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Chapter 02

Individual Behavior, Personality, and Values

 

 

True / False Questions

 

1. According to the MARS model of individual behavior and performance, employee performance will remain high even if one of the four factors is low in a given situation.

 

True    False

 

2. The MARS model identifies the four main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.

 

True    False

 

3. Motivation is an external force on the person that causes him/her to engage in specific behaviors.

 

True    False

 

4. Intensity refers to the fact that motivation is goal-directed, not random.

 

True    False

 

5. The forces within a person affect that individual’s motivation.

 

True    False

 

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

 

True    False

 

7. Learned capabilities refer to the skills and knowledge that one has actually acquired.

 

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. A good match between an employee’s competencies and his/her job requirements tends to increase both job performance and the employee’s well-being.

 

True    False

 

10. Role perceptions are the extent to which people understand the job duties assigned to them.

 

True    False

 

11. Role perceptions are important because they represent how good an employee feels about their job and increase motivation.

 

True    False

 

12. Situational factors are working conditions within the employee’s control.

 

True    False

 

13. The four elements of the MARS model affect all voluntary workplace behaviors and performance.

 

True    False

 

14. Task performance refers to goal-directed behaviors under the individual’s control that support organizational objectives.

 

True    False

 

15. Proficiency refers to how well an employee responds to, copes with, and supports new circumstances and work patterns.

 

True    False

 

16. Organizational citizenship behaviors (OCBs) include various forms of cooperation and helpfulness to others that support the organization’s social and psychological context.

 

True    False

 

17. An employee creates unnecessary conflicts with his coworkers at his workplace. This is an example of organizational citizenship behavior.

 

True    False

 

18. American employees are absent from scheduled work at an alarming average of 20 days per year.

 

True    False

 

19. Employees who experience job dissatisfaction, workplace incivility, or work-related stress are more likely to be absent or late for work because taking time off is a way of temporarily withdrawing from those situations.

 

True    False

 

20. Presenteeism refers to employees who attend work even though their capacity to work is significantly diminished by illness, fatigue, personal problems, or other factors.

 

True    False

 

21. Personality is a relatively stable pattern of behaviors and internal states that explains a person’s behavioral tendencies.

 

True    False

 

22. Personality traits are more evident in situations where an individual’s behavior is subject to social norms and reward systems.

 

True    False

 

23. Personality is completely determined by heredity.

 

True    False

 

24. The “Big Five” personality dimensions represent five clusters that represent most personality traits.

 

True    False

 

25. The most researched and respected clustering of personality traits is the MARS model.

 

True    False

 

26. Phoebe, a manager at a firm, was conventional, resistant to change, and unimaginative. This implies that Phoebe possessed openness to experience.

 

True    False

 

27. Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious.

 

True    False

 

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

 

True    False

 

29. Agreeableness, extraversion, and conscientiousness are three of the “Big Five” personality dimensions.

 

True    False

 

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

 

True    False

 

31. Sensing, feeling, and judging are three of the “Big Five” personality traits.

 

True    False

 

32. Extraverts are people who are quiet, cautious, and less interactive with others.

 

True    False

 

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

 

True    False

 

34. People with a perceiving orientation are less flexible and effective in their functioning.

 

True    False

 

35. The MBTI is an excellent predictor of job performances and is recommended for employment selection.

 

True    False

 

36. The MBTI instrument is mostly used for team building and career development.

 

True    False

 

37. Personality traits are the best predictors of work performance.

 

True    False

 

38. Values are stable, evaluative beliefs about what is important in a variety of situations.

 

True    False

 

39. People arrange values into a hierarchy of preferences, called a value system.

 

True    False

 

40. One dimension of Schwartz’s Values Circumplex has openness to change at one extreme and conservation at the other extreme.

 

True    False

 

41. Values and personality traits are related to each other and are essentially the same thing.

 

True    False

 

42. Under Schwartz’s Values Complex, the value category of self-direction refers to the pursuit of pleasure, enjoyment and the gratification of desires.

 

True    False

 

43. Work environments influence our behavior, so they necessarily encourage or discourage valuesconsistent behavior.

 

True    False

 

44. Person-organization values congruence occurs when a person’s values are similar to the organization’s dominant values.

 

True    False

 

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

 

True    False

 

46. Utilitarianism suggests that we should choose the option that provides the highest degree of satisfaction to those affected.

 

True    False

 

47. Distributive justice is sometimes known as a consequential principle because it focuses on the consequences of our actions, not on how we achieve those consequences.

 

True    False

 

48. One problem with applying the individual rights principle of ethical decision making is that one individual right may conflict with another.

 

True    False

 

49. The distributive justice principle of ethical decision making advocates the principle that benefits should be distributed among people irrespective of their abilities and similarities.

 

True    False

 

50. Moral sensitivity is the degree to which an issue demands the application of ethical principles.

 

True    False

 

51. One type of factor that can change a person’s moral sensitivity is expertise or knowledge of prescriptive norms or rules.

 

True    False

 

52. Mindfulness refers to the level of empathy a person has when referring to their moral sensitivity.

 

True    False

 

53. An ethical code of conduct is a statement about desired practices, rules of conduct and philosophy about the organization’s relationship to its stakeholders and the environment.

 

True    False

 

54. Collectivism is a cross-cultural value describing the degree to which people in a culture emphasize personal duty to the groups in which they belong.

 

True    False

 

55. Individualism and collectivism are mutually exclusive values found in certain countries and places.

 

True    False

 

56. In terms of cross-cultural values, people in the United States tend to have relatively high individualism, middle to high achievement orientation, and medium to low power distance.

