MGMT 5320 - Chapter 2
54. _____ characterizes people who are quiet, shy, and cautious. A. Introversion B. Openness to experience C. Conscientiousness D. Neuroticism E. Agreeableness
A. Introversion Feedback: Introversion characterizes people who are quiet, shy, and cautious.
19. _____ represent(s) the forces within a person that affect the direction, intensity, and persistence of voluntary behavior. A. Motivation B. Personality C. Values D. Ethics E. Ability
A. Motivation Feedback: Motivation represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.
41. _________ is the relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies. A. Personality B. Values C. Motivation D. Locus of control E. Job satisfaction
A. Personality Feedback: Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.
79. People who have high moral sensitivity A. can more quickly and accurately estimate the moral intensity of the issue. B. tend to have lower levels of empathy. C. are always more ethical than people with a moderate or low level of ethical sensitivity. D. are individualistic and achievement oriented. E. cannot estimate the moral intensity of an issue.
A. can more quickly and accurately estimate the moral intensity of the issue. Feedback: People with high moral sensitivity can more quickly and accurately estimate the moral intensity of the issue. This awareness does not necessarily translate into more ethical behavior; it just means that people with higher moral sensitivity are more likely to know when unethical behavior occurs.
20. Motivation affects a person's _____ of voluntary behavior. A. direction, intensity, and persistence B. antecedents, consequences, and reinforcers C. size, shape, and weight D. aptitudes, abilities, and competencies E. agreeableness, locus of control, and ethical sensitivity
A. direction, intensity, and persistence Feedback: Motivation represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.
82. People who value their personal uniqueness have A. high individualism. B. high collectivism. C. high power distance. D. low uncertainty avoidance. E. low openness to experience.
A. high individualism. Feedback: Individualism is a cross-cultural value describing self more by one's uniqueness; personal goals have priority; decisions have low consideration of effect on others; relationships are viewed as more instrumental and fluid.
90. Etoni is a new employee who comes from a culture that values respect for people in higher positions and values the well-being of others more than goal achievement. Etoni's culture has A. high power distance and achievement-nurturing orientation. B. high collectivism and a short-term orientation. C. low uncertainty avoidance and high individualism. D. low power distance and achievement-nurturing orientation. E. high power distance and weak nurturing orientation.
A. high power distance and achievement-nurturing orientation. Feedback: High achievement-nurturing orientation reflects a cooperative view of relations with other people. High power distance refers to valuing unequal power.
102. U.S. managers tend to be A. more individualistic. B. high in nurturing. C. more collectivist. D. low in achievement orientation. E. high in uncertainty avoidance.
A. more individualistic. Feedback: U.S. managers tend to be more individualistic, low in nurturing, low in collectivism, a little above the middle of the range on achievement orientation, and have medium to low uncertainty avoidance.
67. In Schwartz's Values Circumplex, the quadrant that includes hedonism, stimulation, and self-direction is called: A. openness to change. B. self-enhancement. C. conservation. D. self-transcendence. E. self-awareness.
A. openness to change. Feedback: The quadrant called openness to change refers to the extent which a person is motivated to pursue innovative ways. This quadrant includes self-direction, stimulation, and hedonism.
31. When employees understand the priority of their various tasks and performance expectations, they have A. role clarity. B. role ambiguity. C. role perception. D. role responsibility. E. role motivation.
A. role clarity. Feedback: Role clarity exists when employees understand the priority of their various tasks and performance expectations. This is illustrated in the classic dilemma of quantity versus quality, such as how many customers to serve in an hour (quantity) versus how well each customer should be served (quality). Role clarity in the form of task priorities also exists in the dilemma of allocating personal time and resources, such as how much time managers should devote to coaching employees versus meeting with customers.
16. Which of the following directly influences an employee's voluntary behavior and performance? A. role perceptions B. moral intensity C. corporate social responsibility D. uncertainty avoidance E. income
A. role perceptions Feedback: The four variables—motivation, ability, role perceptions, and situational factors—are critical influences on an individual's voluntary behavior and performance.
