Canadian Organizational Behaviour 9th Edition Test Bank by Steven Lattimore McShane

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Student: ___________________________________________________________________________

1. Motivation is an external force on the person that causes him or her to engage in specific behaviours. True    False

 

2. Persistence is an element of motivation. True    False

 

3. Learned capabilities refer to the skills and knowledge that you have actually acquired. True    False

 

4. Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people. True    False

 

5. Learned capabilities are skills and knowledge that you possess. Therefore, they do not diminish over time when not in use. True    False

 

6. Competencies refer to the extent to which people understand the job duties assigned to or expected of them. True    False

 

7. According to the MARS model, ability is the most important force influencing individual behaviour and results.

True    False

 

8. Competencies refer to the complete set of motivations, abilities, role perceptions, and situational factors that contribute to job performance. True    False

 

9. The MARS model identifies the four main factors that influence individual behaviour. True    False

 

10. According to the MARS model of individual behaviour and performance, employee performance will remain high even if one of the four factors significantly weakens. True    False

 

11. Providing training is a person-job matching strategy. True    False

 

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

True    False

 

13. A recent global study suggests that most employees do not lack role clarity. True    False

 

14. Employee role perception affects how one performs his or her job. True    False

 

15. Companies can improve employee role perceptions by describing the employee’s assigned tasks clearly and providing meaningful performance feedback. True    False

 

16. Situational factors are working conditions within the employee’s control. True    False

 

17. While there may be many varieties of individual behaviours, most can be organized into five categories. True    False

 

18. Task performance refers to goal-directed behaviours under the individual’s control that support organizational objectives. True    False

 

19. Organizational citizenship behaviours are usually described clearly in job descriptions. True    False

 

20. Employees are more likely to engage in organizational citizenship behaviours if these are outlined in their formal job duties. True    False

 

21. Organizational citizenship is less likely to occur in a work environment where high cooperation already exists.

True    False

 

22. Dark-side workplace behaviours are collectively known as counterfeit citizenship work behaviours (CWBs).

True    False

 

23. Those who engage in counterproductive work behaviours do so voluntarily. True    False

 

24. Recent studies have found that counterproductive work behaviours have a very small negative effect on organizational performance. True    False

 

25. Joining the organization is a type of work-related behaviour. True    False

 

26. Research has found that absenteeism is rarely, if ever, caused by situational factors. True    False

 

27. Sick leave policies affect the employee’s motivation to attend work. True    False

 

28. Personality is a relatively stable pattern of behaviours and internal states that help explain a person’s behavioural tendencies. True    False

 

29. Personality traits are more evident in situations where social norms and reward systems constrain behaviour. True    False

 

30. There is almost complete agreement among psychologists that personality is mostly formed by a person’s childhood socialization. True    False

 

31. The five-factor model ”Big Five” personality dimensions represent five clusters that represent most personality traits. True    False

 

32. Agreeableness, extraversion, and conscientiousness are three of the ”Big Five” personality dimensions. True    False

 

33. People with a low score on the neuroticism personality dimension tend to be more relaxed, secure, and calm.

True    False

 

34. Neuroticism, sensing, and locus of control are three of the ”Big Five” personality dimensions. True    False

 

35. Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious. True    False

 

36. Sensing, feeling, and judging are three of the ”Big Five” personality traits. True    False

 

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

 

38. The relationship between personality and workplace behaviour is weak, because so much about behaviour is dependent on situational factors. True    False

 

39. Employees who are conscientious tend to have higher levels of organizational citizenship. True    False

 

40. Our personalities influence how well we cope with stress. True    False

 

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

True    False

 

42. The Myers-Briggs Type Indicator is a personality test that measures the ”Big Five” personality dimensions. True    False

 

43. According to the Myers-Briggs Type Indicator, some people are ”sensing-thinking” types whereas others may be ”intuitive-feeling” types. True    False

 

44. The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung. True    False

 

 

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

 

46. Today, personality testing has become so popular that some experts warn we may have gone too far in organizational settings. True    False

 

47. Some organizations now use applicants’ writings on blogs and other social media to estimate their personalities. True    False

 

48. Values are stable, long-lasting beliefs about what is important in a variety of situations. True    False

 

49. People arrange values into a needs hierarchy. True    False

 

