Org Behavior Test Bank Chapter 4

43. Deep acting involves A. using real emotions to handle difficult customers. B. basing one's behavior on customer interactions. C. ignoring customer needs and acting for the company's benefit. D. ignoring customer needs and acting for one's own benefit. E. changing true emotions to match the required emotions.

E. changing true emotions to match the required emotions. Feedback: Deep acting involves changing true emotions to match the required emotions of the job.

70. ______ is the adaptive response to a situation that is perceived as challenging or threatening to the person's well-being. A. Self-leadership B. Job burnout C. Eustress D. Workaholism E. Stress

E. Stress Feedback: The adaptive response to a situation that is perceived as challenging or threatening to the person's well-being is called stress.

45. Social awareness, self-management, and relationship management are three elements of A. affective commitment. B. emotional labor. C. emotional intelligence. D. continuance commitment. E. the Circumplex model of emotions.

C. emotional intelligence. Feedback: Emotional intelligence consists of four dimensions: awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions.

23. If emotions are experiences, then attitudes are A. events. B. actions. C. objects. D. judgments. E. values.

D. judgments. Feedback: Attitudes are judgments, whereas emotions are experiences. In other words, attitudes involve evaluations of an attitude object, whereas emotions operate as events, usually without our awareness.

60. According to the service profit chain model, workplace practices affect job satisfaction, which influences employee retention, motivation, and behavior, in turn affecting all of the following except: A. service quality. B. customer satisfaction. C. perceptions of value. D. profitability. E. organizational structure.

E. organizational structure. Feedback: Workplace practices affect job satisfaction, which influences employee retention, motivation, and behavior. These employee outcomes affect service quality, which then influence customer satisfaction and perceptions of value, customer referrals, and ultimately the company's profitability and growth.

1. Cognitive processes typically occur before emotional processes are initiated.

FALSE Feedback: Emotions may have a greater influence on our perceptions and behaviors because emotional processes often occur before cognitive processes and, consequently, influence the latter.

96. What is emotional labor? What types of jobs involve emotional labor?

People are expected to manage their emotions in the workplace. Emotional labor refers to the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labor is higher in jobs requiring a variety of emotions (such as both anger and joy) and more intense emotions (such as showing delight rather than smiling weakly), as well as in jobs where interaction with clients is frequent and has a longer duration. Emotional labor also increases when employees must precisely rather than casually abide by the display rules. This particularly occurs in the service industries, where employees have frequent face-to-face interaction with clients.

3. Emotional dissonance refers to the conflict experienced between the emotions we are required to display and our true emotions in that situation.

TRUE Feedback: Emotional dissonance is the psychological tension experiences when the emotions people are required to display are quite different from the emotions they actually experience at the moment.

6. Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs.

TRUE Feedback: Job dissatisfaction builds over time and is eventually strong enough to motivate employees to search for better work opportunities elsewhere. It also leads to reducing work effort, paying less attention to quality, and increasing absenteeism and lateness.

12. Work practices such as flexible and restricted work hours increase work-related stress.

FALSE Feedback: An important way to improve work/life balance is restricting the number of hours that employees are expected to work and giving them flexibility in scheduling those hours. This practice reduces stress.

9. Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes.

FALSE Feedback: Stress is caused by stressors. Stressors include any environmental conditions that place a physical or emotional demand on a person. Eustress is a level of stress, which is a necessary part of life because it activates and motivates people to achieve goals, change their environments, and succeed in life's challenges.

13. Telecommuting is a way of helping employees withdraw from the stressor.

FALSE Feedback: Telecommuting involves working from home or a site closer to home rather than commuting a longer distance to the office every day. This is a way companies can remove the stressor from employees' lives.

28. Which of these statements represents the feelings dimension of attitudes? A. I don't like how my boss treats his employees. B. I want to transfer out of this department to get away from this manager. C. My supervisor berates his employees in public. D. I intend to tell the human resource manager that my supervisor should be demoted. E. I believe the current actions of the company will increase its competitiveness.

A. I don't like how my boss treats his employees. Feedback: Feelings represent your conscious positive or negative evaluations of the attitude object. They are directly influenced by beliefs and emotions. In this case, the statement, "I don't like how my boss treats his employees," shows that an individual has a negative evaluation of the attitude object, i.e., the way his boss treats his employees.

62. Employees' identification with a particular organization tends to increase A. affective commitment. B. cognitive dissonance. C. continuance commitment. D. calculative commitment. E. job dissatisfaction.

A. affective commitment. Feedback: Organizational commitment—or, more specifically, affective commitment—is the employee's emotional attachment to, identification with, and involvement in a particular organization.

67. Jessa just learned that she and her team are being transferred to another division. She is unhappy as she really likes her job, her commute is reasonable, and there is a lot to do after work close to this office. She moved with the team, but as time went on, she became frustrated with the commute, her small cubby, and the fact that she had to drive back to her old location just to meet up with friends. She started to look for another job. According to the EVLN model, this information suggests that Jessa's main reaction to job dissatisfaction was: A. exit. B. voice. C. commitment. D. loyalty. E. neglect.

A. exit. Feedback: Exit includes leaving the organization, transferring to another work unit, or at least trying to get away from the dissatisfying situation. The traditional theory is that job dissatisfaction builds over time and is eventually strong enough to motivate employees to search for better work opportunities elsewhere. This is likely true to some extent, but the most recent opinion is that specific "shock events" quickly energize employees to think about and engage in exit behavior. For example, the emotional reaction you experience to an unfair management decision or a conflict episode with a coworker motivates you to look at job ads and speak to friends about job opportunities where they work.

36. People with more negative emotions tend to have higher _____________ and are introverted. A. neuroticism B. emotional stability C. attendance D. consistency E. complexity

A. neuroticism Feedback: People who experience more negative emotions tend to have higher neuroticism and are introverted.

