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Chapter 2 Creating a Positive Work Environment: Attitudes, Values, Ethics

 

MULTIPLE CHOICE

 

1. What is an enduring belief that a particular behaviour or end state of existence is preferred? a. a message
2. a value
3. an ethic
4. an attitude

 

 

ANS: B                      PTS: 1                       DIF: Easy                 REF: p. 37

OBJ: 3                       BLM: Knowledge

 

2. Organizations need to understand the differences their employees bring and do what with these differences?
3. change
4. allow
5. ignore
6. leverage

 

 

ANS: D                      PTS: 1                       DIF: Hard                 REF: p. 37

OBJ: 3                       BLM: Application

 

3. All of the following are considered terminal values EXCEPT
6. self-control.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 37

OBJ: 3                       BLM: Comprehension

 

4. Which of the following is not an instrumental value?
5. helpfulness
6. independence
7. self-respect
8. courage

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 37

OBJ: 3                       BLM: Comprehension

 

5. The goals to be achieved, or the end states of existence, are called
6. instrumental values.
7. terminal values.
8. lifelong values.
9. permanent values.

 

 

ANS: B                      PTS: 1                       DIF: Easy                 REF: p. 37

OBJ:    3                    BLM: Knowledge

 

6. The four primary diversity factors that influence values include which of the following? a. age, gender, and ethnicity
7. age, gender, and income level
8. ethnicity, age, and income level
9. educational level, age, and gender

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 37

OBJ: 3                       BLM: Comprehension

 

7. What should organizations do in order to achieve a high level of job satisfaction among their employees?
8. provide performance-based pay systems
9. recruit and select people whose values closely match those of the organization
10. recruit and select people who are highly motivated
11. recruit and select people from only one generation

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 38

OBJ: 3                       BLM: Application

 

8. All of these factors are identified by Hofstede with the EXCEPTION of
9. power distance.
10. individual vs collectivism.
11. masculinity vs. femininity.
12. long vs. short-term orientation.
13. gender equalitarianism.

 

 

ANS: E                       PTS: 1                       DIF: Moderate           REF: p. 39

OBJ: 3                       BLM: Knowledge

 

9. Morgan, a car salesman, has just sold a car to a customer whom he strongly suspects will not be able to pay for the car. Lee, his co-worker,carefully cautions customers against spending too much for a car and shows customers models that are within their budgets. What is most likely the reason for the difference in behaviour between Morgan and Lee?
10. different values held by Morgan and Lee
11. different needs for money
12. cultural differences between Morgan and Lee
13. different reward systems for Morgan and Lee

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 39

BLM: Application

 

10. Which of the following is a valid criticism of Hostede’s work and the more recent GLOBE study?
11. Individuals can decide which culture they wish to identify with.
12. Hofstede and the GLOBE studies do not take subcultures into account.
13. GLOBE addresses in-group collectivism, not societal collectivism.
14. They are too similar to each other to provide a basis for comparison.

 

 

ANS: C                      PTS: 1                       DIF: Hard                 REF: p. 39

OBJ:    3                    BLM: Analysis

 

11. For a transnational corporation, which of the following would be most true about culture?
12. The transnational should follow the home country culture.
13. The transnational should have a different culture in every country.
14. Managers of the transnational should have the ability understand and work in several cultures.
15. Managers in the transnational should focus on their own culture regardless of where they are.

 

 

ANS: C                      PTS: 1                       DIF: Hard                 REF: p. 39

OBJ: 3                       BLM: Application

 

12. Which of the following is NOT a key cultural dimension identified by the GLOBE Study? a. performance orientation
13. humane orientation
14. uncertainty avoidance
15. future orientation
16. long-term vs. short-term orientation

 

 

ANS: E                       PTS: 1                       DIF: Moderate           REF: p. 39

OBJ: 3                       BLM: Knowledge

 

13. Sam has relocated to the Philippines, which has a high power distance culture. Which of the following behaviours would Sam expect to see?
14. People like to work in teams consisting of managers and workers.
15. Employees are aggressive in pursuing promotional opportunities.
16. Employees will request clear distinctions between managers and workers.
17. Managers will go to the beach while workers compete the work.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 39

OBJ: 3                       BLM: Application

 

14. Sara, who is working in Argentina, which has an individualist culture, wishes to recognize the efforts and success of members of her team. What should she do?
15. Offer a team reward to the team that puts forth the best effort.
16. Offer a team reward and small individual reward to the most successful team.
17. Offer individual rewards to members for their behaviour in the team.
18. Offer an individual reward to the leaders of the team.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 40

OBJ: 3                       BLM: Application

 

15. Connie, a Canadian, has just started a new assignment is Sweden. She called together the people who report to her and asked them how to improve the organization. No one responded. What would be the most likely cause of the lack of response?
16. Swedish culture is high on collectivism.
17. Swedish culture is low on power distance.
18. Swedish culture is high on power distance.
19. Swedish culture is low on assertiveness.

