Question 1

Employee wellness programs help employees to reduce stress by

Accepted Answer

A) teaching them how to adopt more effective coping mechanisms. 
B) removing the stressors that cause high stress. 
C) helping employees to understand that stress cannot be reduced in most cases. 
D) doing everything described in the other statements. 
E) doing none of the things described in the other statements. 
A) teaching them how to adopt more effective coping mechanisms. 
B) removing the stressors that cause high stress. 
C) helping employees to understand that stress cannot be reduced in most cases. 
D) doing everything described in the other statements. 
E) doing none of the things described in the other statements. A

Question 2

Which of these stress management activities helps employees to improve their perceived ability to cope with the stressor and possibly remove the stressor?

Accepted Answer

A) Fitness programs 
B) Meditation 
C) Siestas 
D) Social support 
E) Teleworking 
A) Fitness programs 
B) Meditation 
C) Siestas 
D) Social support 
E) Teleworking D

Question 3

Continuance commitment motivates employees to increase their work effort beyond expectations.

Accepted Answer

A) True 
 B)False  False

Question 4

Three dimensions of emotional intelligence are cognitive dissonance, continuance commitment, and emotional labour.

Accepted Answer

A) True 
 B)False

Question 5

According to the service profit chain model

Accepted Answer

A) employees who are satisfied with their jobs are less likely to quit. 
B) higher customer satisfaction results in repeat business and higher profits for the organization. 
C) employees who are satisfied with their jobs are less likely to quit and higher customer satisfaction results in repeat business and higher profits for the organization. 
D) the level of affective continuance is high in satisfied employees. 
E) employees believe it is in their best interest to remain with the organization. 
A) employees who are satisfied with their jobs are less likely to quit. 
B) higher customer satisfaction results in repeat business and higher profits for the organization. 
C) employees who are satisfied with their jobs are less likely to quit and higher customer satisfaction results in repeat business and higher profits for the organization. 
D) the level of affective continuance is high in satisfied employees. 
E) employees believe it is in their best interest to remain with the organization.

Question 6

Head-office employees at Acme Widgets have had heavy workloads over the past year, due mainly to downsizing and increased demand for widgets. Acme's CEO wants to introduce a stress management program that would control the consequences of this stress. Describe three types of stress management programs that would help employees to cope more effectively with the physiological and/or psychological consequences of stress. Your answer should also briefly state the specific benefits that each type of program provides.

Accepted Answer

The textbook describes three general typ

Question 7

The difference between emotions and attitudes is comparable to the difference between

Accepted Answer

A) experiencing something versus judging something. 
B) knowing about something versus doing something. 
C) perceiving something versus behaving toward something. 
D) there is no difference between emotions and attitudes; they are the same thing. 
E) eating something versus drinking something. 
A) experiencing something versus judging something. 
B) knowing about something versus doing something. 
C) perceiving something versus behaving toward something. 
D) there is no difference between emotions and attitudes; they are the same thing. 
E) eating something versus drinking something.

Question 8

Which of the following best represents the most common linkage between attitudes and behaviour?

Accepted Answer

A) Intentions‹ feelings‹ beliefs‹ behaviour. 
B) Behaviour‹ job satisfaction‹ cognitive dissonance‹ organizational commitment. 
C) Behaviour‹ feelings‹ intentions‹ beliefs. 
D) Cognitive dissonance‹ behavioural intentions‹ job satisfaction‹ behaviour. 
E) Beliefs‹ feelings‹ intentions‹ behaviour. 
A) Intentions‹ feelings‹ beliefs‹ behaviour. 
B) Behaviour‹ job satisfaction‹ cognitive dissonance‹ organizational commitment. 
C) Behaviour‹ feelings‹ intentions‹ beliefs. 
D) Cognitive dissonance‹ behavioural intentions‹ job satisfaction‹ behaviour. 
E) Beliefs‹ feelings‹ intentions‹ behaviour.

Question 9

Affective commitment is higher in organizations with moral integrity values.

Accepted Answer

A) True 
 B)False

Question 10

One way people reduce cognitive dissonance is by changing their beliefs and feelings.

Accepted Answer

A) True 
 B)False

Question 11

Organizational behaviour experts have concluded that

Accepted Answer

A) there is a moderate positive relationship between job performance and job satisfaction. 
B) job performance is the best predictor of job satisfaction and job satisfaction is the best predictor of job performance. 
C) job performance is the best predictor of job satisfaction. 
D) as job performance increases, job satisfaction decreases. 
E) job satisfaction is the best predictor of job performance. 
A) there is a moderate positive relationship between job performance and job satisfaction. 
B) job performance is the best predictor of job satisfaction and job satisfaction is the best predictor of job performance. 
C) job performance is the best predictor of job satisfaction. 
D) as job performance increases, job satisfaction decreases. 
E) job satisfaction is the best predictor of job performance.