61. What is the best definition of personality? A. the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person B. broad concepts that allow us to label and understand individual differences C. genetic or hereditary origins D. socialization, life experiences, and other forms of interaction with the environment. E. clarity of "who we are"
A. the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person Feedback: Personality is defined as the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.
92. Which of the following is a warning flag about cross-cultural knowledge? A. too many studies relying on small, convenient samples B. conclusions that generalize the cultures they represented C. assumptions that each country has many cultures D. reliance on a major study conducted almost five decades ago E. knowledge of the degree of deep-level diversity across this country
A. too many studies relying on small, convenient samples Feedback: Our knowledge of cross-cultural dynamics has blossomed, and many of these findings will be discussed throughout this book, particularly regarding leadership, conflict handling, and influence tactics. However, we also need to raise a few warning flags about cross-cultural knowledge. One problem is that too many studies have relied on small, convenient samples (such as students attending one university) to represent an entire culture. The result is that many cross-cultural studies draw conclusions that might not generalize to the cultures they intended to represent.
73. Which of the following is identified as an ethical principle? A. utilitarianism B. power distance C. conservation D. self-enhancement E. power
A. utilitarianism Feedback: Utilitarianism is one of the ethical principles.
71. Which of the following is ethics most closely related to? A. values B. locus of control C. Myers-Briggs Type Indicator D. personality E. ability
A. values Feedback: Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
45. Which of the following acronyms identifies the "Big Five" personality dimensions? A. MBTIA B. CANOE C. VALUE D. MARSE E. SMART
B. CANOE Feedback: The "Big Five" personality dimensions are represented by the handy acronym CANOE, which includes conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.
83. _____ is the extent to which we value our duty to groups to which we belong and group harmony. A. Individualism B. Collectivism C. Power distance D. Uncertainty avoidance E. Achievement orientation
B. Collectivism Feedback: Collectivism is a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong and to group harmony.
17. Which of the following identifies the four factors that directly influence individual behavior and performance? A. utilitarianism B. MARS model C. Schwartz's model D. Holland's model E. Myers-Briggs Type Indicator
B. MARS model Feedback: The four variables—motivation, ability, role perceptions, and situational factors—are represented by the acronym MARS. These factors directly influence individual behavior and performance.
84. Which of the following statements about cross-cultural values is true? A. People with a high achievement orientation emphasize relationships and the well-being of others. B. People with high individualism can have any level (high or low) of collectivism. C. People with high power distance value independence and personal uniqueness. D. People with low uncertainty avoidance must also have high power distance. E. People in almost all cultures have high uncertainty avoidance.
B. People with high individualism can have any level (high or low) of collectivism. Feedback: Contrary to popular belief, individualism is not the opposite of collectivism. In fact, an analysis of most previous studies reported that the two concepts are unrelated.
46. Being good-natured, trusting, helpful, and tolerant are characteristics of people with which personality trait? A. openness to experience B. agreeableness C. locus of control D. emotional stability E. extraversion
B. agreeableness Feedback: Agreeableness is a personality dimension that includes the traits of being trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible.
Scenario B Electronika International is a fast-growing small company specializing in consumer electronics. Managers at Electronika International are exploring the idea of using the "Big Five" personality dimensions in hiring and improving work-related behaviors and job performance. 97. Electronika managers should be aware that being good-natured, empathetic, caring, and courteous are characteristics of people with A. openness to experience. B. agreeableness. C. locus of control. D. emotional stability. E. extraversion.
B. agreeableness. Feedback: Agreeableness includes the traits of being trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible.
34. Lawrence stole a clock from his workplace. Which of the following refers to Lawrence's activity? A. productive behavior B. counterproductive behavior C. task performance D. organizational citizenship behavior E. job matching
B. counterproductive behavior Feedback: Counterproductive work behaviors (CWBs) are voluntary behaviors that have the potential to directly or indirectly harm the organization. Some of the CWBs include harassing coworkers, creating unnecessary conflict, deviating from preferred work methods, being untruthful, stealing, sabotaging work, tardiness, and wasting resources.
57. People with perceiving orientation are A. quiet. B. curious. C. caring. D. realistic. E. domineering.
B. curious. Feedback: People with perceiving orientation are open, curious, and flexible; prefer to adapt spontaneously to events as they unfold; and prefer to keep their options open.