64. Which of the following occurs when organizations give financial incentives to prevent dissatisfied employees from quitting? A. Employees increase their level of affective commitment. B. Employees increase their level of continuance commitment. C. Employees increase their level of job satisfaction. D. Employees decrease their level of emotional intelligence. E. Employees decrease their level of continuance commitment.

B. Employees increase their level of continuance commitment. Feedback: Continuance commitment is an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly. When organizations give financial incentives to prevent dissatisfied employees from quitting, their level of continuance commitment increases.

76. When people experience emotional exhaustion, cynicism, and reduced feelings of personal accomplishment, they are experiencing A. distress. B. job burnout. C. alarm reaction. D. eustress. E. cognitive appraisal.

B. job burnout. Feedback: When people experience emotional exhaustion, cynicism, and reduced feelings of personal accomplishment, they are experiencing job burnout.

82. Which of these stress management activities helps employees improve their perceived ability to cope with the stressor and possibly remove the stressor? A. transfer B. social support C. meditation D. vacations E. fitness programs

B. social support Feedback: Social support potentially (but not always) improves a person's optimism and self-confidence, because support makes people feel valued and worthy. It also provides information to help the person interpret, comprehend, and possibly remove the stressor.

69. Employee involvement increases _____ by strengthening the employee's psychological ownership and social identity with the organization. A. organizational comprehension B. shared values C. affective commitment D. trust E. justice and support

C. Affective Commitment Feedback: Employee involvement increases affective commitment by strengthening the employee's psychological ownership and social identity with the organization.

72. ______ is the degree of physiological, psychological, and behavioral deviation from healthy functions. A. Eustress B. Stress C. Distress D. Malstress E. Abstress

C. Distress Feedback: Distress is the degree of physiological, psychological, and behavioral deviation from healthy functioning.

Scenario D Colleen, an American employee, was just named the new team leader for a transnational team. In the first video conference, she had a difficult time staying on task with all of the employees on the call. In Spain, Ricardo would talk over the other and was so loud, he was hard to ignore. Chen appeared calm, but would not share his opinion. Then there was Katerina, who rolled her eyes and was the first to hang up. 93. As a(n) _____, Katerina might tend to more honestly reveal her thoughts and feelings, be dramatic in her conversational tones, and be animated in her use of nonverbal behaviors. A. American B. Ethiopian C. Russian D. Japanese E. Cuban

C. Russian Feedback: Cultures such as Kuwait, Egypt, Spain, and Russia allow or encourage more vivid display of emotions and expect people to act more consistently with their true emotions. In these cultures, people are expected to more honestly reveal their thoughts and feelings, be dramatic in their conversational tones, and be animated in their use of nonverbal behaviors.

61. The concept of affective organizational commitment includes A. a calculative attachment to the organization. B. an employee who is motivated to stay because leaving would be costly. C. an emotional attachment with the organization. D. selfish behavior within the organization. E. perceiving loss of social costs.

C. an emotional attachment with the organization. Feedback: Organizational commitment—or more specifically, affective commitment—is the employee's emotional attachment to, identification with, and involvement in a particular organization.

20. Anger, fear, joy, and sadness represent A. the beliefs that influence our attitudes toward something or someone. B. the first four stages of emotional labor. C. different types of emotions. D. the four dimensions of job satisfaction. E. the four areas of the Johari Window.

C. different types of emotions. Feedback: Anger, fear, joy, and sadness represent types of emotions. They are directed toward someone or something.

52. Research suggests that people with high levels of emotional intelligence are better at all of the following except: A. personal relations. B. job interviews. C. working without social interaction. D. emotional labor. E. leadership.

C. working without social interaction. Feedback: Research suggests that people with high EI are better at interpersonal relations, perform better in jobs requiring emotional labor, are superior leaders, make better decisions involving social exchanges, are more successful in many aspects of job interviews, and are better at organizational learning activities. Emotional intelligence does not improve some forms of performance, such as tasks that require minimal social interaction.

Scenario D Colleen, an American employee, was just named the new team leader for a transnational team. In the first video conference, she had a difficult time staying on task with all of the employees on the call. In Spain, Ricardo would talk over the other and was so loud, he was hard to ignore. Chen appeared calm, but would not share his opinion. Then there was Katerina, who rolled her eyes and was the first to hang up. 92. Based on this description, Chen must identify with the _____ culture. A. Spanish B. Ethiopian C. American D. Chinese E. Russian

D. Chinese Feedback: 81 percent of Ethiopians and 74 percent of Japanese agreed that it is considered unprofessional to express emotions overtly in their culture, whereas 43 percent of Americans, 33 percent of Italians, and only 19 percent of Spaniards, Cubans, and Egyptians agreed with this statement.

54. Which of the following statements about job satisfaction is true? A. The best way to measure job satisfaction is through asking a single direct question. B. Job satisfaction does not vary much between different countries. C. Job satisfaction varies significantly from year to year. D. Employees who say they are satisfied with their jobs may also express dissatisfaction with parts of them. E. Very few employees would leave their current employer if the right job came along.

D. Employees who say they are satisfied with their jobs may also express dissatisfaction with parts of them. Feedback: Surveys that report high overall job satisfaction also found that most employees are dissatisfied with several aspects of their job.

77. _____ is often called the "father" of stress research. A. John Dewey B. Abraham Maslow C. Frederick Taylor D. Hans Selye E. Eva Marti

D. Hans Selye Feedback: The word "stress" was first used more than 500 years ago to describe the human response to harsh environmental conditions. However, it wasn't until the 1930s that researcher Hans Selye (often described as the "father" of stress research) first documented the stress experience, called the general adaptation syndrome.

