Exam 9: Employee Attitudes and Their Effects

Which of the following is an indirect indicator of job satisfaction?

The organizational costs associated with poor employee attitudes may severely reduce an organization's competitiveness.

Based on Viktor Frankl's premise on freedom to choose one's attitude,which of the following is NOT one of the seven core principles for helping employees find meaning through their work?

Describe rule-bending.

Excessive employee turnover can have multiple negative effects on an organization.List the various negative effects of excessive employee turnover and the costs associated with employee separation and vacancy.

Extended breaks are an example of psychological withdrawal.

Which of the following is a factor that inhibits employee commitment?

High satisfaction always leads to high employee performance.

Which of the following is most likely to be a reason for unethical rule-bending?

People with higher-level occupations tend to be less satisfied with their jobs than those with lower-level occupations.

Analysis of group relationships allows managers to predict which groups are more likely to exhibit the problem behaviors associated with dissatisfaction.

As workers grow older,they set their job expectations higher.

Which of the following is NOT a trait associated with "turnover personality?"

Which of the following statements is true about the use of surveys for measuring job satisfaction?

A pattern of frequent tardiness is often a symptom of negative attitudes requiring managerial attention.

Employers with lower turnover do all of the following EXCEPT _____.

_____ commitment is a positive emotional state in which employees want to exert effort and choose to remain with the organization.

A valid instrument will produce consistent results,regardless of who administers it.

According to the characterizations of employee responses,remaining in the organization but not being verbal about problems is classified as _____.

_____ commitment encourages employees to stay because of their high "investments" in the organization (time and effort)and the economic and social losses they would incur if they left.