21. Which of the following refers to the fact that motivation is goal-directed, not random? A. persistence B. direction C. intensity D. aptitude E. competencies
B. direction Feedback: With motivation, people have choices about where they put their effort; they have a sense of what they are trying to achieve and at what level of quality, quantity, and so forth. This shows that motivation is goal-directed, not random.
30. To help remember the three elements of motivation, consider a metaphor for A. flying a kite. B. driving a car. C. rowing a boat. D. skiing down a hill. E. choosing a path at a fork in the road.
B. driving a car. Feedback: To help remember these three elements of motivation, consider the metaphor of driving a car in which the thrust of the engine is your effort. Direction refers to where you steer the car, intensity is how much you put your foot down on the gas pedal, and persistence is for how long you drive toward your destination.
27. 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 A. emphasize the utilitarianism principle in their decision making. B. have lower job performance due to poor role perceptions. C. have high job performance because they are motivated and able to perform the work. D. have above-average organizational citizenship. E. have a high degree of differentiation according to Holland's classification of occupations.
B. have lower job performance due to poor role perceptions. Feedback: Role perceptions are the extent to which a person accurately understands the job duties (roles) assigned to or expected of him/her.
Scenario A Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they do not show up at all, without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also 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. Dave is wondering how he can understand what is going on with his crew behavior and what he can do to improve the situation. 95. According to the MARS model, the new employees Dave has hired will likely A. emphasize the utilitarianism principle in their decision making. B. have lower job performance due to poor role perceptions. C. have better job performance because they are motivated and able to perform the work. D. have above-average organizational citizenship. E. have a high degree of differentiation according to Holland's classification of occupations.
B. have lower job performance due to poor role perceptions. Feedback: Employees require accurate role perceptions to perform their jobs well. Role perceptions are the extent to which people understand their job duties.
38. What is the organization's main source of competitive advantage? A. employee turnover B. human capital C. relationships with coworkers D. team development E. external stakeholders
B. human capital Feedback: Hiring qualified and productive staff is vital, but so is ensuring that they stay with the company. As we discussed in Chapter 1, human capital is arguably the organization's main source of competitive advantage.
26. 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 A. improves role perceptions. B. increases person-job matching. C. reduces employee motivation. D. provides more resources to accomplish the assigned task. E. improves employee aptitudes.
B. increases person-job matching. Feedback: A good person-job match produces higher performance; it also tends to increase the employee's well-being. One of the person-job matching strategies is to redesign the job so that employees are given only tasks that reflect their current learned capabilities. A complex task might be simplified—with some aspects of the work transferred to others—so that a new employee performs only those tasks that he/she is currently able to perform. As the employee becomes more competent at these tasks, other tasks are added back into the job.
40. What are maintaining attendance, organizational citizenship, and counterproductive behavior all types of? A. task performance B. individual behavior C. personal motivation D. role perceptions E. situational factors
B. individual behavior Feedback: There are many varieties of individual behavior, but most can be organized into the five categories described over the next few pages: task performance, organizational citizenship, counterproductive work behaviors, joining and staying with the organization, and maintaining work attendance.
75. Which ethical principle reflects the idea that everyone is granted a moral norm of society? A. utilitarianism B. individual rights C. moral intensity D. distributive justice E. care
B. individual rights Feedback: The individual rights principle extends beyond legal rights to human rights that everyone is granted as a moral norm of society.
80. Employees who strongly define themselves by _____ are more sensitive to moral dilemmas because they put more energy into maintaining ethical conduct. A. moral sensitivity B. moral character C. value judgment D. moral intensity E. utilitarianism
B. moral character Feedback: Employees who strongly define themselves by moral character are more sensitive to moral dilemmas because they put more energy into maintaining ethical conduct.
50. Eric is the advertising head of a firm. He is extremely imaginative, creative, and curious. Which of the following personality dimensions does Eric possess? A. customary thinking B. openness to experience C. resistance to change D. neuroticism E. cautiousness
B. openness to experience Feedback: Openness to experience refers to the extent to which people are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive.