26. Which of the following terms refers to established perceptions about the attitude object? A. intentions B. feelings C. senses D. beliefs E. behaviors

D. beliefs Feedback: Beliefs are your established perceptions about the attitude object or what you believe to be true.

24. Which of the following is an example of a psychological state of emotion? A. blood pressure B. heart rate C. facial expression D. thought process E. increased breathing

D. thought process Feedback: Emotions are experiences. They represent changes in our physiological state (e.g., blood pressure, heart rate), psychological state (e.g., thought process), and behavior (e.g., facial expression).

74. Which of the following is not part of a stage in general adaptation syndrome? A. A challenge activates the physiological stress response. B. The individual engages in coping mechanisms. C. The body reduces resources to the immune system. D. The individual reaches exhaustion. E. The individual reenters the normal state.

E. The individual reenters the normal state. Feedback: The general adaptation syndrome consists of three stages. The alarm reaction stage occurs when a threat or challenge activates the physiological stress responses. Resistance activates biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage in coping mechanisms to overcome or remove the source of stress. To focus energy on the source of stress, the body reduces resources to the immune system during this stage. The third stage is exhaustion.

5. Surface acting may result in stress and job burnout.

TRUE Feedback: Employees often deal with emotional discrepancies by engaging in surface acting; they pretend that they feel the expected emotion even though they actually experience a different emotion. One problem with surface acting is that it can lead to higher stress and burnout.

22. Which of the following differences is similar to the difference between emotions and attitudes? A. eating something versus drinking something B. experiencing something versus judging something C. perceiving something versus behaving toward something D. knowing about something versus doing something E. espoused values versus enacted values

B. experiencing something versus judging something Feedback: Attitudes are judgments, whereas emotions are experiences. In other words, attitudes involve conscious logical reasoning, whereas emotions operate as events, usually without our awareness. We also experience most emotions briefly, whereas our attitude toward someone or something is more stable over time.

Scenario B Jiana is a flight attendant for a large airline. She exclusively works a long flight from Japan to New York and is expected to constantly maintain a positive attitude no matter what situation arises. Over the years, Jiana has noticed that when dealing with Americans, emotions tend to run higher, and she often feels frustrated, as opposed to Japanese flyers who tend to be more reserved in stressful or unhappy situations. Jiana has spoken with her supervisor about the stress caused when working with the American emotionality and hopes some suggestions for resolution will be made. 87. If Jiana wants to reduce the amount of psychological damage caused by the emotional dissonance her job creates, she should A. engage in surface acting. B. engage in deep acting. C. take acting lessons. D. see a psychologist. E. get more training.

B. engage in deep acting. Feedback: Deep acting involves visualizing reality differently, which then produces emotions more consistent with the required emotions.

78. Which of the following is the most common workplace stressor? A. work overload B. interpersonal conflict C. psychological harassment D. budget constraints E. lack of equipment

A. work overload Feedback: Work overload is one of the most common workplace stressors. Employees are expected (or believe they are expected) to complete more work with more effort than they can provide within the allotted time.

95. Discuss the advantages and disadvantages of organizations encouraging opportunities for employees to have fun at work.

Advantages include improving employee attitudes and can offset some negative experiences, and attitudes influence various employee outcomes such as work performance and turnover. Disadvantages include the possibility of such events backfiring (offending some people), employee resentment, and variations in what individuals consider to be fun (e.g., Millennials versus Baby Boomers).

73. Which of the following statements about stress is true? A. Employees are the most productive when they experience no stress. B. Stress is caused by stressors. C. Stress is a psychological condition and not physiological condition. D. The hypoventilation syndrome describes the stress experience. E. When a person is under stress, the body moves less blood to the brain.

B. Stress is caused by stressors. Feedback: Stress is caused by stressors. Stressors include any environmental conditions that place a physical or emotional demand on a person.

19. Which of the following is an effect of emotions? A. They represent the cluster of beliefs and behavioral intentions toward a person. B. They put us into a state of readiness. C. They help us involve in conscious logical reasoning. D. They enable us to have established perceptions about the attitude object. E. They represent one's motivation to engage in a particular behavior.

B. They put us into a state of readiness. Feedback: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.

66. _____ is a psychological state that refers to the positive expectations of the intent or behavior of the other person in situations involving risk. A. Surface acting B. Trust C. Cognitive dissonance D. Deep acting E. General adaptation syndrome

B. Trust Feedback: Trust refers to positive expectations one person has toward another person in situations involving risk.

79. What effect does providing child care support and offering employees flexible work hours have on work-related stress? A. It helps employees to learn how to cope with the consequences of stress. B. It helps employees to control the consequences of stress. C. It removes stressors from the workplace. D. It enhances stressors in the workplace. E. It changes the employees' perceptions of stress.

C. It removes stressors from the workplace. Feedback: Child care support reduces stress, because employees are less rushed to drop off children and less worried during the day about how well their children are doing.

103. Briefly describe the five ways of managing work-related stress.

(1) Remove the Stressor: Removing the stressor usually begins by identifying areas of high stress and determining the main causes of the stress. Techniques such as job sharing, flexible and restricted work hours, job sharing, telecommuting, personal leave, and child care support help employers remove the stressor. (2) Withdraw from the Stressor: Removing the stressor may be the ideal solution, but it is often not feasible. An alternative strategy is to permanently or temporarily remove employees from the stressor. Permanent withdrawal occurs when employees are transferred to jobs that better fit their competencies and values. Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and reenergize for future challenges. (3) Change Stress Perceptions: Another way to manage stress is to help employees improve their self-concepts so that job challenges are not perceived as threatening. One study reported that personal goal setting and self-reinforcement can also reduce the stress that people experience when they enter new work settings. (4) Control Stress Consequences: Coping with workplace stress also involves controlling its consequences. Techniques such as fitness, relaxation, and meditation help employees achieve this. (5) Receive Social Support: Social support occurs when coworkers, supervisors, family members, friends, and others provide emotional and informational support to buffer an individual's stress experience. It potentially improves the person's resilience.

