-based reward system that accurately identified
employees who performed better than others. This practice improves employee
motivation by:
A. increasing employee needs
B. reducing feelings of inequity
C. improving E-to-P expectancies
D. improving P-to-O expectancies
E. increasing outcome valence
The potential for conflict between two employees would be highest under conditions of
_____ interdependence.
A. pooled
B. total
C. reciprocal
D. anticipatory
E. sequential
Employees are more likely to comply with a supervisor’s legitimate power when the:
A. employees have high power distance.
B. power holder gives orders outside the employees’ normal role requirements.
C. company encourages people to disobey orders that interfere with their work.
D. manager has little charisma.
E. manager has a very good reward system in place.
Which of the following is a form of ‘soft” influence tactic?
A. Ingratiation
B. Upward appeal
C. Coalition forming
D. Silent authority
E. Information control
Elaine got a job transfer from Italy to New York. Soon, she started to understand the
mental models held by colleagues from other cultures, as well as their emotional
experiences in a given situation. Further, she started to effectively use words and
behaviors that were compatible with the local culture of New York.Before leaving Italy,
Elaine believed that all New Yorkers were rude, loud, and apathetic to strangers. Her
views changed after several months of close contact with her new co-workers. This
change is a result of:
A. stereotyping.
B. contact hypothesis.
C. a global mindset.
D. empathy.
E. disclosure.
MoneySafeMoneySafe, a financial services organization, uses performance-based
reward systems across various departments to keep employees directed toward
organizational goals. The management believes that these rewards might replace or
reduce the need for task-oriented leadership.Which of the following leadership theories
supports this action?
A. Situational leadership
B. Path-goal
C. Authentic leadership
D. Leadership substitutes
E. Competency perspective
Joanie is an engineer at an architectural firm. She is very proud of this fact and often
defines herself in terms of her work to family and friends. She is very skilled at her job
and confident in that fact, but often has trouble adapting to changing job duties and
environmental conditions.Joanie always attributes her successes to her high level of
personal motivation. However, when she makes a mistake, she tends to blame the
situation. This is known as:
A. self-centering.
B. self-esteem.
C. self-verification.
D. self-enhancement.
E. self-concept.
Most employees in the social services section of a government department have
frequent interaction with people who are unemployed or face personal problems. Which
of the following personality characteristics is best suited to employees working in these
jobs?
A. High neuroticism
B. External locus of control
C. High introversion
D. High agreeableness
E. Low motivation
Which of the following is an increasing source of information overload?
A. Electronic company magazines
B. Annual performance reviews with supervisors
C. Intranet web sites
D. Email
E. The corporate grapevine
Lawrence stole a clock from his workplace. Which of the following refers to
Lawrence’s activity?
A. Productive behavior
B. Counterproductive behavior
C. Task performance
D. Organizational citizenship behavior
E. Job matching
Bezel Systems is introducing a few organization-wide changes. A coalition of
employees will clearly lose out from the proposed changes and they have enough power
to cause the change effort to fail. Assuming that the change effort can proceed slowly
and cost is not an issue, the preferred strategy for dealing with this resistance to change
is:
A. communication.
B. employee involvement.
C. stress management.
D. negotiation.
E. coercion.
Which of the following is not one of the effects of team efficacy?
A. Teams set more challenging goals.
B. Teams are more motivated to achieve goals.
C. Teams feel invulnerable.
D. Teams have more positive moods.
E. Teams engage in more conflict.
To increase goal performance, employees should participate in the goal-setting process:
A. when employees would otherwise lack commitment to those goals.
B. whenever supervisors have any control over setting goals.
C. when employees lack knowledge of what would improve goal quality.
D. when they believe that the supervisors are not capable enough to set the goals.
E. when there are only a few employees in the organization.
The Research and Development TeamJanet works on a team of 15 people working in
research and development for a toymaker. They have weekly meetings to discuss new
toy ideas. Occasionally, Janet will have a good idea that she wishes to discuss, but it
takes too long for all her other teammates to finish talking that she will often just not
bother to bring it up. Occasionally, there are arguments about which new project should
have the most resources devoted to it, but Janet finds her coworkers always maintain
respect for each other and work out a solution.Janet’s problem getting her ideas out in
meetings is a problem known as:
A. groupthink.
B. evaluation apprehension.
C. team syndrome.
D. production blocking.
E. intentional sabotage.
Emotional labor is higher in jobs requiring:
A. limited hours of routine work.
B. working in irregular shifts.
C. working in isolation.
D. frequent interaction with clients.
E. skilled knowledge such as accounting.
Research suggests that effective workspace design mainly balances the trade-off
between:
A. social interaction and emotional contagion.
B. verbal and nonverbal communication.
C. employee privacy and social interaction.
D. information overload and information underload.
E. buffering and information overload.