28. Which of the following refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation? A. natural aptitudes B. role perceptions C. competencies D. locus of control E. situational factors
B. role perceptions Feedback: A form of role clarity involves understanding the preferred behaviors or procedures for accomplishing the assigned tasks.
69. Values directly motivate actions by A. framing perceptions of reality. B. shaping the relative attractiveness of choices. C. offering new experiences. D. engaging in more environmentally friendly behaviors. E. making daily decisions and actions occur routine.
B. shaping the relative attractiveness of choices. Feedback: Values directly motivate our actions by shaping the relative attractiveness (valence) of the choices available.
76. One of the limitations of the individual rights principle is that A. it really is not an ethical principle at all. B. some individual rights conflict with other individual rights. C. it does not protect the right to physical security and freedom of speech of the employees. D. it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected. E. it can degenerate into unjust favoritism.
B. some individual rights conflict with other individual rights. Feedback: One problem with individual rights is that certain individual rights may conflict with others. The shareholders' right to be informed about corporate activities may ultimately conflict with an executive's right to privacy, for example.
44. The "Big Five" personality dimensions represent: A. all of the personality traits found in an ideal job applicant. B. the clusters representing most known personality traits. C. the personality traits caused by the environment rather than heredity. D. the necessary conditions for a person to have extraversion. E. the characteristics of employees with low levels of motivation.
B. the clusters representing most known personality traits. Feedback: The "Big Five" personality dimensions consist of five clusters of personality dimensions that describe personality traits of individuals.
60. One worry about using most personality tests to select job applicants is that applicants might fake their answers because A. people are naturally dishonest when seeking employment. B. they are self-reported scales. C. no one truly understands themselves. D. the scales are inaccurate. E. personality instruments are discriminatory.
B. they are self-reported scales. Feedback: Most personality tests are self-reported scales, so applicants might try to fake their answers. Worse, the test scores might not represent the individual's personality or anything else meaningful because test takers often don't know what personality traits the company is looking for. Studies show that candidates who try to fake "good" personality scores change the selection results.
70. The key concept of ____ refers to how similar a person's value hierarchy is to the values hierarchy of another entity. A. valence B. value congruence C. perception D. personality E. awareness
B. value congruence Feedback: The key concept here is values congruence, which refers to how similar a person's values hierarchy is to the values hierarchy of another entity, such as the employee's team or organization.
64. Beliefs about what is good or bad, right or wrong, are referred to as: A. organizational citizenship. B. values. C. collectivism. D. moral intensity. E. extraversion.
B. values. Feedback: Values are perceptions about what is good or bad, right or wrong.
43. Personality develops and changes mainly when people are young; it stabilizes by about age A. 15. B. 20. C. 30. D. 35. E. 40.
C. 30. Feedback: Personality develops and changes mainly when people are young; it stabilizes by about 30 years of age.
78. _____ is the ability to recognize the presence and determine the relative importance of an ethical issue. A. Neuroticism B. Moral intensity C. Moral sensitivity D. Utilitarianism E. Uncertainty avoidance
C. Moral sensitivity Feedback: Moral sensitivity (also called ethical sensitivity) is a characteristic of the person, namely his or her ability to detect a moral dilemma and estimate its relative importance.
93. Why do Americans vary in their values and personalities across regions? A. The physical environment has a massive effect on individual traits and values. B. National institutions have a greater influence on personal values. C. Regional institutions have a greater influence on socialization practices and resulting personal values. D. Cultural tightness within each state explains similarities in personality and values across the country. E. Americans have significantly lower individualism than European and Hispanic Americans.
C. Regional institutions have a greater influence on socialization practices and resulting personal values. Feedback: One explanation is that regional institutions—such as local governments, educational systems, and dominant religious groups—have a greater influence than do national institutions on socialization practices and resulting personal values.
87. Which of the following countries generally has the strongest collectivist value orientation? A. United States B. Japan C. Taiwan D. Egypt E. France
C. Taiwan Feedback: The United States and Japan have low collectivism. India and Denmark have medium or medium low collectivism. Americans generally have low collectivism, whereas Israelis and Taiwanese have relatively high collectivism.