15. Many companies have fitness centers or subsidize the cost of membership at off-site centers. This practice is intended to remove the stressor.

FALSE Feedback: Fitness, relaxation, and meditation are techniques to control the consequences of stress rather than changing the stress perceptions.

102. Identify and discuss the three major causes of stress described in the text.

The three causes are psychological harassment, work overload, and low task control. Psychological harassment includes repeated hostile or unwanted conduct, verbal comments, actions and gestures that undermine an employee's dignity, or psychological or physical integrity. It includes threats and bullying as well as other subtle forms of incivility. Work overload is working long hours, seldom taking vacations, and working while sick, as well as being tethered to the workplace while "off work" through various technological devices. Work overload is increasing because of more work with people in distant time zones, habits of constantly-on communications, consumerism that pressures them to work longer hours, and the "ideal worker norm." Low task control is a lack of influence over how, when, and the pace at which workers perform their tasks. It is a stressor because workers cannot adjust the pace of a high workload with their own energy, attention span, and other resources.

101. Jake tells you that he is feeling very stressed. Based on your knowledge of the general adaptation syndrome, what information would you ask for or look for to determine what stage of stress Jake is experiencing?

This question asks students to describe the three stages of the general adaptation syndrome in a way that diagnoses Jake's perception of stress. To answer the question, students must identify the main features of each stage of the general adaptation syndrome: Alarm reaction: The alarm reaction stage occurs when a threat or challenge activates the physiological stress responses that were just noted. The individual's energy level and coping effectiveness decrease in response to the initial shock. Resistance: The second stage, resistance, activates various biochemical, psychological, and behavioral mechanisms that give the individual more energy and activate coping mechanisms to overcome or remove the source of stress. To focus energy on the source of the stress, the body reduces resources to the immune system during this stage. Exhaustion: People have a limited resistance capacity, and if the source of stress persists, the individual will eventually move into the third stage, exhaustion. Most of us are able to remove the source of stress or remove ourselves from that source before becoming too exhausted. The students may look for these symptoms to determine the stage of the syndrome.

42. ________ involves modifying behavior to be consistent with required emotions but continuing to hold different internal feelings. A. Surface acting B. Customization C. Personalization D. Deep acting E. Emotional dissonance

A. Surface acting Feedback: Surface acting involves pretending to show the required emotions but continuing to hold different internal feelings.

Scenario A After working weeks on a difficult proposal for a client, Jack learns that the client has accepted the proposal and will award the contract to Jack's firm. When Jack hears this from his boss, he yelps, "Yahoo!" and automatically thrusts his fisted hand in the air. 84. The acceptance of Jack's proposal would be considered his A. attitude object. B. promotion. C. hard work. D. behavioral intention. E. cluster of assessed feelings.

A. attitude object. Feedback: Attitudes represent the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object).

48. Self-awareness is the lowest level of A. emotional intelligence. B. emotional labor. C. emotional dissonance. D. continuance commitment. E. affective commitment.

A. emotional intelligence. Feedback: Awareness of own emotions is lowest because one needs awareness to engage in the higher levels of emotional intelligence.

37. Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of A. emotional labor. B. cognitive response. C. cognitive dissonance. D. judgmental evaluation. E. emotional attribution.

A. emotional labor. Feedback: People are expected to manage their emotions in the workplace. Emotional labor refers to the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.

17. Emotions will have a greater influence on our perceptions, attitudes, decisions, and behavior than cognition because A. emotional processes often occur before cognitive processes. B. cognitive processes are less significant for individual behaviors. C. emotional processes are simpler than cognitive processes. D. emotional processes are more likely to result in negative behaviors. E. cognitive processes are more likely to result in negative behaviors.

A. emotional processes often occur before cognitive processes. Feedback: Neuroscience discoveries have revealed that our perceptions, attitudes, decisions, and behavior are influenced by both cognition and emotion. Emotions may have a greater influence because emotional processes often occur before cognitive processes and, consequently, influence the latter.

Scenario C John and Jose are both employees at a shoe manufacturing plant. Recently, they went out after work together to discuss their feelings toward a new supervisor who has been causing them stress. John mentioned that he had put in for a transfer to another shift in order to deal with his issues. Jose confessed to John that he decided he still likes other aspects of his position, regardless of his problems with the supervisor, so he would just wait around to see if the situation would resolve itself. 89. According to the EVLN model, John is responding to his dissatisfaction in which way? A. exit B. voice C. loyalty D. neglect E. all of these

A. exit Feedback: Exit includes leaving the organization, transferring to another work unit, or at least trying to get away from the dissatisfying situation.

Scenario D Colleen, an American employee, was just named the new team leader for a transnational team. In the first video conference, she had a difficult time staying on task with all of the employees on the call. In Spain, Ricardo would talk over the other and was so loud, he was hard to ignore. Chen appeared calm, but would not share his opinion. Then there was Katerina, who rolled her eyes and was the first to hang up. 91. Ricardo is from Spain, where it is more acceptable in his culture to A. have a vivid display of emotions. B. be rude. C. use less drama. D. show dominance by being loud. E. have a lack of nonverbal behaviors.

A. have a vivid display of emotions. Feedback: Cultures such as Kuwait, Egypt, Spain, and Russia allow or encourage more vivid display of emotions and expect people to act more consistently with their true emotions. In these cultures, people are expected to more honestly reveal their thoughts and feelings, be dramatic in their conversational tones, and be animated in their use of nonverbal behaviors.

63. Employees who stay with an organization mainly because they believe it will cost them financially to leave will have A. high continuance commitment. B. high emotional intelligence. C. low continuance commitment. D. high organizational commitment. E. high affective commitment.

A. high continuance commitment. Feedback: Continuance commitment is an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly.