 

 

ANS: D                      PTS: 1                       DIF: Hard                 REF: p. 40

OBJ: 3                       BLM: Application

 

16. The GLOBE dimension of gender differentiation is related to what view of ethics? a. utilitarian view
17. deontology view
18. cultural relativism
19. locus of control

 

 

ANS: A                      PTS: 1                       DIF: Hard                 REF: p. 40

OBJ: 3                       BLM: Analysis

 

17. Chan, from China, expects that he will have a very good job with his uncle’s business after graduation. What is the most likely explanation for this expectation?
18. There is a high power distance in Chinese culture.
19. There is high gender differentiation in Chinese culture.
20. There is high performance orientation in Chinese culture.
21. There is high in-group collectivism in Chinese culture.

 

 

ANS: D                      PTS: 1                       DIF: Moderate           REF: p. 41

OBJ: 3                       BLM: Application

 

18. Jill, who works in Ireland for a major American company, complains that the organization demands long hours of work including requiring that the employees work at noon, which is traditionally lunch time. What is the most likely cause of Jill’s complaint?
19. North American culture has a higher performance orientation than Irish culture.
20. North American culture has a higher power distance than Irish culture.
21. North American culture has higher collectivism than Irish culture.
22. North American culture has higher gender differentiation than Irish culture.

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 41

OBJ: 3                       BLM: Application

 

19. What does uncertainty avoidance refer to?
20. how much a society relies on its social norms to explain unpredictable future events
21. how much a society relies on its social norms to explain current events
22. how much a society is concerned with the future
23. how much an organization is concerned about the future
24. none of the above

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 41

OBJ: 3                       BLM: Comprehension

 

20. Ron, working in Denmark with Danish employees, has told his employees that 50% of their pay will be determined based on the performance of the company using a formula that he does not know. Why would his employees accept this?
21. Danish culture is high in power distance.
22. Danish culture is high in uncertainty avoidance.
23. Danish culture is high in future orientation.
24. Danish culture is high in in-group collectivism.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 41

OBJ:    3                    BLM: Application

 

21. A large transnational corporation is proud of and encourages volunteerism in communities by its employees. It has opened offices in countries that are low on humane orientation. How will staff members in these countries respond to the company’s encouragement?
22. They will fully embrace it.
23. They will tell their colleagues to volunteer.
24. They will not see any point to volunteering.
25. They will actively reject volunteering as an management ploy.

 

 

ANS: C                      PTS: 1                       DIF: Hard                 REF: p. 41

OBJ: 3                       BLM: Application

 

22. What does an individual’s psychological tendency expressed by evaluating an entity with some degree of favour or disfavour reflect?
23. an attitude
24. one’s mood
25. values
26. beliefs

 

 

ANS: A                      PTS: 1                       DIF: Easy                 REF: p. 42

OBJ: 4                       BLM: Knowledge

 

23. On what basis do attitudes develop?
24. experience
25. the interaction between information and experience
26. evaluative responding
27. understanding

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 42

OBJ: 4                       BLM: Knowledge

 

24. All of the following influence the relationship between attitudes and behaviours EXCEPT a. supervisor’s attitudes.
25. attitude relevance.
26. social constraints.
27. personality factors.

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 42

OBJ: 4                       BLM: Comprehension

 

25. What are the two major influences on attitudes?
26. observation and social learning
27. direct experience and social learning
28. heredity and social learning
29. direct experience and heredity

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 43

OBJ: 4                       BLM: Comprehension

 

26. What do our responses to people and issues do over time?
27. become stronger
28. not change
29. are based on our parent’s training
30. evolve

 

 

ANS: D                      PTS: 1                       DIF: Moderate           REF: p. 43

OBJ: 4                       BLM: Knowledge

 

27. In social learning, the family, peer group, religious organizations, and culture shape an individual’s attitudes in a(n)
28. direct manner.
29. indirect manner.
30. reciprocal manner.
31. parallel manner.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 4                       BLM: Knowledge

 

28. Suppose there is a proposal to raise income taxes for those who earn $150,000 or more. If you are a low-income individual, your interest in this proposal would lack
29. attitude specificity.
30. cognitive dissonance.
31. attitude relevance.
32. social constraints.