32. _____ refers to goal-directed behaviors under the individual's control that support organizational objectives. A. Organizational citizenship B. Counterproductive behavior C. Task performance D. Maintaining attendance E. Intensity
C. Task performance Feedback: Task performance refers to goal-directed behaviors under the individual's control that support organizational objectives.
29. 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 A. increasing employee motivation to be less wasteful. B. helping employees to learn how to be less wasteful. C. altering situational factors so that employees have more difficulty practicing wasteful behavior. D. increasing aptitudes that make employees less wasteful. E. increasing organizational citizenship so that employees will be less wasteful.
C. altering situational factors so that employees have more difficulty practicing wasteful behavior. Feedback: The situation mainly refers to conditions beyond the employee's immediate control that constrain or facilitate behavior and performance.
Scenario B Electronika International is a fast-growing small company specializing in consumer electronics. Managers at Electronika International are exploring the idea of using the "Big Five" personality dimensions in hiring and improving work-related behaviors and job performance. 96. Electronika managers want to hire people who are dependable, goal-focused, thorough, and disciplined. Which of the following "Big Five" personality dimensions is desirable for individuals to be hired? A. openness to experience B. agreeableness C. conscientiousness D. locus of control E. extraversion
C. conscientiousness Feedback: Conscientiousness characterizes people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious.
53. Which "Big Five" personality dimension is most valuable for predicting job performance? A. extraversion B. openness to experience C. conscientiousness D. neuroticism E. agreeableness
C. conscientiousness Feedback: Conscientiousness stands out as the best overall personality predictor of proficient task performance for most jobs. The specific conscientiousness traits of industriousness (achievement, self-discipline, purposefulness) and dutifulness are the best predictors of proficient task performance. Conscientious employees set higher personal goals for themselves and are more persistent. They also engage in more organizational citizenship and in less counterproductive work behavior.
99. When hiring new employees, e-commerce managers should look for people who have a high level of _____, which is the most valuable "Big Five" personality dimension for predicting job performance. A. extraversion B. openness to experience C. conscientiousness D. neuroticism E. locus of control
C. conscientiousness Feedback: Conscientiousness and emotional stability (low neuroticism) stand out as the personality traits that best predict individual performance in almost every job group.
52. People with high agreeableness are motivated to be A. dependable and open. B. empathic and dependable. C. cooperative and sensitive. D. upbeat and flexible. E. extroverted and emotional.
C. cooperative and sensitive. Feedback: Agreeableness does not predict proficient or proactive task performance very well, mainly because it is associated with lower motivation to set goals and achieve results. However, agreeableness does predict an individual's performance as a team member as well as in customer service jobs. The reason is that employees with high agreeableness are motivated to be cooperative, sensitive, flexible, and supportive.
39. Harassing coworkers, creating unnecessary conflicts, and sabotaging work are all examples of A. organizational citizenship behaviors. B. task performance measures. C. counterproductive work behaviors. D. redundant behaviors. E. illicit behaviors.
C. counterproductive work behaviors. Feedback: CWBs are voluntary behaviors that have the potential to directly or indirectly harm the organization or its stakeholders. This concept includes a wide array of behaviors, both intentional and unintentional, such as harassing coworkers, creating unnecessary conflict, deviating from preferred work methods (e.g., shortcuts that undermine work quality), being untruthful, stealing, sabotaging work, and wasting resources.
22. Which of the following best represents the amount of effort allocated to a particular goal? A. persistence B. direction C. intensity D. aptitude E. competencies
C. intensity Feedback: Intensity is the amount of effort allocated to a certain goal.
42. An individual's personality A. changes several times throughout the year. B. is formed only from childhood socialization and the environment. C. is less evident in situations where social norms, reward systems, and other conditions constrain behavior. D. does not provide an enduring pattern of processes. E. is more prominent when rewards for behavior are substantial.
C. is less evident in situations where social norms, reward systems, and other conditions constrain behavior. Feedback: People are sensitive to social norms, reward systems, and other external conditions. People vary their behavior to suit the situation, even if the behavior is at odds with their personality.