68. Job satisfaction has become an ethical issue since A. it influences the organization's reputation in the community. B. people spend less time working in the physical plant. C. work environments are constantly changing. D. morale problems are becoming less public. E. virtue is apparent in an organization with high job retention.

A. it influences the organization's reputation in the community. Feedback: Job satisfaction is also an ethical issue that influences the organization's reputation in the community.

32. Many companies try to create positive experiences at work. Which of the following is the major reason for this? A. It is mandatory for a multinational company to have such work conditions. B. Work conditions can have an emotional influence on employee attitudes. C. Companies like to promote an image of increased corporate social responsibility. D. Companies like to be seen as part of the green marketing campaign, which is popular around the world. E. This would help the employers form a cognitive dissonance with the employees.

B. Work conditions can have an emotional influence on employee attitudes. Feedback: Various emotional influences on employee attitudes is the reason why many companies try to create positive experiences at work.

44. Emotional intelligence is best described as A. a personality trait. B. a set of abilities. C. a form of organizational commitment. D. an action-tendency indicating that the person is highly motivated. E. a form of empathy.

B. a set of abilities. Feedback: Emotional intelligence is a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

40. Emotional dissonance is A. the emotion people experience when they are dissatisfied with their paycheck. B. a significant cause of stress and job burnout. C. present whenever emotional labor is not required in the job. D. the main source of unethical conduct in organizational settings. E. the existence of a set of similar emotional display rules around the world.

B. a significant cause of stress and job burnout. Feedback: Emotional dissonance is a significant cause of stress and job burnout.

35. People with more positive emotions typically have higher ____________ and are extroverted. A. neuroticism B. emotional stability C. turnover D. consistency E. complexity

B. emotional stability Feedback: People with more positive emotions typically have higher emotional stability and are extroverted.

49. The competency most strongly associated with social awareness is A. conflict management. B. empathy. C. organizational comprehension. D. self-esteem. E. job performance.

B. empathy. Feedback: Social awareness is the ability to perceive and understand the emotions of other people. To a large extent, this ability is represented by empathy, having an understanding of and sensitivity to the feelings, thoughts, and situations of others.

30. Which of the following determine whether intentions translate into behavior? A. external dimensions of your value system B. past experience, personality, and social norms C. internal or external locus of control D. self-efficacy and self-esteem E. tendency for self-enhancement

B. past experience, personality, and social norms Feedback: Intentions represent your motivation to engage in a particular behavior regarding the attitude object, and which actions you choose depend on your past experience, personality, and social norms of appropriate behavior.

59. Which of the following proposes that job satisfaction has a positive effect on customer service, which flows on to shareholder financial returns? A. EVLN model B. service profit chain model C. emotional intelligence model D. MARS model E. EI-based Theory of Performance

B. service profit chain model Feedback: Most companies believe that customer satisfaction is a natural outcome of employee satisfaction. These companies are applying the service profit chain model, which proposes that job satisfaction has a positive effect on customer service, which flows on to shareholder financial returns.

25. Why do our heart rate and blood pressure increase when we are worried? A. to release extra tension so we can relax B. to make our body better prepared to engage in fight or flight C. to keep our heart healthy for future events D. to help us sleep better when the event is over E. to make sure all of our bodily systems are working properly

B. to make our body better prepared to engage in fight or flight Feedback: When we get worried, for example, our heart rate and blood pressure increase to make our body better prepared to engage in fight or flight.

80. Which of the following reduces stress by allowing withdrawal from the stressor? A. flexible work schedules B. vacations C. work addiction D. telecommuting E. workaholism

B. vacations Feedback: Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and reenergize for future challenges. Sabbaticals also result in happier, healthier employees.

Scenario B Jiana is a flight attendant for a large airline. She exclusively works a long flight from Japan to New York and is expected to constantly maintain a positive attitude no matter what situation arises. Over the years, Jiana has noticed that when dealing with Americans, emotions tend to run higher, and she often feels frustrated, as opposed to Japanese flyers who tend to be more reserved in stressful or unhappy situations. Jiana has spoken with her supervisor about the stress caused when working with the American emotionality and hopes some suggestions for resolution will be made. 88.According to the EVLN model, Jiana is responding to her dissatisfaction in which way? A. exit B. voice C. loyalty D. neglect E. noting

B. voice Feedback: Voice

41. Emotional dissonance occurs when A. there are no known emotional display rules for a particular situation. B. we experience conflict between the required emotions and our true emotions. C. we work with someone who has high emotional intelligence. D. job satisfaction is at the same level as organizational commitment. E. there is a set of similar emotional display rules around the world.

B. we experience conflict between the required emotions and our true emotions. Feedback: Emotional dissonance is a significant cause of stress and job burnout. It occurs when we experience conflict between the required emotions and our true emotions.

18. Which of the following statements is true of emotions in the workplace? A. Emotions are physiological actions rather than behavioral actions. B. Emotions last for a longer time period. C. Emotions are directed toward someone or something. D. Emotions are also referred to as moods of individuals. E. Emotions and moods are directed toward specific attitudes of others.

C. Emotions are directed toward someone or something. Feedback: Emotions are directed toward someone or something. For example, we experience joy, fear, anger, and other emotional episodes toward tasks, customers, or a software program we are using.

65. Which of the following tends to result in increased continuance commitment? A. Corporate leaders demonstrate increasing trust in employees. B. The company helps employees learn more about the organization through departmental visits and special seminars on company products. C. Employees receive low-interest loans and other incentives from their employer that make it costly for them to quit. D. The company introduces a participative management program to motivate the employees. E. The company gives strong opportunities for learning new skills to employees.

C. Employees receive low-interest loans and other incentives from their employer that make it costly for them to quit. Feedback: Continuance commitment is an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly. When employees receive low interest loans and other incentives from their employer, it becomes costly for them to quit.