50. One dimension of Schwartz’s values model has openness to change at one extreme and conservation at the other extreme. True    False

 

51. One influence on the values-behaviour link is situation. True    False

 

52. Since values are abstract concepts, their relevance to specific situations is not obvious most of the time. True    False

 

53. Reminding ourselves of our dominant personal values ensures that we apply those values.
54. Research indicates that values incongruence—differences between an employee’s personal values and the organization’s values—is fairly common. True    False

 

55. The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization’s values. True    False

 

56. Organizations that don’t align corporate values with the dominant values of the society in which they operate may experience increased employee turnover. True    False

 

57. Espoused values represent the values that you and your spouse have in common. True    False

 

58. Employees typically choose honesty/ethics as the most important characteristic of effective leaders. True    False

 

59. Egalitarianism is one of three types of ethical principles. True    False

 

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

 

61. Utilitarianism and egalitarianism are personality dimensions of ethics. True    False

 

62. The utilitarian principle advises us to seek the greatest good for the greatest number of people.
63. The utilitarian principle is sometimes known as a consequential principle. True    False

 

64. When choosing the most ethically correct action in a particular situation, the distributive justice principle overrules (is more important than) the others. True    False

 

65. One problem with the distributive justice principle is that it is difficult to agree on who is similar and what factors are relevant in making that determination. True    False

 

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

 

67. The distributive justice principle of ethical decision making is based largely on a cost-benefit analysis of each decision alternative. True    False

 

68. Moral sensitivity is the degree to which an issue demands the application of ethical principles. True    False

 

69. Proximity is considered a moral intensity factor. True    False

 

70. Moral intensity refers to the difficulty associated with making certain decisions. True    False

 

71. Some managerial issues involve no moral intensity.

 

72. Morally sensitive people tend to have more empathy and knowledge about the situation. True    False

 

73. Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions. True    False

 

74. Mindfulness increases moral sensitivity. True    False

 

75. Ethics experts say the only way to ensure that employees engage in ethical behaviour is to introduce ethical codes of conduct. True    False

 

76. Corporate leaders have a strong influence on the moral conduct of employees in that organization. True    False

 

77. The most effective way organizations can support ethical conduct is to have a set of shared values that reinforce ethical conduct. True    False

 

78. When leaders role-model ethical standards, employees are more likely to follow. True    False

 

79. Supplementing ethical codes of conduct with ethical training eliminates wrongdoing in the workplace. True    False

 

80. Research shows that having ethical codes of conduct prevents wrongdoing in the workplace. True    False

 

81. In terms of cross-cultural values, Canadians tend to have relatively high individualism with an achievement orientation and low power distance. True    False

 

82. Cultures with high collectivism must also have low individualism. True    False

 

83. Two countries with low collectivism are Japan and Canada. True    False

 

84. Power distance refers to the physical proximity that is comfortably tolerated between subordinates and their supervisors. True    False

 

85. Uncertainty avoidance is the degree to which people tolerate ambiguity, or feel threatened by ambiguity and uncertainty. True    False

 

86. People with a high achievement orientation value assertiveness, competitiveness, and materialism. True    False

 

87. One limitation with cross-cultural values information is that it incorrectly assumes that everyone within a specific country holds similar values. True    False

 

88. There is evidence to show that English and French Canadian values are converging. True    False

 

89. Research indicates that Americans tend to be more liberal and egalitarian than are Canadians. True    False

 

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

 

91. According to the MARS model, _______ represents the forces within a person that affect the direction, intensity, and persistence of voluntary behaviour.
92. motivation
93. personality
94. values
95. ethics
96. ability

 

92. Motivation affects a person’s ___________ of voluntary behaviour.
93. direction, intensity, and persistence
94. antecedents, consequences, and reinforcers
95. size, shape, and weight
96. aptitudes, abilities, and competencies
97. agreeableness, locus of control, and ethical sensitivity

 

93. In the MARS model, all of the following factors directly influence an employee’s voluntary behaviour and performance EXCEPT: A. motivation.
94. role perceptions.
95. situational factors.
96. moral intensity.

