Question 1

Which of these statements about emotions is FALSE?

Accepted Answer

A) Emotions are influenced by our personality traits. 
B) Emotions are directed towards specific people or objects,whereas moods are not directed towards anything in particular. 
C) Emotions include a person's beliefs,feelings and behavioural intentions. 
D) Emotions influence a person's assessed feelings about the attitude object. 
E) Some people have positive emotional states due to their personality. 
A) Emotions are influenced by our personality traits. 
B) Emotions are directed towards specific people or objects,whereas moods are not directed towards anything in particular. 
C) Emotions include a person's beliefs,feelings and behavioural intentions. 
D) Emotions influence a person's assessed feelings about the attitude object. 
E) Some people have positive emotional states due to their personality.

Question 2

Someone who works in a so-called 'high-stress job' might experience the same level of stress as someone who works in a low-stress job.

Accepted Answer

A) True 
 B)False

Question 3

Emotional labour is defined as any situation in which:

Accepted Answer

A) you get upset with customers at times when you are supposed to remain calm. 
B) you begin to feel burned out from facing too many customers in one day. 
C) you don't realize that your emotions are causing you to act differently toward someone than you had intended. 
D) All of the answers are correct. 
E) none of the answers represent the emotional labour definition. 
A) you get upset with customers at times when you are supposed to remain calm. 
B) you begin to feel burned out from facing too many customers in one day. 
C) you don't realize that your emotions are causing you to act differently toward someone than you had intended. 
D) All of the answers are correct. 
E) none of the answers represent the emotional labour definition.

Question 4

Employees are more likely to experience stress when they lack control over their work activities.

Accepted Answer

A) True 
 B)False

Question 5

What effect does high emotional stability have on work-related stress?

Accepted Answer

A) Employees with high resilience pull through a stressful experience more quickly. 
B) Employees with low resilience are less likely to experience psychological harassment. 
C) Employees with high resilience are less likely to work in jobs that have any stressors. 
D) All of these statements are correct. 
E) None of these statements are correct. 
A) Employees with high resilience pull through a stressful experience more quickly. 
B) Employees with low resilience are less likely to experience psychological harassment. 
C) Employees with high resilience are less likely to work in jobs that have any stressors. 
D) All of these statements are correct. 
E) None of these statements are correct.

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

The exit-voice-loyalty-neglect (EVLN)model:

Accepted Answer

A) outlines the four consequences of emotional intelligence. 
B) identifies the four ways to manage employee emotions. 
C) explains why the psychological contract differs between employees and their employers. 
D) is a template for organizing and understanding the consequences of job dissatisfaction. 
E) explains the main differences between affective commitment and continuance commitment. 
A) outlines the four consequences of emotional intelligence. 
B) identifies the four ways to manage employee emotions. 
C) explains why the psychological contract differs between employees and their employers. 
D) is a template for organizing and understanding the consequences of job dissatisfaction. 
E) explains the main differences between affective commitment and continuance commitment.

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

Question 9

Inflexible work schedules may cause stress for employees.

Accepted Answer

A) True 
 B)False

Question 10

Continuance commitment is a calculative decision to remain with the organization,rather than an emotional attachment to the firm.

Accepted Answer

A) True 
 B)False

Question 11

Self-reinforcement can potentially minimize stress by:

Accepted Answer

A) removing people from stressors. 
B) helping employees to temporarily remove themselves from the stressor. 
C) helping employees to control the consequences of stress. 
D) helping employees to develop more favourable perceptions of the stressors. 
E) Self-leadership has no known effect on work-related stress. 
A) removing people from stressors. 
B) helping employees to temporarily remove themselves from the stressor. 
C) helping employees to control the consequences of stress. 
D) helping employees to develop more favourable perceptions of the stressors. 
E) Self-leadership has no known effect on work-related stress.

Question 12

The employee-customer-profit chain model states that companies with higher profits tend to subsequently lay off employees,which reduces the future number of customers.

Accepted Answer

A) True 
 B)False

Question 13

The general adaptation syndrome describes the consequences of stress.

Accepted Answer

A) True 
 B)False

Question 14

Employees minimize the stress from emotional labour by actually changing their emotions to match the job requirements (deep acting),rather than displaying emotions contrary to their true emotions (surface acting).