57. Which of the following statements about job satisfaction and job performance is true? A. Employees who are dissatisfied with their jobs do not have high job performance. B. Job satisfaction has almost no effect on job performance. C. Employees who are satisfied with their jobs have higher job performance. D. Happy workers are less productive workers. E. Employees have higher job satisfaction only after they have received a financial reward.

C. Employees who are satisfied with their jobs have higher job performance. Feedback: OB experts say that there is a moderately positive relationship between job satisfaction and performance. In other words, workers tend to be more productive to some extent when they have more positive attitudes toward their job and workplace.

81. To ward off stress, a film director likes to have a good laugh. When under pressure, the director will crack jokes and ensure everyone has a good laugh during the hard work. These actions mainly reduce stress by A. removing the stressor. B. providing social support. C. changing stress perceptions. D. controlling the consequences of stress. E. being a workaholic.

C. changing stress perceptions. Feedback: A way to manage stress is to help employees improve their self-concept so that job challenges are not perceived as threatening. Research also suggests that some (but not all) forms of humor can improve optimism and create positive emotions by taking some psychological weight off the situation. Since the director used humor to reduce stress, it is a way of changing stress perceptions.

Scenario B Jiana is a flight attendant for a large airline. She exclusively works a long flight from Japan to New York and is expected to constantly maintain a positive attitude no matter what situation arises. Over the years, Jiana has noticed that when dealing with Americans, emotions tend to run higher, and she often feels frustrated, as opposed to Japanese flyers who tend to be more reserved in stressful or unhappy situations. Jiana has spoken with her supervisor about the stress caused when working with the American emotionality and hopes some suggestions for resolution will be made. 86. The difference Jiana experiences between her American clients and her Japanese clients is mainly due to A. feelings. B. stereotypes. C. display norms. D. display rules. E. apathetic culture.

C. display norms. Feedback: Norms about displaying or hiding your true emotions vary considerably across cultures. One major study points to Ethiopia, Japan, and Austria as cultures that discourage emotional expression.

21.One of the high activation negative emotions, according to the Cicumplex Model of Emotions, is A. boredom. B. gloominess. C. feeling jittery. D. stillness. E. elation.

C. feeling jittery. Feedback: Purely high activation negative emotions include distressed, fearful, and jittery.

27. Which of the following terms best represents the positive or negative evaluations of the attitude object? A. intentions B. behaviors C. feelings D. senses E. beliefs

C. feelings Feedback: Feelings represent your positive or negative evaluations of the attitude object.

Scenario C John and Jose are both employees at a shoe manufacturing plant. Recently, they went out after work together to discuss their feelings toward a new supervisor who has been causing them stress. John mentioned that he had put in for a transfer to another shift in order to deal with his issues. Jose confessed to John that he decided he still likes other aspects of his position, regardless of his problems with the supervisor, so he would just wait around to see if the situation would resolve itself. 90. According to the EVLN model, Jose is responding to his dissatisfaction in which way? A. exit B. voice C. loyalty D. neglect E. all of these

C. loyalty Feedback: Loyalists are employees who respond to dissatisfaction by patiently waiting—some say they "suffer in silence"—for the problem to work itself out or be resolved by others.

50. Which of the following is a competency representing the highest level of emotional intelligence? A. perceiving emotions of other people B. understanding the meaning of one's own emotions C. managing dysfunctional emotions among staff D. being more sensitive to subtle emotional responses E. experiencing another person's emotions

C. managing dysfunctional emotions among staff Feedback: The highest level of emotional intelligence includes consoling people who feel sad, emotionally inspiring your team members to complete a project on time, getting strangers to feel comfortable working with you, and managing dysfunctional emotions among staff who experience conflict with customers or other employees.

33. _____ is the uncomfortable tension felt when our behavior and attitudes are inconsistent with each other. A. Cognitive distance B. Emotional intelligence C. Cognitive justification D. Cognitive dissonance E. Neglect

D. Cognitive dissonance Feedback: Cognitive dissonance occurs when we perceive an inconsistency in our beliefs, feelings, and behavior. This inconsistency generates emotions (such as feeling hypocritical) that motivate us to create more consistency by changing one or more of these elements.

53. One way companies can increase the emotional intelligence of their employees is by A. EI profiling. B. the EIEIO method. C. EI scores. D. EI training. E. doing nothing; companies cannot increase emotional intelligence.

D. EI training. Feedback: Several studies have found that companies can also increase employees' emotional intelligence through training programs designed for that purpose.

51. Michael, the owner of an electronics store, has the highest level of emotional intelligence. Which of the following abilities does Michael possess? A. He is able to perceive his own emotions. B. He is able to empathize with others. C. He is able to understand the meaning of his own emotions. D. He is able to calm employees when they are upset. E. He is able to manage his own emotions.

D. He is able to calm employees when they are upset. Feedback: The highest level of emotional intelligence involves managing other people's emotions. In this case, Michael is able to calm employees when they are upset and to get staff enthusiastic about an otherwise mundane activity. This implies that he has the highest level of emotional intelligence.

58. Which of the following is a conclusion by organizational behavior scholars regarding job satisfaction? A. As job performance increases, job satisfaction decreases. B. Job performance is the sole predictor of job satisfaction. C. Job satisfaction is not related to job performance. D. People with higher job satisfaction tend to have higher job performance. E. Job satisfaction does not affect customer performance.

D. People with higher job satisfaction tend to have higher job performance. Feedback: OB experts say that there is a moderately positive relationship between job satisfaction and performance. In other words, workers tend to be more productive to some extent when they have more positive attitudes toward their job and workplace.

39. Which of these countries is more likely to accept or tolerate people who display their true emotions at work? A. United States B. Japan C. France D. Spain E. Austria

D. Spain Feedback: In the United States, Japan, France, and Austria, people are expected to consistently show friendliness and other positive emotions toward customers. In contrast, cultures such as Kuwait, Egypt, Spain, and Russia allow or encourage more vivid display of emotions and expect people to act more consistently with their true emotions.