Scenario C International Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will hire the lower-level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. 100. IMT managers should make themselves aware that people in Japan tend to have A. high individualism. B. high collectivism. C. medium power distance. D. low achievement orientation. E. medium uncertainty distance.
C. medium power distance. Feedback: People in Japan have medium power distance.
18. Which of the following are external to the individual but still affect his/her behavior and performance? A. motivations B. role perceptions C. situational factors D. abilities E. resolutions
C. situational factors Feedback: Motivation, ability, and role perceptions are clustered together in the MARS model because they are located within the person. Situational factors are external to the individual but still affect his/her behavior and performance.
48. Which of the following explicitly identifies neuroticism? A. MARS model B. Schwartz's Values Circumflex model C. the five-factor model of personality D. Holland's theory of vocational choice E. Myers-Briggs Type Indicator
C. the five-factor model of personality Feedback: Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. It is one of the dimensions of the five-factor model of personality.
85. People with high collectivism: A. accept unequal distribution of power. B. also have low individualism. C. value harmonious relationships in the groups to which they belong. D. value thrift, savings, and persistence. E. appreciate the unique qualities that distinguish themselves from others.
C. value harmonious relationships in the groups to which they belong. Feedback: Highly collectivist people define self more by one's in-group membership; goals of self-sacrifice and harmony have priority; behavior is regulated by in-group norms; in-group memberships are viewed as stable with a strong differentiation with out-groups.
56. Jung's psychological types are measured through the: A. "Big Five" personality types. B. locus of control scale. C. instrument that also measures neuroticism. D. Myers-Briggs Type Indicator. E. self-monitoring personality test.
D. Myers-Briggs Type Indicator. Feedback: Jung's psychological types are measured through the Myers-Briggs Type Indicator.
51. _____ characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. A. Extraversion B. Openness to experience C. Conscientiousness D. Neuroticism E. Agreeableness
D. Neuroticism Feedback: Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.
58. Which of the following statements about the Myers-Briggs Type Indicator (MBTI) is true? A. It advocates the view that thinking and feeling are not important in decision making. B. It is no longer used in organizations. C. Research has concluded that the MBTI does a poor job of measuring Jung's psychological types. D. Research suggests that the MBTI is most popular for career counseling and executive coaching. E. The MBTI combines 16 pairs of traits into four distinct types.
D. Research suggests that the MBTI is most popular for career counseling and executive coaching. Feedback: The MBTI is the most widely studied measure of cognitive style in management research and is the most popular personality test for career counseling and executive coaching.
63. Which of the following statements about values is true? A. They have fairly low conflict with each other. B. They describe what we naturally tend to do. C. They are not influenced much by socialization. D. They guide our decisions and actions. E. A person's hierarchy of values typically changes a few times each year.
D. They guide our decisions and actions. Feedback: Values, a concept that we introduced in Chapter 1, are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good or bad, right or wrong. Values tell us to what we "ought" to do. They serve as a moral compass that directs our motivation and, potentially, our decisions and actions.
89. _____ is the extent to which people either tolerate ambiguity or feel threatened by ambiguity. A. Individualism B. Collectivism C. Power distance D. Uncertainty avoidance E. Achievement orientation
D. Uncertainty avoidance Feedback: Uncertainty avoidance is the extent to which people tolerate ambiguity or feel threatened by ambiguity.
23. Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better? A. persistence levels B. direction C. intensity D. aptitude E. commitment
D. aptitude Feedback: Aptitudes are the natural talents that help employees learn specific tasks more quickly and perform them better.
77. Senior executives at CyberForm must make a decision that will affect many people, and the decision may produce good or bad consequences for those affected. This decision A. has a high degree of ethical sensitivity. B. is one in which decision makers should rely only on the utilitarianism rule of ethics. C. has a low degree of ethical sensitivity. D. has a high degree of moral intensity. E. should be taken with complete conscience.
D. has a high degree of moral intensity. Feedback: Moral intensity is the degree to which an issue demands the application of ethical principles.
49. Most employees in the social services section of a government department 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? A. high neuroticism B. external locus of control C. high introversion D. high agreeableness E. low motivation
D. high agreeableness Feedback: Agreeableness is a personality dimension that includes the traits of being trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible. An employee in the social service section should have agreeableness to work well.