 

 

ANS: C                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 4                       BLM: Comprehension

 

29. Mildred works in an organization with people from all parts of the world. In order to ensure her organization operates effectively, Mildred should
30. create a set of corporate values to which all employees conform.
31. create rules but understand that there are diverse values among employees.
32. choose the values of the group to which the majority of employees belong and apply those values.
33. recognize that values are not important in business.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 3                       BLM: Application

 

30. Substantial social learning occurs through which process in which individuals acquire attitudes by merely observing others?
31. dissonance
32. affect
33. modelling
34. heredity

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ:   4                    BLM: Knowledge

 

31. A relationship is stronger if the time between the attitude measurement and the observed behaviour is
34. more intense.
35. less intense.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ: 4                       BLM: Comprehension

 

32. Attitudes are learned and two major influences include
33. repeated behaviour and affect.
34. direct experience and social learning.
35. cognitive dissonance and negative affectivity.
36. random behaviour modelling and unconscious motivation.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ: 4                       BLM: Knowledge

 

33. What is a major reason that attitudes derived from direct experience are so powerful?
34. They become a heuristic to assist in decision making.
35. They are easily accessed and are active in our cognitive processes.
36. They are accessible through the left part of the brain, which is more intuitive.
37. They are the behavioural intention component of an attitude.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ: 4                       BLM: Comprehension

 

34. The attitude-behaviour connection is much closer when
35. attitudes are general.
36. attitude measurement is done very close to the behaviour of interest.
37. one’s personality exhibits high self-monitoring.
38. the social context doesn’t reinforce the relationship between attitudes and behaviour.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 4                       BLM: Comprehension

 

35. All of the following are important work attitudes that managers can strive to improve among their employees EXCEPT
36. job satisfaction.
37. organizational commitment.
38. employee engagement.
39. employee expertise.

 

 

ANS: D                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ: 4                       BLM: Knowledge

 

36. Your friend does not like accounting and, based on what he has told you, you decide that you do not like accounting. According to research, what is likely to happen if you take an accounting course?
37. You will not change your attitude toward accounting.
38. You are more likely to change your attitude than if your attitude had been formed based on your own experience of accounting.
39. You are less likely to change your attitude than if your attitude had been formed based on your own experience of accounting.
40. Your friend’s experience will have no effect on you.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 4                       BLM: Application

 

37. What moulds attitudes through group acceptance of individuals who express popular attitudes and through sanctions of those who do not?
38. diversity
39. value system
40. peer pressure
41. normative commitment

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 44

OBJ: 3                       BLM: Comprehension

 

38. Considering the definition of attitude, which of the following would be a reasonable conclusion?
39. Attitudes are consistent for life.
40. Attitudes and behaviour can be different.
41. Attitudes are consistent across situations.
42. Attitudes and values are the same.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 4                       BLM: Analysis

 

39. A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences reflects
40. job involvement.
41. job satisfaction.
43. job morale.

 

 

ANS: B                      PTS: 1                       DIF: Easy                 REF: p. 44

OBJ: 5                       BLM: Knowledge

 

40. Which of the following is NOT one of the five specific dimensions used to measure job satisfaction?
41. pay
42. work itself
43. supervision
44. congruence between work and purpose

 

 

ANS: D                      PTS: 1                       DIF: Easy                 REF: p. 44

OBJ: 5                       BLM: Comprehension

 

41. John has been offered five weeks holiday at his new job. In John’s last job he had eight weeks holidays per year. John feels sad that his five weeks holidays are so short. Which of the following would best explain this situation?
42. John places a very high value on holidays.
43. John has developed an attitude that holidays should be long.
44. John requires extrinsic rewards.
45. John sees holidays as an important intrinsic reward.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 44

OBJ: 5                       BLM: Analysis

 

42. Dofasco employees working for local fundraising campaigns reflects
43. organizational commitment.
44. affective commitment.
45. organizational citizenship behaviour.
46. job involvement.

 

 

ANS: C                      PTS: 1                       DIF: Easy                 REF: p. 44

OBJ: 5                       BLM: Knowledge

 

43. Job satisfaction has been shown to be related to organizational citizenship, which is
44. the tendency to exhibit strong ethical behaviour.
45. behaviour that is above and beyond the call of duty in behalf of the organization.
46. loyalty to the organization.
47. the tendency to look for the positive within organizations.

 

 

ANS: B                      PTS: 1                       DIF: Easy                 REF: p. 44

OBJ: 5                       BLM: Knowledge

 

44. Job satisfaction can be determined by looking at all of the following EXCEPT a. the work itself.
45. the economic success of the company.
46. promotion opportunity.
47. effectiveness of supervision.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 45

OBJ: 5                       BLM: Application

 

45. According to considerable research, the relationship between job satisfaction and job performance is
46. strong and direct.
47. strong and negative.
49. positive for women and negative for men.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 45

OBJ: 5                       BLM: Knowledge

 

46. The psychological contract is unwritten and implicit. Therefore, what steps should employers take when hiring new employees?
47. Have a written contract for each employee.
48. Be careful to set and manage rights and obligations.
49. Leave conditions vague; they will be worked out in the psychological contract.
50. Follow the directions of the Human Resource department.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 45