 

True    False

 

57. People with high power distance expect relatively equal power sharing.

 

True    False

 

58. People with high achievement orientation tend to value assertiveness, competitiveness, and materialism.

 

True    False

 

59. One limitation with some research on cross-cultural values is that it incorrectly assumes that everyone within a specific country holds similar values.

 

True    False

 

 

 

Multiple Choice Questions

 

60. Which of the following directly influences an employee’s voluntary behavior and performance?

 

1. Role perceptions

 

1. Moral intensity

 

1. Corporate social responsibility

 

1. Uncertainty avoidance

 

1. Income

 

 

61. Which of the following identifies the four factors that directly influence individual behavior and performance?

 

1. Utilitarianism

 

1. MARS model

 

1. Schwartz’s model

 

1. Holland’s model

 

1. Myers-Briggs Type Indicator

 

 

62. Which of the following are external to the individual but still affect his/her behavior and performance?

 

1. Motivations

 

1. Role perceptions

 

1. Situational factors

 

1. Abilities

 

1. Resolutions

 

 

63. _____ represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.

 

1. Motivation

 

1. Personality

 

1. Values

 

1. Ethics

 

1. Ability

 

 

64. Motivation affects a person’s _____ of voluntary behavior.

 

1. direction, intensity, and persistence

 

1. antecedents, consequences, and reinforcers

 

1. size, shape, and weight

 

1. aptitudes, abilities, and competencies

 

1. agreeableness, locus of control, and ethical sensitivity

 

 

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

 

1. Persistence

 

1. Direction

 

1. Intensity

 

1. Aptitude

 

1. Competencies

 

 

66. Which of the following best represents the amount of effort allocated to a particular goal?

 

1. Persistence

 

1. Direction

 

1. Intensity

 

1. Aptitude

 

1. Competencies

 

 

67. Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better?

 

1. Persistence levels

 

1. Direction

 

1. Intensity

 

1. Aptitude

 

1. Commitment

 

 

68. Which of the following concepts consists of aptitudes, skills, and competencies?

 

1. Motivation

 

1. Personality

 

1. Values

 

1. Ethics

 

1. Ability

 

 

69. 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 employees’:

 

 

1. role perceptions.

 

 

1. organizational citizenship.

 

1. learned capabilities.

 

 

70. Travel Happy Corporation gives simple accounts to newly hired employees, and then adds more challenging accounts as employees master the simple tasks. This practice mainly:

 

1. improves role perceptions.

 

1. increases person-job matching.

 

1. reduces employee motivation.

 

1. provides more resources to accomplish the assigned task.

 

1. improves employee aptitudes.

 

 

71. You have just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they are not sure what tasks are included in their job.

According to the MARS model, these new employees will likely:

 

1. emphasize the utilitarianism principle in their decision making.

 

1. have lower job performance due to poor role perceptions.

 

1. have high job performance because they are motivated and able to perform the work.

 

1. have above-average organizational citizenship.

 

1. have a high degree of differentiation according to Holland’s classification of occupations.

 

 

72. Which of the following refers to a person’s beliefs about what behaviors are appropriate or necessary in a particular situation?

 

1. Natural aptitudes

 

1. Role perceptions

 

1. Competencies

 

1. Locus of control

 

1. Situational factors

 

 

73. To reduce the amount of non-recyclable waste that employees throw out each day, a major computer company removed containers for non-recyclable rubbish from each office and workstation. This altered employee behavior mainly by:

 

1. increasing employee motivation to be less wasteful.

 

1. helping employees to learn how to be less wasteful.

 

1. altering situational factors so that employees have more difficulty practicing wasteful behavior.

 

1. increasing aptitudes that make employees less wasteful.

 

1. increasing organizational citizenship so that employees will be less wasteful.

 

 

74. _____ refers to goal-directed behaviors under the individual’s control that support organizational objectives.

 

1. Organizational citizenship

 

1. Counterproductive behavior

 

1. Task performance

 

1. Maintaining attendance

 

1. Intensity

 

 

75. Assisting coworkers with their work problems, adjusting work schedules to accommodate coworkers, and showing genuine courtesy toward coworkers are some of the forms of:

 

1. role perception.

 

1. counterproductive behavior.

 

1. task performance.

 

1. organizational citizenship.

 

1. job matching.

 

 

76. Lawrence stole a clock from his workplace. Which of the following refers to Lawrence’s activity?

 

1. Productive behavior

 

1. Counterproductive behavior

 

1. Task performance

 

1. Organizational citizenship behavior

 

1. Job matching

 

 

77. Absenteeism is higher in organizations where there is(are):

 

1. weak absence norms.

 

1. low workplace incivility.

 

1. high amounts of presenteeism.

 

1. meager sick leave benefits.

 

1. high work-related stress.

 

 

78. Presenteeism is more common among employees with:

 

1. sick leave pay.

 

1. financial buffers.

 

1. low centrality.

 

1. high centrality.

 

1. high job security.

 

 

79. _________ is the relatively stable pattern of behaviors and consistent internal states that explain a person’s behavioral tendencies.

 

1. personality

 

1. values

 

1. motivation

 

1. locus of control

 

1. job satisfaction

 

 

80. An individual’s personality:

 

1. changes several times throughout the year.

 

1. is formed only from childhood socialization and the environment.

 

1. is less evident in situations where social norms, reward systems, and other conditions constrain behavior.

 

1. does not provide an enduring pattern of processes.

 

1. is more prominent when rewards for behavior are substantial.