86. Americans tend to have high A. power distance. B. nurturing orientation. C. long-term orientation. D. individualism. E. uncertainty avoidance.
D. individualism. Feedback: Americans generally have high individualism.
74. A problem with the utilitarian principle of ethical decision making is that A. it focuses on the consequences of our actions, not on how we achieve those consequences. B. there is no agreement on what activities are of the greatest benefits to the affected. C. it is difficult to predict the "trickle down" benefits to those people who are least well off in society. D. it is almost impossible to evaluate the benefits or costs of many decisions. E. it chooses the option that provides the minimum acceptable degree of satisfaction to those affected.
D. it is almost impossible to evaluate the benefits or costs of many decisions. Feedback: One problem with utilitarianism is that it is almost impossible to evaluate the benefits or costs of many decisions, particularly when many stakeholders have wide-ranging needs and values.
62. Personality is shaped by A. ethical conflicts. B. executive function explanations. C. personality testing. D. nature and nurture. E. personality traits.
D. nature and nurture. Feedback: Personality is shaped by both nature and nurture, although the relative importance of each continues to be debated and studied.
Scenario B Electronika International is a fast-growing small company specializing in consumer electronics. Managers at Electronika International are exploring the idea of using the "Big Five" personality dimensions in hiring and improving work-related behaviors and job performance. 98. Electronika managers must pay attention to _____ when hiring new employees because it characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. A. extraversion B. openness to experience C. conscientiousness D. neuroticism E. locus of control
D. neuroticism Feedback: Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.
33. Assisting coworkers with their work problems, adjusting work schedules to accommodate coworkers, and showing genuine courtesy toward coworkers are some of the forms of A. role perception. B. counterproductive behavior. C. task performance. D. organizational citizenship. E. job matching.
D. organizational citizenship. Feedback: Organizational citizenship behaviors include various forms of cooperation and helpfulness to others that support the organization's social and psychological context.
88. Employees from cultures with a high power distance are more likely to 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.
D. readily accept the high status of other people in the organization. Feedback: Power distance refers to the extent to which people accept unequal distribution of power in a society. Those with high power distance value unequal power. Those in higher positions expect obedience to authority; those in lower positions are comfortable receiving commands from their superiors without consultation or debate.
Scenario C International Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will hire the lower-level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. 101. IMT managers should know that employees from cultures with a high power distance are more likely to A. use their power to obtain undue favors. 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.
D. readily accept the high status of other people in the organization. Feedback: Countries with a high power distance accept and value unequal power. They value obedience to authority and are comfortable receiving commands from their superiors without consultation or debate, and they prefer to resolve differences through formal procedures rather than directly.
65. Schwartz's model organizes values into: A. six dimensions. B. a hierarchy. C. three statistical formulas. D. ten broader domains. E. a time line.
D. ten broader domains. Feedback: Schwartz's Values Circumplex model clusters 57 values into 10 categories.
36. Presenteeism is exhibited in all the following ways except A. coming to work when ill. B. even when injured reporting to work. C. when the employee is preoccupied by personal problems. D. when an absence would immediately affect many people. E. when an employee faces dangerous conditions to get to work.
D. when an absence would immediately affect many people. Feedback: The positive consequences of absenteeism are apparent when employees engage in presenteeism—showing up for work even though they are unwell, injured, preoccupied by personal problems, or face dangerous conditions getting to work.
81. Which of the following does the most to improve ethical conduct? A. code of ethics B. training, which can include quizzes and games/role playing C. hotlines for anonymous tips D. ombudsperson who can investigate wrongdoing E. a set of shared values
E. a set of shared values Feedback: Although training, hotlines, ombudspersons, and a code of ethics can improve ethical conduct to some extent, the most powerful foundation is a set of shared values that reinforces ethical conduct.