OBJ: 4                       BLM: Analysis

 

47. According to theory, how will Angela respond when her job ends as scheduled?
48. She anticipates the end of the job; it will not be an issue.
49. She will be very upset; the psychological contract is broken.
50. She will be upset as her employment contract is broken.
51. She will be upset as her employer should have known that she is relying on the organization.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 45

OBJ: 4                       BLM: Application

 

48. When an employee remains with a firm because he or she faces significant exit barriers, this can be characterized as
49. organizational citizenship.
50. withdrawal syndrome.
51. continuance commitment.
52. dysfunctional attachment.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Comprehension

 

49. Employee loyalty toward the organization is a significant factor in
50. job displacement.
51. continuance commitment.
52. affective commitment.
53. employee turnover.

 

 

ANS: C                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Comprehension

 

50. The strength of an individual’s identification with an organization is known as
51. normative commitment.
52. organizational commitment.
53. continuance commitment.
54. behavioural commitment.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Knowledge

 

51. When Mike joined BigCo, he was told that most employees are promoted within two years. Now, with an economic downturn and no chance of moving to a new job, Mike has not been promoted for four years. What is likely to be true of Mike?
52. Job satisfaction decreases, continuance commitment decreases.
53. Job satisfaction decreases, continuance commitment remains the same.
54. Job satisfaction remains the same, continuance commitment decreases.
55. Job satisfaction remains the same, continuance commitment remains the same.

 

 

ANS: B                      PTS: 1                       DIF: Hard                 REF: p. 46

OBJ: 4                       BLM: Comprehension

 

52. Which of the following statements is true regarding job satisfaction and organizational commitment?
53. They are reciprocally related.
54. They are strongly positively related.
55. Organizational commitment moderates the relationship between job satisfaction and performance.
56. There is a curvilinear relationship between the two variables.

 

 

ANS: B                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Comprehension

 

53. Which statement regarding the relationship between culture and job satisfaction is most accurate?
54. Job satisfaction is not influenced by culture.
55. Job satisfaction and participative techniques do not appear to be related when taking into account cultural differences.
56. Culture does not appear to affect the factors (i.e., work itself) that lead to job satisfaction.
57. Job satisfaction is significantly affected by culture but factors may differ.

 

 

ANS: D                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Knowledge

 

54. Which of the following is NOT a type of organizational commitment? a. affective
55. continuance
56. normative
57. behavioural

 

 

ANS: D                      PTS: 1                       DIF: Easy                 REF: p. 46

OBJ: 5                       BLM: Knowledge

 

55. The type of organizational commitment that is based on an individual’s desire to remain in an organization is called
56. intentional commitment.
57. normative commitment.
58. affective commitment.
59. attitudinal commitment.

 

 

ANS: C                      PTS: 1                       DIF: Easy                 REF: p. 46

OBJ: 5                       BLM: Knowledge

 

56. What is the possible relationship between organizational commitment and ethical behaviour?
57. High affective commitment causes employees to accept the organization’s behaviour as ethical.
58. High affective commitment cause employees to question the ethics of an organization’s behaviour.
59. Organizational commitment and ethical behaviour cannot be related.
60. Continuance commitment causes employees to accept the organization’s behaviour as ethical.

 

 

ANS: A                      PTS: 1                       DIF: Hard                 REF: p. 46

OBJ: 5                       BLM: Analysis

 

57. If an employee is disengaged at work, all of the following work-related attitudes are possible:
58. increased voice, increased neglect, decreased loyalty
59. increased voice, decreased loyalty, increased retention
60. increased neglect, decreased loyalty, increased retention
61. increased retention, exit, and increased voice

 

 

ANS: A                      PTS: 1                       DIF: Hard                 REF: p. 46

OBJ: 5                       BLM: Comprehension

 

58. A sense of employee engagement has what effect on motivation?
59. It results in higher levels of motivation.
60. It results in lower levels of motivation.
61. It has no effect on the level of motivation.
62. It has a slight lowering effect on the level of motivation.

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Application

 

59. Julie refers to her employer as “home” and feels a very strong connection to her organization.

This indicates that Julie has

1. high affective commitment.
2. high continuance commitment.
3. high job satisfaction.
4. high normative commitment.

 

 

ANS: A                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ: 5                       BLM: Knowledge

 

60. Uncle George had offered you your first job at a time when you really needed work and you are very grateful. You now have a much better offer but you have chosen to stay with Uncle George’s company. What are you demonstrating?
61. high affective commitment
62. excellent organizational citizenship behaviour
63. high continuance commitment
64. high normative commitment

 

 

ANS: D                      PTS: 1                       DIF: Moderate           REF: p. 46

OBJ:    5                     BLM: Comprehension