 

94. Which of the following identifies the four factors that directly influence individual behaviour and performance? A. Utilitarianism
95. MARS model
96. Schwartz’s model
97. Holland’s model
98. Myers-Briggs Type Indicator

 

95. Which of these factors directly influences an employee’s voluntary behaviour and performance? A. Motivation
96. Role perceptions
97. Uncertainty avoidance
98. All of the answers are correct.
99. Motivation and role perceptions

 

96. Which of the following ensures that job incumbents have appropriate aptitudes to perform the job? A. Hire applicants with appropriate aptitudes.
97. Train employees so they develop appropriate aptitudes.
98. Motivate employees to have appropriate aptitudes.
99. Provide resources that allow employees to perform their jobs.
100. All of the answers are correct.

 

97. Ability includes which of these?
98. Aptitudes and learned skills
99. Natural aptitude and intensity
100. Persistence and direction
101. Intensity and learned capabilities
102. Direction and intensity

 

98. Aptitudes, skills, and competencies all fall under which of the following concepts? A. Motivation B. Personality
99. Values
100. Ethics
101. Ability

 

99. Which of the following refers to the fact that motivation is goal-directed, not random? A. Persistence
100. Direction
101. Intensity
102. Aptitude
103. Competency

 

100. ______ is the amount of effort allocated to the goal.
101. Persistence
102. Direction
103. Intensity
104. Aptitude
105. Competency

 

101. All technical employees at a paper mill take a course on how to operate a new paper-rolling machine. This course will improve job performance mainly by altering employee:
102. aptitudes
103. role perceptions
104. motivation
105. organizational citizenship
106. learned capabilities

 

102. Which of the following ensures that job incumbents have appropriate aptitudes to perform the job? A. Hire applicants with appropriate aptitudes to begin with.
103. Train employees so they develop appropriate aptitudes.
104. Motivate employees to have appropriate aptitudes.
105. Provide resources that allow employees to perform their jobs.
106. Educate incumbents so they can learn appropriate attitudes.

 

103. Competencies include: A. a person’s aptitudes.
104. a person’s learned abilities.
105. a person’s skills.
106. All of the answers are correct.
107. None of the answers apply.

 

104. Customer orientation, social skills, and need for achievement are examples of: A. aptitudes
105. competencies
106. role perceptions
107. situational factors
108. None of the answers apply.

 

105. IdaCorp. gives simple accounts to newly hired employees, then adds more challenging accounts as employees master the simple tasks. This practice mainly: A. improves role perceptions.
106. increases person-job matching.
107. reduces employee motivation.
108. provides more resources to accomplish the assigned task.
109. improves employee aptitudes.

 

106. The MARS model explicitly identifies which of the following factors?
107. Rewards
108. Recreational activities
109. Neuroticism
110. Situational factors
111. All of the answers are correct.

 

107. According to the MARS model of individual behaviour, which of the following is NOT a role perception problem?
108. The employee lacks the proper tools to perform the job.
109. The employee knows two different ways to perform a particular task, but unknowingly chooses the method that the organization does not want its employees to use.
110. The employee doesn’t realize that a particular task is part of his or her job.
111. The employee places more emphasis on the quantity of work whereas the organization wants more emphasis placed on the quality of work.
112. The employee believes that the company wants him or her to spend more time with clients, whereas the company really wants client requests processed more quickly.

 

108. Competencies relate most closely to which element in the MARS model of behaviour and performance? A. Motivation
109. Situational factors
110. Role perceptions
111. Ability
112. Competencies are not related at all to any element of the MARS model

 

109. You have just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren’t sure what tasks are included in their job. According to the MARS model, these new employees will likely:
110. emphasize the utilitarianism principle in their decision making.
111. have lower job performance due to poor role perceptions.
112. have high job performance because they are motivated and able to perform the work.
113. have above average organizational citizenship.
114. have a high degree of differentiation according to Holland’s classification of occupations.

 

110. To reduce the amount of non-recyclable waste that employees throw out each day, a major telephone company removed containers for non-recyclable rubbish from each office and workstation. This altered employee behaviour mainly by:
111. increasing employee motivation to be less wasteful.
112. helping employees to learn how to be less wasteful.
113. altering situational factors so that employees have more difficulty practising wasteful behaviour.
114. increasing aptitudes that make employees less wasteful.
115. increasing organizational citizenship so that employees will be less wasteful.