Accepted Answer

A) True 
 B)False

Question 15

Emotional intelligence tends to increase with age.

Accepted Answer

A) True 
 B)False

Question 16

The first stage of job burnout is:

Accepted Answer

A) feelings of reduced efficacy. 
B) role ambiguity. 
C) alarm reaction. 
D) increased cynicism. 
E) None of these statements describes the first stage of job burnout. 
A) feelings of reduced efficacy. 
B) role ambiguity. 
C) alarm reaction. 
D) increased cynicism. 
E) None of these statements describes the first stage of job burnout.

Question 17

Personality and previous experiences influence an employee's decision to engage in exit,voice,loyalty,or neglect when they are dissatisfied with their job.

Accepted Answer

A) True 
 B)False

Question 18

Emotional labour can be difficult for most of us,because it is difficult to conceal true emotions.

Accepted Answer

A) True 
 B)False

Question 19

In the model of emotions,attitudes,and behaviour,feelings are directly influenced by:

Accepted Answer

A) behavioural intentions. 
B) emotions. 
C) beliefs. 
D) All of the answers are correct. 
E) Emotions and beliefs. 
A) behavioural intentions. 
B) emotions. 
C) beliefs. 
D) All of the answers are correct. 
E) Emotions and beliefs.

Question 20

The competency most strongly associated with awareness of others' emotions is:

Accepted Answer

A) sympathy. 
B) sociopathy. 
C) empathy. 
D) self-management. 
E) telepathy. 
A) sympathy. 
B) sociopathy. 
C) empathy. 
D) self-management. 
E) telepathy.

Which of these statements about emotions is FALSE?

Someone who works in a so-called 'high-stress job' might experience the same level of stress as someone who works in a low-stress job.

Emotional labour is defined as any situation in which:

Employees are more likely to experience stress when they lack control over their work activities.

What effect does high emotional stability have on work-related stress?

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

The exit-voice-loyalty-neglect (EVLN)model:

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

Inflexible work schedules may cause stress for employees.

Continuance commitment is a calculative decision to remain with the organization,rather than an emotional attachment to the firm.

Self-reinforcement can potentially minimize stress by:

The employee-customer-profit chain model states that companies with higher profits tend to subsequently lay off employees,which reduces the future number of customers.

The general adaptation syndrome describes the consequences of stress.

Employees minimize the stress from emotional labour by actually changing their emotions to match the job requirements (deep acting),rather than displaying emotions contrary to their true emotions (surface acting).

Emotional intelligence tends to increase with age.

The first stage of job burnout is:

Personality and previous experiences influence an employee's decision to engage in exit,voice,loyalty,or neglect when they are dissatisfied with their job.

Emotional labour can be difficult for most of us,because it is difficult to conceal true emotions.

In the model of emotions,attitudes,and behaviour,feelings are directly influenced by:

The competency most strongly associated with awareness of others' emotions is:

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

Which of these statements about emotions is FALSE?

Someone who works in a so-called 'high-stress job' might experience the same level of stress as someone who works in a low-stress job.

Emotional labour is defined as any situation in which:

Employees are more likely to experience stress when they lack control over their work activities.

What effect does high emotional stability have on work-related stress?

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

The exit-voice-loyalty-neglect (EVLN)model:

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

Inflexible work schedules may cause stress for employees.

Continuance commitment is a calculative decision to remain with the organization,rather than an emotional attachment to the firm.

Self-reinforcement can potentially minimize stress by:

The employee-customer-profit chain model states that companies with higher profits tend to subsequently lay off employees,which reduces the future number of customers.

The general adaptation syndrome describes the consequences of stress.

Employees minimize the stress from emotional labour by actually changing their emotions to match the job requirements (deep acting),rather than displaying emotions contrary to their true emotions (surface acting).

Emotional intelligence tends to increase with age.

The first stage of job burnout is:

Personality and previous experiences influence an employee's decision to engage in exit,voice,loyalty,or neglect when they are dissatisfied with their job.

Emotional labour can be difficult for most of us,because it is difficult to conceal true emotions.

In the model of emotions,attitudes,and behaviour,feelings are directly influenced by:

The competency most strongly associated with awareness of others' emotions is:

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