24. Which of the following concepts consists of aptitudes, skills, and competencies? A. motivation B. personality C. values D. ethics E. ability
E. ability Feedback: Ability includes aptitudes, skills, and competencies that lead to superior performance.
Scenario A Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they do not show up at all, without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also 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. Dave is wondering how he can understand what is going on with his crew behavior and what he can do to improve the situation. 94. Dave organizes a training program for his employees to teach them how to operate the machines used for working. Which of the following attributes will show a direct improvement because of this training? A. motivation B. role perception C. ethical sensitivity D. moral intensity E. ability
E. ability Feedback: Ability includes both the natural aptitudes and the learned capabilities required to successfully complete a task. Here, the training is intended to teach them the capabilities for performing the task.
91. People with a high _____ value assertiveness, competitiveness, and materialism. A. individualism B. collectivism C. power distance D. uncertainty avoidance E. achievement orientation
E. achievement orientation Feedback: People with a high achievement orientation value assertiveness, competitiveness, and materialism.
72. Which of the following represents values that determine whether actions are right or wrong and outcomes are good or bad? A. conscientiousness B. sensing C. moral intensity D. self-monitoring E. ethics
E. ethics Feedback: Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
35. Absenteeism is higher in organizations where there is(are) A. weak absence norms. B. low workplace incivility. C. high amounts of presenteeism. D. meager sick leave benefits. E. high work-related stress.
E. high work-related stress. Feedback: 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 difficult conditions. Absenteeism is also higher in organizations with generous sick leave because this benefit minimizes the financial loss of taking time away from work. Another factor in absenteeism is the person's values and personality. Finally, studies report that absenteeism is higher in teams with strong absence norms, meaning that team members tolerate and even expect coworkers to take time off.
25. 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' A. aptitudes. B. role perceptions. C. motivation. D. organizational citizenship. E. learned capabilities.
E. learned capabilities. Feedback: Learned capabilities are the skills and knowledge that you currently possess and knowledge you have acquired. This training would help the employees learn a certain capability.
55. Barney, a manager, is very conventional, resistant to change, habitual, and does not accept new ideas very easily. This implies that Barney has: A. low neuroticism. B. low customary thinking. C. high extraversion. D. high agreeableness. E. low openness to experience.
E. low openness to experience. Feedback: Openness to experience refers to the extent to which people are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive. Those who score low on this dimension tend to be more resistant to change, less open to new ideas, and more conventional and fixed in their ways.
59. Various studies have reported that specific Big Five dimensions predict all of the following except A. overall job performance. B. leadership. C. counterproductive work behaviors. D. organizational citizenship. E. need for coaching.
E. need for coaching. Feedback: Various studies have reported that specific Big Five dimensions predict overall job performance, organizational citizenship, leadership, counterproductive work behaviors, training performance, team performance, and a host of other important outcomes.
68. Under Schwartz's Values Circumplex, hedonism is a part of two different quadrants, __________ and __________. A. self-transcendence; self-enhancement B. self-transcendence; conservation C. self-enhancement; conservation D. openness to change; conservation E. openness to change; self-enhancement
E. openness to change; self-enhancement Feedback: The quadrant called openness to change refers to the extent to which a person is motivated to pursue innovative ways. This quadrant includes self-direction, stimulation, and hedonism. The quadrant called self-enhancement refers to how much a person is motivated by self-interest. This quadrant includes the value categories of achievement, power, and hedonism.
37. Which profession is most likely to report to work when ill? A. lawyer B. teacher C. administrative assistant D. human resources director E. physician
E. physician Feedback: Most physicians urge sick patients to stay home, yet few take their own advice. Almost all (95 percent) of the physicians surveyed at Children's Hospital of Pennsylvania agreed that working while sick puts patients at risk, yet 83 percent of them admitted working while sick within the past year. Similarly, 75 percent of New Zealand doctors working in hospitals say they went to work while unwell over the past year.
66. Which of the following is a domain in Schwartz's model? A. personality trait B. emotion C. conscientiousness D. neuroticism E. stimulation
E. stimulation Feedback: Stimulation is one of the 10 domains in Schwartz's model.
47. Conscientiousness is a dimension of A. the MARS model. B. Schwartz's values model. C. Myers-Briggs Type Indicator. D. Jungian personality theory. E. the five-factor model of personality.
E. the five-factor model of personality. Feedback: The five-factor model of personality includes conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.
