Question 1

Moods tend to be longer-term emotional states.

Accepted Answer

A) True 
 B)False

Question 2

strategies that would try to increase this employee's loyalty to this organization.

Accepted Answer

Some students will try to discuss the us

Question 3

According to a major study,most Canadians agree with the statement that overtly expressing personal emotions at work is unprofessional.

Accepted Answer

A) True 
 B)False

Question 4

Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization.

Accepted Answer

A) True 
 B)False

Question 5

There are three stages in the job burnout process.

Accepted Answer

A) True 
 B)False

Question 6

Work-related stress is an affliction in Canada and the United States that is a relatively minor workplace concern in other countries.

Accepted Answer

A) True 
 B)False

Question 7

The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.

Accepted Answer

A) True 
 B)False

Question 8

Compared to non-workaholics,classic workaholics tend to experience:

Accepted Answer

A) higher job satisfaction. 
B) lower enjoyment of work. 
C) improved personal health. 
D) more work/life balance. 
E) both 'A' and 'C'. 
A) higher job satisfaction. 
B) lower enjoyment of work. 
C) improved personal health. 
D) more work/life balance. 
E) both 'A' and 'C'.

Question 9

Workaholics are more prone to suffer from poor health due to their work addiction.

Accepted Answer

A) True 
 B)False

Question 10

Emotional labour refers to any physical work that makes employees feel angry that they must perform this kind of work.

Accepted Answer

A) True 
 B)False

Question 11

Research concludes that when our emotions and logical analysis of a situation conflict with each other,we should follow our emotions.

Accepted Answer

A) True 
 B)False

Question 12

Employees in Nordic countries report higher levels of job satisfaction than employees in Canada.

Accepted Answer

A) True 
 B)False

Question 13

Emotional dissonance is:

Accepted Answer

A) the emotion people experience when they are dissatisfied with their paycheque. 
B) a significant cause of stress and job burnout. 
C) present whenever emotional labour is not required in the job. 
D) the main source of ethical conduct in organizational settings. 
E) The emotion people experience when they are dissatisfied with their paycheque and the main source of ethical conduct in organizational settings. 
A) the emotion people experience when they are dissatisfied with their paycheque. 
B) a significant cause of stress and job burnout. 
C) present whenever emotional labour is not required in the job. 
D) the main source of ethical conduct in organizational settings. 
E) The emotion people experience when they are dissatisfied with their paycheque and the main source of ethical conduct in organizational settings.

Question 14

Bullying,and other actions that affect an employee's dignity are forms of psychological harassment.

Accepted Answer

A) True 
 B)False

Question 15

Beliefs,feelings,and behavioural intentions are components of:

Accepted Answer

A) attitudes. 
B) the EVLN model. 
C) organizational commitment. 
D) emotions. 
E) the psychological contract. 
A) attitudes. 
B) the EVLN model. 
C) organizational commitment. 
D) emotions. 
E) the psychological contract.

Question 16

Workaholism includes the three dimensions of:

Accepted Answer

A) efficacy,cynicism,and emotional exhaustion. 
B) high work involvement,compulsion to work,and low enjoyment of work. 
C) alarm reaction,resistance,exhaustion. 
D) time,strain,and role. 
E) cynicism,drive to succeed,and resistance. 
A) efficacy,cynicism,and emotional exhaustion. 
B) high work involvement,compulsion to work,and low enjoyment of work. 
C) alarm reaction,resistance,exhaustion. 
D) time,strain,and role. 
E) cynicism,drive to succeed,and resistance.

Question 17

Employees with very high loyalty tend to have high conformity.

Accepted Answer

A) True 
 B)False

Question 18

A senior executive in your organization read an older organizational behaviour textbook,which concluded that there is little relationship between job satisfaction and job performance.The senior executive now believes that it is a waste of time and money to have 'happy workers'.Instead,the executive is recommending finding ways to improve productivity without any consideration for employee well-being (beyond legal requirements).The company president is concerned that the executive's information may convince other members of the management committee to take a similar harsh view.Provide three different arguments why companies should try to maintain a reasonable level of job satisfaction among employees in this organization.

Accepted Answer

The answer to this question combines inf

Question 19

People began using the word stress to describe the human response to harsh environmental conditions more than 500 years ago.

Accepted Answer

A) True 
 B)False

Question 20

Eustress refers to:

Accepted Answer

A) the degree of physiological,psychological and behavioural deviation from healthy functioning. 
B) stress experienced by anyone who is less than 25 years old. 
C) the process of emotional exhaustion,cynicism and reduced efficacy resulting from prolonged exposure to stress. 
D) any stressful situation that causes the employee to experience involuntary fits of laughter. 
E) the healthy,positive,constructive outcome of stressful events and the stress response. 
A) the degree of physiological,psychological and behavioural deviation from healthy functioning. 
B) stress experienced by anyone who is less than 25 years old. 
C) the process of emotional exhaustion,cynicism and reduced efficacy resulting from prolonged exposure to stress. 
D) any stressful situation that causes the employee to experience involuntary fits of laughter. 
E) the healthy,positive,constructive outcome of stressful events and the stress response.

Moods tend to be longer-term emotional states.

strategies that would try to increase this employee's loyalty to this organization.

According to a major study,most Canadians agree with the statement that overtly expressing personal emotions at work is unprofessional.

Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization.

There are three stages in the job burnout process.

Work-related stress is an affliction in Canada and the United States that is a relatively minor workplace concern in other countries.

The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.

Compared to non-workaholics,classic workaholics tend to experience:

Workaholics are more prone to suffer from poor health due to their work addiction.

Emotional labour refers to any physical work that makes employees feel angry that they must perform this kind of work.

Research concludes that when our emotions and logical analysis of a situation conflict with each other,we should follow our emotions.

Employees in Nordic countries report higher levels of job satisfaction than employees in Canada.

Emotional dissonance is:

Bullying,and other actions that affect an employee's dignity are forms of psychological harassment.

Beliefs,feelings,and behavioural intentions are components of:

Workaholism includes the three dimensions of:

Employees with very high loyalty tend to have high conformity.

People began using the word stress to describe the human response to harsh environmental conditions more than 500 years ago.

Eustress refers to:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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, Attitudes, and Stress

Moods tend to be longer-term emotional states.

strategies that would try to increase this employee's loyalty to this organization.

According to a major study,most Canadians agree with the statement that overtly expressing personal emotions at work is unprofessional.

Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization.

There are three stages in the job burnout process.

Work-related stress is an affliction in Canada and the United States that is a relatively minor workplace concern in other countries.

The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.

Compared to non-workaholics,classic workaholics tend to experience:

Workaholics are more prone to suffer from poor health due to their work addiction.

Emotional labour refers to any physical work that makes employees feel angry that they must perform this kind of work.

Research concludes that when our emotions and logical analysis of a situation conflict with each other,we should follow our emotions.

Employees in Nordic countries report higher levels of job satisfaction than employees in Canada.

Emotional dissonance is:

Bullying,and other actions that affect an employee's dignity are forms of psychological harassment.

Beliefs,feelings,and behavioural intentions are components of:

Workaholism includes the three dimensions of:

Employees with very high loyalty tend to have high conformity.

People began using the word stress to describe the human response to harsh environmental conditions more than 500 years ago.

Eustress refers to:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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