34. Most often, people reduce cognitive dissonance by A. reversing the decision that caused the dissonance. B. seeking out the negative aspects of the decision and highlighting them. C. pretending there were no alternatives to the decision. D. developing more favorable attitudes toward specific features of the decision. E. doing nothing; it is impossible to reduce cognitive dissonance. It is organic.

D. developing more favorable attitudes toward specific features of the decision. Feedback: People reduce cognitive dissonance by changing their beliefs and feelings. One dissonance-reducing strategy is to develop more favorable attitudes toward specific features of the decision.

Scenario B Jiana is a flight attendant for a large airline. She exclusively works a long flight from Japan to New York and is expected to constantly maintain a positive attitude no matter what situation arises. Over the years, Jiana has noticed that when dealing with Americans, emotions tend to run higher, and she often feels frustrated, as opposed to Japanese flyers who tend to be more reserved in stressful or unhappy situations. Jiana has spoken with her supervisor about the stress caused when working with the American emotionality and hopes some suggestions for resolution will be made. 85. Jiana's job requires a high amount of A. financial rewards. B. intense emotions. C. forward thinking. D. emotional labor. E. casual display norms.

D. emotional labor. Feedback: Emotional labor is the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.

75. An example of sexual harassment would be A. viewing pornographic material at work. B. bullying. C. persistent incivility. D. employment offers that are dependent on unwanted sexual activity. E. an offensive working environment.

D. employment offers that are dependent on unwanted sexual activity. Feedback: Employment that depends on unwanted sexual activity is a type of sexual harassment.

71. Which of the following terms refers to the necessary stress that activates and motivates people to achieve goals and change their environments? A. distress B. cognitive dissonance C. general adaptation syndrome D. eustress E. emotional dissonance

D. eustress Feedback: Some level of stress, called eustress, is a necessary part of life because it activates and motivates people to achieve goals, change their environments, and succeed in life's challenges.

38. Emotional labor is higher in jobs requiring A. limited hours of routine work. B. working in irregular shifts. C. working in isolation. D. frequent interaction with clients. E. skilled knowledge such as accounting.

D. frequent interaction with clients. Feedback: Emotional labor is higher in jobs requiring a variety of emotions (such as both anger and joy) and more intense emotions (such as showing delight rather than smiling weakly), as well as in jobs where interaction with clients is frequent and has a longer duration.

31. As soon as we receive sensory information, we nonconsciously tag some of that information with emotional markers. These markers are: A. calculated feelings about an individual or incidents. B. calculated feelings of a particular attitude or emotion. C. behavioral intentions formed based on the individual's beliefs. D. innate emotional responses to thin slices of sensory information. E. the internal beliefs that drive individuals of an organization.

D. innate emotional responses to thin slices of sensory information. Feedback: As soon as we receive sensory information, we nonconsciously tag some of that information with emotional markers. These markers are not calculated feelings; they are innate and nonconscious emotional responses to very thin slices of sensory information.

55. The exit-voice-loyalty-neglect (EVLN) model: A. outlines the four consequences of emotional intelligence. B. identifies the four ways to manage employee emotions. C. explains why the psychological contract differs between employees and their employers. D. is a template for organizing and understanding the consequences of job dissatisfaction. E. explains the main differences between affective commitment and continuance commitment.

D. is a template for organizing and understanding the consequences of job dissatisfaction. Feedback: A useful template for organizing and understanding the consequences of job dissatisfaction is the exit-voice-loyalty-neglect (EVLN) model.

56. Shawna is dissatisfied with her boss for not supporting her work or recognizing her job performance. In spite of these problems, Shawna does not complain and does not intend to move elsewhere. Instead, she maintains her level of work effort and hopes the company will eventually correct these problems. According to the EVLN model, Shawna's response is A. exit. B. voice. C. employability. D. loyalty. E. neglect.

D. loyalty. Feedback: Writers suggest that "loyalists" are employees who respond to dissatisfaction by patiently waiting—some say they "suffer in silence"—for the problem to work itself out or be resolved by others. Shawna does not complain and does not intend to move elsewhere. Instead, she maintains her level of work effort and hopes the company will eventually correct these problems. This implies that she is being a loyalist.

47. Managing others' emotions is A. a negative, highly activated emotion. B. one of three types of organizational commitment. C. an outcome of emotional dissonance. D. the highest level of emotional intelligence. E. the opposite of employability.

D. the highest level of emotional intelligence. Feedback: Managing other people's emotions, relationship management is the highest level of emotional intelligence because this ability requires awareness of our own and others' emotions.

Scenario A After working weeks on a difficult proposal for a client, Jack learns that the client has accepted the proposal and will award the contract to Jack's firm. When Jack hears this from his boss, he yelps, "Yahoo!" and automatically thrusts his fisted hand in the air. 83. Jack's action is an example of A. perceptions directly influencing beliefs. B. behavioral intentions directly influencing behavior. C. emotions directly influencing feelings. D. beliefs directly influencing feelings. E. emotions directly influencing behavior.

E. emotions directly influencing behavior. Feedback: Emotions operate as events, usually without our awareness. Emotions influence our thoughts and behavior in the workplace. The actions you choose depend on your past experience, personality, and social norms of appropriate behavior. In this case, Jack yelped "Yahoo!" when his proposal was accepted. This shows that his actions depended on his personality and social norms of appropriate behavior.

29. Identify the term that represents the motivation to engage in a particular behavior regarding the attitude object. A. feelings B. senses C. beliefs D. behaviors E. intentions

E. intentions Feedback: Intentions represent the motivation to engage in a particular behavior regarding the attitude object.

