Question 1

Which of the following is a 'Big Five' personality dimension?

Accepted Answer

A) Extroversion 
B) Openness to experience 
C) Locus of control 
D) Grumpiness. 
E) "A" and "B" 
A) Extroversion 
B) Openness to experience 
C) Locus of control 
D) Grumpiness. 
E) "A" and "B" E

Question 2

Agreeableness is a personality dimension that describes people who are outgoing,talkative,sociable,and assertive.

Accepted Answer

A) True 
 B)False  False

Question 3

Conscientiousness is one of the best personality traits for predicting job performance in most job groups.

Accepted Answer

A) True 
 B)False  True

Question 4

Organizational citizenship refers to:

Accepted Answer

A) the employee's right to vote for the company president. 
B) employee behaviours that extend beyond normal job duties. 
C) the organization's obligations to society. 
D) the organization's attachment to a particular country rather than being a global entity. 
E) the organization's obligations to society and the organization's attachment to a particular country rather than being a global entity 
A) the employee's right to vote for the company president. 
B) employee behaviours that extend beyond normal job duties. 
C) the organization's obligations to society. 
D) the organization's attachment to a particular country rather than being a global entity. 
E) the organization's obligations to society and the organization's attachment to a particular country rather than being a global entity

Question 5

Research indicates that values incongruence-differences between an employee's personal values and the organization's values-is fairly common.

Accepted Answer

A) True 
 B)False

Question 6

In the Myers-Briggs Type Indicator,'judging' types have a strong desire for order and want to resolve problems quickly.

Accepted Answer

A) True 
 B)False

Question 7

Employees from cultures with a high power distance are more likely to:

Accepted Answer

A) use their existing power to gain more power. 
B) encourage consensus-oriented decision making. 
C) avoid people in positions of power. 
D) readily accept the high status of other people in the organization. 
E) give their power to others as a sign of friendship. 
A) use their existing power to gain more power. 
B) encourage consensus-oriented decision making. 
C) avoid people in positions of power. 
D) readily accept the high status of other people in the organization. 
E) give their power to others as a sign of friendship.

Question 8

Comment on the accuracy of the following statement and explain your answer:
"Organizations are most successful when employee values are identical to the company's dominant values."

Accepted Answer

This statement is FALSE.To answer this q

Question 9

Competencies relate most closely to which element in the MARS model of behaviour and performance?

Accepted Answer

A) Motivation 
B) Situational factors 
C) Role perceptions 
D) Ability 
E) Competencies are not related at all to any element of the MARS model 
A) Motivation 
B) Situational factors 
C) Role perceptions 
D) Ability 
E) Competencies are not related at all to any element of the MARS model

Question 10

Compared with Americans,Canadians tend to have stronger values regarding:

Accepted Answer

A) egalitarianism. 
B) conservatism. 
C) morality. 
D) All of the answers are correct. 
E) None of the answers apply. 
A) egalitarianism. 
B) conservatism. 
C) morality. 
D) All of the answers are correct. 
E) None of the answers apply.

Question 11

Which of the following refers to the fact that motivation is goal-directed,not random?

Accepted Answer

A) Persistence 
B) Direction 
C) Intensity 
D) Aptitude 
E) Competencies 
A) Persistence 
B) Direction 
C) Intensity 
D) Aptitude 
E) Competencies

Question 12

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

Accepted Answer

A) True 
 B)False

Question 13

Cultures with high collectivism must also have low individualism.

Accepted Answer

A) True 
 B)False

Question 14

One person-job matching strategy is to select applicants whose existing competencies best fit the required task.

Accepted Answer

A) True 
 B)False

Question 15

An ongoing debate in organizational behaviour is whether we should consider the personality traits of job applicants when selecting them into the organization.Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.

Accepted Answer

Students should be evaluated not only on

Question 16

Showing up at work when one's capacity to perform is significantly diminished by sickness,fatigue,personal problems,or other factors is an example of:

Accepted Answer

A) organizational citizenship behaviour 
B) counterproductive work behaviour 
C) employee loyalty 
D) workaholic behaviour 
E) presenteeism 
A) organizational citizenship behaviour 
B) counterproductive work behaviour 
C) employee loyalty 
D) workaholic behaviour 
E) presenteeism

Question 17

It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual's rights may conflict with another.

Accepted Answer

A) True 
 B)False

Question 18

Utilitarianism judges morality by the consequences of our actions,not the means to attaining those consequences.

Accepted Answer

A) True 
 B)False

Question 19

Most employees in the social services department of a provincial government 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?

Accepted Answer

A) High neuroticism 
B) External locus of control. 
C) High introversion. 
D) High agreeableness. 
E) External locus of control and high agreeableness. 
A) High neuroticism 
B) External locus of control. 
C) High introversion. 
D) High agreeableness. 
E) External locus of control and high agreeableness.

Question 20

Incongruence between a company's dominant values and an employee's values is known to:

Accepted Answer

A) increase employee stress. 
B) increase the employee's probability of quitting. 
C) increase the chance that the employee's decisions will differ from the organization's preferences. 
D) All of the answers are correct. 
E) have no effect on employee behaviour or decision making. 
A) increase employee stress. 
B) increase the employee's probability of quitting. 
C) increase the chance that the employee's decisions will differ from the organization's preferences. 
D) All of the answers are correct. 
E) have no effect on employee behaviour or decision making.

Which of the following is a 'Big Five' personality dimension?

Agreeableness is a personality dimension that describes people who are outgoing,talkative,sociable,and assertive.

Conscientiousness is one of the best personality traits for predicting job performance in most job groups.

Organizational citizenship refers to:

Research indicates that values incongruence-differences between an employee's personal values and the organization's values-is fairly common.

In the Myers-Briggs Type Indicator,'judging' types have a strong desire for order and want to resolve problems quickly.

Employees from cultures with a high power distance are more likely to:

Comment on the accuracy of the following statement and explain your answer: "Organizations are most successful when employee values are identical to the company's dominant values."

Competencies relate most closely to which element in the MARS model of behaviour and performance?

Compared with Americans,Canadians tend to have stronger values regarding:

Which of the following refers to the fact that motivation is goal-directed,not random?

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

Cultures with high collectivism must also have low individualism.

One person-job matching strategy is to select applicants whose existing competencies best fit the required task.

An ongoing debate in organizational behaviour is whether we should consider the personality traits of job applicants when selecting them into the organization.Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.

Showing up at work when one's capacity to perform is significantly diminished by sickness,fatigue,personal problems,or other factors is an example of:

It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual's rights may conflict with another.

Utilitarianism judges morality by the consequences of our actions,not the means to attaining those consequences.

Most employees in the social services department of a provincial government 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?

Incongruence between a company's dominant values and an employee's values is known to:

Introduction to the Field of Organizational Behavior

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

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

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Exam 2: Individual Behavior, Personality, and Values

Which of the following is a 'Big Five' personality dimension?

Agreeableness is a personality dimension that describes people who are outgoing,talkative,sociable,and assertive.

Conscientiousness is one of the best personality traits for predicting job performance in most job groups.

Organizational citizenship refers to:

Research indicates that values incongruence-differences between an employee's personal values and the organization's values-is fairly common.

In the Myers-Briggs Type Indicator,'judging' types have a strong desire for order and want to resolve problems quickly.

Employees from cultures with a high power distance are more likely to:

Comment on the accuracy of the following statement and explain your answer: "Organizations are most successful when employee values are identical to the company's dominant values."

Competencies relate most closely to which element in the MARS model of behaviour and performance?

Compared with Americans,Canadians tend to have stronger values regarding:

Which of the following refers to the fact that motivation is goal-directed,not random?

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

Cultures with high collectivism must also have low individualism.

One person-job matching strategy is to select applicants whose existing competencies best fit the required task.

An ongoing debate in organizational behaviour is whether we should consider the personality traits of job applicants when selecting them into the organization.Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.

Showing up at work when one's capacity to perform is significantly diminished by sickness,fatigue,personal problems,or other factors is an example of:

It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual's rights may conflict with another.

Utilitarianism judges morality by the consequences of our actions,not the means to attaining those consequences.

Most employees in the social services department of a provincial government 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?

Incongruence between a company's dominant values and an employee's values is known to:

Introduction to the Field of Organizational Behavior

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

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