Organizational Behavior Ch. 3
Exit is a passive and constructive response to dissatisfaction.
FALSE
Cognitive dissonance explains the linkage between attitudes and behavior.
TRUE
Discrepancies between attitudes and behavior tend to occur when social pressures to behave in certain ways hold exceptional power, as in most organizations.
TRUE
Disengaged employees have a tendency to invest time but not energy or attention into their work.
TRUE
Actively and constructively attempting to improve conditions is part of the loyalty response to dissatisfaction.
FALSE
Asking employees how they feel about key elements in a job, then adding the results to create an overall job satisfaction score is the single global rating approach to job satisfaction.
FALSE
Attitudes that our memories can easily access are less likely to predict our behavior.
FALSE
Creating a satisfied workforce guarantees successful organizational performance.
FALSE
If there is an inconsistency between an individual's attitude on a specific issue and his or her behavior, there are only two courses of action available — alter the attitude or alter the behavior.
FALSE
Individuals will be more motivated to reduce dissonance when they believe the dissonance is due to something they cannot control.
FALSE
Job involvement measures the degree to which people identify psychologically with the organization's mission and vision.
FALSE
Neglect is an active and constructive response to dissatisfaction.
FALSE
The cognitive component of an attitude describes an intention to behave in a certain way toward someone or something.
FALSE
The intent to act in a certain way is the affective component of an attitude.
FALSE
The single global rating approach to measuring job satisfaction is more sophisticated than the summation of job facets approach.
FALSE
To effectively control the undesirable consequences of job dissatisfaction, employers should try to control the different responses to dissatisfaction.
FALSE
According to Festinger, people seek consistency among their attitudes and their behaviors.
TRUE
An individual's involvement with, satisfaction with, and enthusiasm for, the work he or she does is known as employee engagement.
TRUE
Attitudes are favorable or unfavorable evaluative statements about objects, people, or events.
TRUE
Employees' beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy is known as psychological empowerment.
TRUE
Job satisfaction describes a positive feeling about a job, resulting from an evaluation of its characteristics.
TRUE
No individual can completely avoid dissonance.
TRUE
Rewards can offset dissonance.
TRUE
The affective component of attitude is the emotional or feeling segment of an attitude.
TRUE
The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience.
TRUE
The relationship between pay and job satisfaction virtually disappears when one earns a pay package sufficient for or more than the comfortable living amount.
TRUE
The three components of an attitude are cognition, affect, and behavior.
TRUE
Voice" is an active and constructive response to dissatisfaction.
TRUE