46. The highest level of emotional intelligence is A. being aware of other people's emotions. B. self-management. C. organizational comprehension. D. self-awareness. E. managing other people's emotions.

E. managing other people's emotions. Feedback: Managing other people's emotions is the highest level of emotional intelligence because this ability requires awareness of our own and others' emotions.

16. Emotions are defined as A. feelings that are not directed toward anything in particular. B. our judgments about what is right or wrong. C. our intentions to act toward an attitude object. D. the cluster of beliefs, assessed feelings, and behavioral intentions toward an attitude object. E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.

E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. Feedback: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. These "episodes" are very brief events that typically subside or occur in waves lasting from milliseconds to a few minutes.

100. Identify and explain two reasons why employee involvement tends to increase organizational commitment.

Employee involvement increases affective commitment by strengthening the employee's social identity with the organization. Employees feel that they are part of the organization when they participate in decisions that guide the organization's future. Employee involvement also builds loyalty because giving employees this power demonstrates the company's trust in its employees.

10. According to general adaption syndrome, the alarm reaction stage activates various biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage coping mechanisms to overcome or remove the source of stress.

FALSE Feedback: The alarm reaction stage occurs when a threat or challenge activates the physiological stress responses. Resistance activates various biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage coping mechanisms to overcome or remove the source of stress.

4. Jobs in which employees must frequently display emotions that oppose their genuine emotion require more emotional labor.

TRUE Feedback: Emotional labor also potentially requires people to be something they are not, which can lead to psychological separation from self. These problems are greater when employees need to frequently display emotions that oppose their genuine emotions.

2. Emotions are brief events or "episodes."

TRUE Feedback: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. These "episodes" are very brief events that typically subside or occur in waves lasting from milliseconds to a few minutes.

8. The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.

TRUE Feedback: Higher performers receive more rewards (including recognition) and consequently are more satisfied than low-performing employees who receive fewer rewards. The connection between job satisfaction and performance isn't stronger because many organizations do not reward good performance very well.

11. Sexual harassment occurs when a person experiences sexual conduct from others that unreasonably interferes with work performance or creates an intimidating, hostile, or offensive working environment.

TRUE Feedback: Sexual harassment is a specific type of harassment in which a person's employment or job performance is conditional on unwanted sexual relations and/or the person experiences sexual conduct from others (such as posting pornographic material) that unreasonably interferes with work performance or creates an intimidating, hostile, or offensive working environment.

14. Vacations and holidays allow employees to withdraw from various organizational stressors and reenergize for future challenges.

TRUE Feedback: Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and reenergize for future challenges.

7. The exit-voice-loyalty-neglect model states that some employees respond to their job dissatisfaction by patiently waiting for the problem to work itself out or get resolved by others.

TRUE Feedback: The exit-voice-loyalty-neglect model states that "loyalists" are employees who respond to dissatisfaction by patiently waiting—some say they "suffer in silence"—for the problem to work itself out or be resolved by others.

98. Three employees believe that their pay is too low. One of them quits, the second complains to management about the low pay, and the third does nothing. Explain why these employees engaged in different behaviors even though they held the same belief about their paychecks.

The exit-voice-loyalty-neglect (EVLN) model is used here to explain the reason for the behaviors in this question. The model suggests that the employees could behave in four different manners in response to dissatisfaction. The three responses relating to this situation are described below. Exit: Exit includes leaving the organization, transferring to another work unit, or at least trying to get away from the dissatisfying situation. This happens if the job dissatisfaction builds over time and is eventually strong enough to motivate employees to search for better work opportunities elsewhere. It could also be due to "shock events." Voice: Voice is any attempt to change, rather than escape from, the dissatisfying situation. Voice can be a constructive response, such as recommending ways for management to improve the situation, or it can be more confrontational, such as filing formal grievances or forming a coalition to oppose a decision. Loyalty: Loyalists are employees who respond to dissatisfaction by patiently waiting for the problem to work itself out or be resolved by others.

97. Describe the four dimensions of emotional intelligence. Explain how they stand in a hierarchy and why.

The four dimensions, in order from lowest degree of emotional intelligence to highest, are (1) awareness of own emotions, (2) management of own emotions, (3) awareness of others' emotions, and (4) management of others' emotions. They are in this order because each higher level requires the skill(s) of the lower levels.

99. Briefly explain and distinguish between the two forms of organizational commitment.

The two forms are affective commitment and continuance commitment. Affective commitment is the employee's emotional attachment to, identification with, and involvement in a particular organization. Affective commitment is an emotional attachment to the organization. Affective commitment differs from continuance commitment, which is a calculative attachment. Employees have high continuance commitment when they do not particularly identify with the organization where they work but feel bound to remain there because it would be too costly to quit. Affective commitment can be a significant competitive advantage. Loyal employees are less likely to quit their jobs and be absent from work. Affective commitment also improves customer satisfaction. Although affective commitment is beneficial, research suggests that continuance commitment can be dysfunctional. Research has found that employees with high levels of continuance commitment tend to have lower performance ratings and are less likely to engage in organizational citizenship behaviors.

94. Tai was overjoyed when she learned that she would be promoted to a position with higher responsibility and pay. However, even before hearing about the promotion, she believed that the regional manager who made the promotion decision was fair-minded. Use the emotions, attitudes, and behavior model to explain how Tai's emotions and beliefs influence her positive feelings toward the regional manager.

To answer this question, students should perhaps draw the emotions, attitude, and behavior model to show how emotions and beliefs relate to feelings. Tai was overjoyed due to her announced promotion and clearly attributed it to her regional manager. According to the model, Tai had a positive assessment and belief of her manager. Her beliefs were based on previous experiences, and the beliefs lead to positive feelings for the manager. She felt that the manager was responsible for her promotion. Her positive beliefs lead to positive feelings toward the regional manager. Student answers will vary for this question.