Question 12

Some jobs are considered more stressful than others. Describe what this really means and give two reasons why someone in a 'high-stress' job might experience less stress than another person in a 'low-stress' job.

Accepted Answer

Jobs are more stressful if they have mor

Question 13

Job burnout occurs most of the time because people work too hard.

Accepted Answer

A) True 
 B)False

Question 14

To ward off stress, a film director likes to have a good laugh. When under pressure, the director will crack jokes and ensure everyone has a good laugh during the hard work. These actions mainly reduce stress:

Accepted Answer

A) by changing stress perceptions. 
B) by controlling the consequences of stress. 
C) by removing the stressor. 
D) by providing social support. 
E) in none of the ways stated here. 
A) by changing stress perceptions. 
B) by controlling the consequences of stress. 
C) by removing the stressor. 
D) by providing social support. 
E) in none of the ways stated here.

Question 15

Give two reasons why employee involvement tends to increase organizational commitment.

Accepted Answer

One reason why employee involvement incr

Question 16

People are consciously aware of most emotions they experience.

Accepted Answer

A) True 
 B)False

Question 17

Emotions generate a core affect that something is good or bad, helpful or harmful, to be approached or avoided.

Accepted Answer

A) True 
 B)False

Question 18

Experts have concluded that cognitive intelligence and emotional intelligence are the same thing.

Accepted Answer

A) True 
 B)False

Question 19

Employees tend to have higher organizational commitment when their personal values differ from the company's values.

Accepted Answer

A) True 
 B)False

Question 20

Research indicates that employees with higher job satisfaction tend to provide better customer service.

Accepted Answer

A) True 
 B)False

Employee wellness programs help employees to reduce stress by

Which of these stress management activities helps employees to improve their perceived ability to cope with the stressor and possibly remove the stressor?

Continuance commitment motivates employees to increase their work effort beyond expectations.

Three dimensions of emotional intelligence are cognitive dissonance, continuance commitment, and emotional labour.

According to the service profit chain model

The difference between emotions and attitudes is comparable to the difference between

Which of the following best represents the most common linkage between attitudes and behaviour?

Affective commitment is higher in organizations with moral integrity values.

One way people reduce cognitive dissonance is by changing their beliefs and feelings.

Organizational behaviour experts have concluded that

Some jobs are considered more stressful than others. Describe what this really means and give two reasons why someone in a 'high-stress' job might experience less stress than another person in a 'low-stress' job.

Job burnout occurs most of the time because people work too hard.

To ward off stress, a film director likes to have a good laugh. When under pressure, the director will crack jokes and ensure everyone has a good laugh during the hard work. These actions mainly reduce stress:

Give two reasons why employee involvement tends to increase organizational commitment.

People are consciously aware of most emotions they experience.

Emotions generate a core affect that something is good or bad, helpful or harmful, to be approached or avoided.

Experts have concluded that cognitive intelligence and emotional intelligence are the same thing.

Employees tend to have higher organizational commitment when their personal values differ from the company's values.

Research indicates that employees with higher job satisfaction tend to provide better customer service.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 4: Workplace Emotions

Employee wellness programs help employees to reduce stress by

Which of these stress management activities helps employees to improve their perceived ability to cope with the stressor and possibly remove the stressor?

Continuance commitment motivates employees to increase their work effort beyond expectations.

Three dimensions of emotional intelligence are cognitive dissonance, continuance commitment, and emotional labour.

According to the service profit chain model

The difference between emotions and attitudes is comparable to the difference between

Which of the following best represents the most common linkage between attitudes and behaviour?

Affective commitment is higher in organizations with moral integrity values.

One way people reduce cognitive dissonance is by changing their beliefs and feelings.

Organizational behaviour experts have concluded that

Some jobs are considered more stressful than others. Describe what this really means and give two reasons why someone in a 'high-stress' job might experience less stress than another person in a 'low-stress' job.

Job burnout occurs most of the time because people work too hard.

To ward off stress, a film director likes to have a good laugh. When under pressure, the director will crack jokes and ensure everyone has a good laugh during the hard work. These actions mainly reduce stress:

Give two reasons why employee involvement tends to increase organizational commitment.

People are consciously aware of most emotions they experience.

Emotions generate a core affect that something is good or bad, helpful or harmful, to be approached or avoided.

Experts have concluded that cognitive intelligence and emotional intelligence are the same thing.

Employees tend to have higher organizational commitment when their personal values differ from the company's values.

Research indicates that employees with higher job satisfaction tend to provide better customer service.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters