george umob6 tif ch03

Understanding and Managing Organizational Behavior, 6e (George/Jones)Chapter 3 Work Values, Attitudes, and Moods and Emotions

1) A person's thoughts and feelings about the meaning and nature of work itself are called values.Answer: TRUEDiff: 1 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

2) Values are concerned with aspects of a particular job or organization.Answer: FALSEExplanation: Values are concerned not so much with the aspects of a particular job or organization but more with the meaning and nature of work itself.Diff: 1 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

3) Work values and ethical values are especially relevant to organizational behavior. Answer: TRUEDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

4) Moods and emotions are personal convictions about what one should strive for and how one should behave in life.Answer: FALSEExplanation: Values are personal convictions about what one should strive for and how one should behave in life. Diff: 2 Page Ref: 71,72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

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5) Work attitudes are the most general and long-lasting feelings and beliefs people have that contribute to how they experience work. Answer: FALSEExplanation: Work attitudes are not as long lasting as values. Values are relatively long lasting.Diff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.AACSB: Analytical skills

6) Work values are an employee's personal convictions about what outcomes one should expect from work and how one should behave at work.Answer: TRUEDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

7) Intrinsic work values include interesting work, learning new things, and being creative.Answer: TRUEDiff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

8) Intrinsic work values are related to the consequences of work.Answer: FALSEExplanation: Extrinsic work values are related to the consequences of work. Diff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

9) Employees whose primary reason for working is to earn money have intrinsic work values.Answer: FALSEExplanation: Employees whose primary reason for working is to earn money have extrinsic work values.Diff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


10) Ethical values are one's personal convictions about what is right and wrong.Answer: TRUEDiff: 1 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

11) Moral rights values indicate that decisions should be made in ways that protect the fundamental rights and privileges of people affected by the decision.Answer: TRUEDiff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

12) Utilitarian values indicate that decisions should be made in ways that protect the fundamental rights of people affected by the decision.Answer: FALSEExplanation: Utilitarian values dictate that decisions should be made that generate the greatest good for the greatest number of people. Diff: 1 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

13) Justice values dictate that decisions should be made that generate the greatest good for the greatest number of people.Answer: FALSEExplanation: Justice values dictate that decisions should be made in ways that allocate benefit and harm among those affected by the decision in a fair, equitable, or impartial manner.Diff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

14) Societal ethics are laws, customs, practices, and values which apply to society as a whole.Answer: TRUEDiff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


15) Individual ethics, professional ethics, and societal ethics all contribute to an organization's code of ethics.Answer: TRUEDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

16) A code of ethics is the set of formal rules and standards that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake.Answer: TRUEDiff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

17) The Sarbanes-Oxley Act of 2002 overrides the need for an organization to have a code of ethics.Answer: FALSEExplanation: The Sarbanes-Oxley Act not only requires that a code of ethics be enacted, but it also mandates strict adherence to it.Diff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

18) Work attitudes are collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations. Answer: TRUEDiff: 1 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

19) Work values remain relatively constant from job to job and organization to organization. Answer: TRUEDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


20) Job satisfaction is the collection of feelings and beliefs that people have about their organization as a whole.Answer: FALSEExplanation: Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.Diff: 1 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

21) Organizational commitment is the collection of feelings and beliefs that people have about their organization as a whole.Answer: TRUEDiff: 1 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

22) The affective component of an employee's work attitude is that person's beliefs about the job or organization. Answer: FALSEExplanation: The cognitive component of an employee's work attitude is that person's beliefs about the job or organization.Diff: 1 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

23) The behavioral component of an employee's work attitude is that person's thoughts about how to behave in his or her organization.Answer: TRUEDiff: 1 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

24) Work moods are more long lasting than values and attitudes.Answer: FALSEExplanation: Much more transitory than values and attitudes, work moods can change from day to day, hour to hour, and minute to minute.Diff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.


25) Negative affectivity consists of rude interpersonal behaviors reflective of a lack of regard and respect for others.Answer: FALSEExplanation: Workplace incivility consists of rude interpersonal behaviors reflective of a lack of regard and respect for others.Diff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

26) Managers and researchers have recognized that even though work moods have important effects on organizational behavior, little can be done in the workplace to promote positive moods. Answer: FALSEExplanation: Work moods can have important effects on organizational behavior. Managers and organizations can do many things to promote positive moods; therefore, work moods are receiving additional attention from researchers and managers alike.Diff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

27) Moods are intense, short-lived feelings that are linked to a specific cause or antecedent and interrupt thought processes and behaviors.Answer: FALSEExplanation: Emotions are intense, short-lived feelings that are linked to a specific cause or antecedent and interrupt thought processes and behaviors.Diff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

28) Emotions are much more intense than moods.Answer: TRUEDiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

29) Researchers have identified basic emotions that have universal nonverbal expressions, such as fear, anger, surprise, and happiness.Answer: TRUEDiff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations


30) Emotional labor is the work that employees perform to control their experience and expression of moods and emotions on the job.Answer: TRUEDiff: 1 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

31) Emotional labor is governed by display rules.Answer: TRUEDiff: 1 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

32) Feeling rules dictate what emotions should be expressed and how they should be expressed in a particular setting.Answer: FALSEExplanation: Expression rules dictate what emotions should be expressed and how they should be expressed in a particular setting.Diff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

33) Feeling rules dictate appropriate and inappropriate feelings for a particular setting.Answer: TRUEDiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

34) Cognitive dissonance occurs when employees are expected to express feelings that are at odds with how they are actually feeling.Answer: FALSEExplanation: Emotional dissonance occurs when employees are expected to express feelings that are at odds with how they are actually feeling.Diff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations


35) The expectation that professors will be enthusiastic when teaching classes is an example of feeling rules.Answer: TRUEDiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

36) Because moods and emotions are usually stable and long lasting, they can strongly affect work attitudes and work values. Answer: FALSEExplanation: Because work values are the most stable and long lasting, they can strongly affect work attitudes, as well as moods and emotions.Diff: 3 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

37) Persistent moods and emotions can have an impact on long-held attitudes and values.Answer: TRUEDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

38) A lack of trust between employees and managers is often symptomatic of more widespread problems in an organization.Answer: TRUEDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

39) The collection of feelings and beliefs that people have about their current jobs is known as job satisfaction.Answer: TRUEDiff: 1 Page Ref: 75Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


40) An individual's values influence the extent to which thoughts and feelings about a job are positive or negative.Answer: FALSEExplanation: An individual's personality influences the extent to which thoughts and feelings about a job are positive or negative.Diff: 2 Page Ref: 76Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

41) About 70 percent of the variation in levels of job satisfaction can be influenced by managers. Answer: TRUEDiff: 2 Page Ref: 78Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

42) The tasks a person performs while at work can affect job satisfaction.Answer: TRUEDiff: 2 Page Ref: 78Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

43) Social influence is the effect that individuals or groups have on a person's attitudes and behavior.Answer: TRUEDiff: 1 Page Ref: 79Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

44) If new hires are surrounded by coworkers who are dissatisfied with their jobs, they are more likely to be dissatisfied themselves. Answer: TRUEDiff: 2 Page Ref: 79Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


45) The culture a person grows up in does not affect his or her level of job satisfaction.Answer: FALSEExplanation: The culture a person grows up in may also affect his or her level of job satisfaction.Diff: 2 Page Ref: 79Topic: Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

46) A job facet is one of numerous components of a job. Answer: TRUEDiff: 1 Page Ref: 80Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

47) The facet model assumes that jobs affect employees in uniform ways. Answer: FALSEExplanation: The facet model asserts that jobs affect employees in multiple ways.Diff: 2 Page Ref: 80Topic: Theories of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

48) According to Herzberg, motivator needs are associated with the actual work itself and how challenging it is.Answer: TRUEDiff: 1 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

49) Hygiene needs are satisfied by working conditions, amount of pay, and job security.Answer: TRUEDiff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

50) Herzberg proposed that when motivator needs are met, employees will be satisfied; when motivator needs are not met, employees will not be satisfied.Answer: TRUEDiff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


51) According to Herzberg, an employee cannot experience job satisfaction and job dissatisfaction at the same time.Answer: FALSEExplanation: According to Herzberg, an employee could experience job satisfaction and job dissatisfaction at the same time. Diff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

52) Herzberg's motivator-hygiene theory describes how workers move between satisfaction and dissatisfaction along a continuous scale. Answer: FALSEExplanation: Herzberg proposed that dissatisfaction and satisfaction are two separate dimensions, one ranging from satisfaction to no satisfaction and the other ranging from dissatisfaction to no dissatisfaction.Diff: 3 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

53) According to the discrepancy model of job satisfaction, when employees' expectations about their ideal job are high, and when these expectations are not met, employees will be dissatisfied.Answer: TRUEDiff: 2 Page Ref: 82Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

54) Discrepancy models are useful because they take into account that people often take a comparative approach to evaluation.Answer: TRUEDiff: 2 Page Ref: 82Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

55) The discrepancy model of job satisfaction is based on a simple idea: To determine how satisfied employees are with their jobs, they compare their job to some "ideal job."Answer: TRUEDiff: 1 Page Ref: 82Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


56) The steady-state theory suggests that each employee has a typical (or characteristic) level of job satisfaction, called the steady state or equilibrium level. Answer: TRUEDiff: 1 Page Ref: 83Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

57) The steady-state theory suggests that receiving a promotion will raise an employee's level of job satisfaction to a new level, and once attained that level will remain steady.Answer: FALSEExplanation: According to the steady-state theory, receiving a promotion may temporarily boost an employee's level of job satisfaction, but, eventually, it will return to the equilibrium level.Diff: 2 Page Ref: 83Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

58) Research results indicate that job satisfaction is strongly related to job performance.Answer: FALSEExplanation: Research results indicate that job satisfaction is not strongly related to job performance; at best, there is a very weak positive relationship.Diff: 2 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

59) Most employees are free to vary their levels of job performance to reflect their levels of job satisfaction.Answer: FALSEExplanation: Organizations spend considerable time and effort to ensure that members perform assigned duties dependably, regardless of whether or not they like their jobs.Diff: 2 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

60) Job performance may contribute to employees being more satisfied with their jobs if they are fairly compensated for good performance. Answer: TRUEDiff: 2 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction


61) Absenteeism is a temporary form of withdrawal from the organization, while turnover is permanent.Answer: TRUEDiff: 1 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

62) According to Bill Mobley, job satisfaction triggers the whole turnover process.Answer: TRUEDiff: 1 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

63) Mobley's model of the turnover process applies to all employees who voluntarily leave their jobs. Answer: FALSEExplanation: Mobley's model applies neither to employees who impulsively quit their jobs nor to employees who quit their jobs before even looking for alternatives.Diff: 2 Page Ref: 86Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

64) Employee turnover always has costly negative impacts on an organization. Answer: FALSEExplanation: Whether turnover is a cost or benefit depends on who is leaving. If poor performers are quitting and good performers are staying, this is an ideal situation, and managers may not want to reduce levels of turnover.Diff: 2 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

65) Organizational citizenship behavior (OCB) is behavior that is above and beyond the call of duty.Answer: TRUEDiff: 1 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


66) Organizational citizenship behaviors are influenced by attitudes such as job satisfaction.Answer: TRUEDiff: 2 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

67) The concept of employee well-being focuses on the organization, not the employee.Answer: FALSEExplanation: Unlike absenteeism and turnover, this concept focuses on the employee rather than the organization. Diff: 2 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

68) Job satisfaction contributes to a person's overall well-being in life.Answer: TRUEDiff: 1 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

69) Affective commitment exists when workers are committed not so much because they want to be but because they have to be. Answer: FALSEExplanation: Continuance commitment exists when employees are committed not so much because they want to be but because they have to be.Diff: 3 Page Ref: 88Topic: Organizational CommitmentSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

70) Continuance commitment exists when the costs of leaving the organization (loss of seniority, pensions, medical benefits, and so on) are too great.Answer: TRUEDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


71) When Ben & Jerry's Homemade encourages employee commitment through socially responsible corporate policies and programs that support the community and protect the environment, they will MOST likely experience affective commitment from many of their employees.Answer: TRUEDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

72) Managers cannot expect employees to be committed to an organization if the organization is not committed to employees and society as a whole.Answer: TRUEDiff: 1 Page Ref: 88Topic: Organizational CommitmentSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

73) Research has found affective commitment to have a weak positive relationship with job performance.Answer: TRUEDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

74) When affective commitment is high, workers are likely to want to do what is good for the organization. Answer: TRUEDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


75) A person's thoughts and feelings about the meaning and nature of work itself are called ________.A) valuesB) attitudesC) emotionsD) moodsAnswer: ADiff: 1 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

76) A person's values are ________.A) resistant to changeB) fixed over timeC) hard to determineD) subject to change every dayAnswer: ADiff: 1 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

77) Work ________ reflect how people feel while they are performing their jobs day to day and also determine how they experience work.A) values and emotions B) attitudes and values C) moods and emotionsD) skills and moods Answer: CDiff: 2 Page Ref: 66Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


78) People's personal convictions about what end states one should expect from work and how one should behave at work constitute ________.A) work attitudesB) work moodsC) work behaviorsD) work valuesAnswer: DDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

79) Work values are important for understanding and managing organizational behavior because they ________. A) reflect what people are trying to achieve through and at workB) enable managers to manipulate their workersC) change from hour to hour and minute to minuteD) reveal how people feel when they are performing their jobsAnswer: ADiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

80) Examples of intrinsic work values include all of the following EXCEPT ________.A) desiring to be challengedB) establishing social contactsC) wanting to learn new thingsD) making important contributionsAnswer: BDiff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


81) Laura White enjoys her job as an elementary school teacher because she feels she is doing something important, even though the pay is poor and she receives little recognition in the community. Laura's work values are ________.A) extrinsicB) intrinsicC) behavioralD) affectiveAnswer: BDiff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

82) Extrinsic work values are related to ________.A) nature of the work B) interests of the worker C) consequences of the work D) love of the job Answer: CDiff: 2 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

83) Employees who are extrinsically motivated are MOST OFTEN responsive to ________.A) challenging workB) financial incentivesC) added responsibilityD) creative flexibilityAnswer: BDiff: 3 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


84) John works at a toy company where he designs new toys. He finds the work interesting and rewarding, but he is currently searching for a higher paying job. John's work values are BEST described as _______.A) ethicalB) extrinsicC) intrinsicD) moralAnswer: BDiff: 3 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.AACSB: Analytical skills

85) A manager has tried several strategies to encourage his employees. He has offered training programs to develop their skills. He gives more responsibility to employees. He tries to make the work as interesting as possible. These motivating strategies do not seem to be working. What strategy should he try next?A) offer employees monetary bonuses B) give the workers more autonomyC) allow the employees to have more authorityD) allow the employees more creative powersAnswer: ADiff: 3 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: critical thinkingObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.AACSB: Communication abilities

86) ________ are BEST described as one's personal convictions about what is right and wrong.A) Ethical valuesB) Legal valuesC) Work valuesD) Utilitarian valuesAnswer: ADiff: 1 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


87) ________ pertain to the protection of the fundamental rights and privileges of people affected by a decision.A) Utilitarian valuesB) Moral rights valuesC) Justice valuesD) Equal rights valuesAnswer: BDiff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

88) ________ pertain to fairness, equity, and impartiality in decision making.A) Utilitarian valuesB) Moral rights values C) Justice valuesD) Equal rights valuesAnswer: CDiff: 1 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

89) ________ ethics is LEAST LIKELY to contribute to an organization's code of ethics.A) Individual B) Professional C) SocietalD) Foreign Answer: DDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.AACSB: Ethical understanding and reasoning abilities


90) Laura is a manager at a retail store. She recently found out that the company is facing budget cuts. She was given the option to give all of her employees a 3% pay cut or lay off one employee. If she were using utilitarian values as her guide, which decision would she MOST LIKELY make?A) give all her employees a 3% pay-cutB) organize a protest C) quit the job so she does not have to make a decisionD) lay off one employeeAnswer: DDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

91) Which of the following would LEAST LIKELY influence the development of an individual's ethical values?A) familyB) peersC) religious institutionsD) television Answer: DDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

92) Passage of the Sarbanes-Oxley Act ________.A) overrides the need for an organization to have a code of ethicsB) diminishes protections for whistleblowersC) increases the reporting obligations of public companiesD) instates regular auditing of public companiesAnswer: CDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


93) Jim has told the district attorney's office that illegal activities are taking place at his corporation. He is a ________. A) cakebaker B) ballthrower C) trainmanD) whistleblower Answer: DDiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

94) An individual notices illegal behavior by his boss. The part of the Sarbanes-Oxley Act MOST beneficial to this individual is the _______.A) increase in protection for whistleblowersB) increase in penalties for white collar crimeC) requirement for organizations to have a code of ethicsD) requirement for the audit committee to work independentlyAnswer: ADiff: 2 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.AACSB: Ethical understanding and reasoning abilities

95) ________ can and often do remain constant from job to job and organization to organization.A) Work attitudesB) Work valuesC) Work dutiesD) Work routinesAnswer: BDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


96) Which of the following is NOT a component of work attitudes? A) behavioral componentB) affective componentC) cognitive componentD) ethical componentAnswer: DDiff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

97) The collection of feelings and beliefs that people have about their organization as a whole is known as organizational ________.A) loyaltyB) commitmentC) satisfactionD) attitudeAnswer: BDiff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

98) Which of the following statements is TRUE about the relationship between work attitudes and values? A) Work attitudes are more specific and longer lasting than values. B) Work attitudes are less specific and longer lasting than values. C) Values are more specific and longer lasting than work attitudes. D) Values are less specific and longer lasting than work attitudes. Answer: DDiff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

99) The cognitive component of a worker's attitude is the ________.A) employee's feelings about his or her job or organizationB) employee's beliefs about the job or organizationC) employee's thoughts about how to behave in his or her job or organizationD) employee's ethical stance on his or her job or organizationAnswer: BDiff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.


100) How a worker feels about his or her job or organization represents the ________ of the worker's attitude.A) behavioral componentB) affective componentC) cognitive componentD) temperamental componentAnswer: BDiff: 1 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

101) How people feel at the time they are actually performing their jobs is referred to as ________.A) work attitudesB) work moodsC) work behaviorsD) work valuesAnswer: BDiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

102) ________ can change from hour to hour, day to day, and sometimes minute to minute.A) Work moodsB) Work valuesC) Work attitudesD) Work satisfactionAnswer: ADiff: 2 Page Ref: 67Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

103) The ________ of a worker's attitude reflects his thoughts about how to act on the job.A) affective component B) cognitive componentC) behavioral componentD) extrinsic componentAnswer: CDiff: 2 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.


104) How a worker feels about his or her job or organization represents the ________ of the worker's attitude.A) behavioral componentB) affective componentC) cognitive componentD) temperamental componentAnswer: BDiff: 1 Page Ref: 71Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.

105) Workers who feel excited, enthusiastic, active, strong, and elated are MOST LIKELY experiencing ________.A) job satisfactionB) organizational commitmentC) openness to experienceD) positive work moodsAnswer: DDiff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Understand why it is important to understand employees' moods and emotions.

106) What statement BEST describes how situational factors may affect work mood? A) Only major events and conditions in one's life affects work mood.B) Major and minor events and conditions affect one's work mood.C) Situational factors do not affect work mood. D) Workplace incivility is the most important factor of work mood.Answer: BDiff: 2 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: analysisObjective: Understand why it is important to understand employees' moods and emotions.

107) ________ is rude interpersonal behavior that reflects a lack of respect for others.A) Organizational conflictB) Workplace incivilityC) Negative affectivityD) Discriminatory marginality Answer: BDiff: 1 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.


108) A manager notices a high amount of workplace incivility in the office. What strategy should the manager employ to BEST combat this?A) push up work deadlinesB) reprimand rude employeesC) encourage face-to-face conversationsD) beautify the officeAnswer: DDiff: 1 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Understand why it is important to understand employees' moods and emotions.

109) What statement BEST explains the influence that mood has in the workplace? A) Too little research has been focused on this question to know the answer. B) Mood has no influence on employees in the workplace. C) Mood has very little influence on employees in the workplace. D) Mood greatly influences employees in the workplace. Answer: DDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Understand why it is important to understand employees' moods and emotions.

110) ________ are intense, short-lived feelings that are linked to a specific antecedent and that interrupt thought processes and behaviors.A) ValuesB) AttitudesC) EmotionsD) Ethics Answer: CDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

111) An otherwise cheerful employee has just been berated by a customer. This will MOST likely affect the employee's ________.A) valuesB) ethicsC) emotionsD) attitudesAnswer: CDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations


112) ________ is the work that employees perform to control their experience and expression of moods and feelings on the job. A) Emotional laborB) Control displayC) Expression managementD) Display rulesAnswer: ADiff: 1 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

113) Emotional labor is governed by ________.A) display rulesB) work attitudesC) work valuesD) organizational citizenshipAnswer: ADiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

114) A police officer knows that he should not be delighted at the site of a terrible crime. This is an example of a(n) ________ rule. A) feelingB) behavioralC) expressionD) effectiveAnswer: ADiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

115) A minister knows that he should not smile widely when speaking to a family that has just watched a loved one die. This is an example of a(n) ________ rule. A) feelingB) behavioralC) expressionD) effectiveAnswer: CDiff: 2 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations


116) Jobs that involve high levels of interpersonal interaction MOST OFTEN require more ________ than jobs that entail less frequent interactions with others.A) emotional laborB) product knowledgeC) on-the-job trainingD) management supervisionAnswer: ADiff: 2 Page Ref: 74Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

117) Emotional ________ occurs when employees are expected to express feelings that are at odds with how they are actually feeling.A) targetingB) dissonanceC) fluctuation D) role playingAnswer: BDiff: 2 Page Ref: 74Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

118) Who is the MOST LIKELY to feel emotional dissonance?A) a school teacher after a dispute with a colleagueB) a data entry clerk after having a typical lunch breakC) a secretary after receiving a compliment about her workD) a cashier after recently becoming engagedAnswer: ADiff: 2 Page Ref: 74Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations


119) Which of the following is FALSE?A) Trust is an expression of confidence in another person or group that you will not be put at risk, harmed, or injured by their actions.B) Trust can enhance co-operation and the sharing of information necessary for creativity.C) A lack of trust between employees and managers is often symptomatic of more widespread problems.D) Positive attitudes and positive work moods have no affect on the level of trust one experiences.Answer: DDiff: 2 Page Ref: 75Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate when and why emotional labor occurs in organizations

120) ________ is the collection of feelings and beliefs that people have about their current jobs.A) Organizational commitmentB) Job satisfactionC) Intrinsic motivationD) Work valuationAnswer: BDiff: 1 Page Ref: 76Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

121) The level of job satisfaction that a person experiences is LEAST LIKELY affected by the ________.A) feelings that a person has B) way that a person looks C) influence that others have on the person D) tasks a person is asked to perform Answer: BDiff: 2 Page Ref: 76Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


122) A worker with strong ________ is more likely to be satisfied with a job that is interesting and personally meaningful, even if it requires long hours and does not pay well.A) extrinsic work valuesB) intrinsic work valuesC) social work valuesD) economic work valuesAnswer: BDiff: 2 Page Ref: 78Topic: Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

123) Any aspect of the job and the employing organization is considered to be part of the ________.A) work environmentB) work-life paradigmC) work situationD) work atmosphereAnswer: CDiff: 2 Page Ref: 78Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

124) What BEST describes the relationship between workplace dissatisfaction and change in the work environment?A) Workplace dissatisfaction is unrelated to positive change in the work environment.B) Workplace dissatisfaction always results in negative change in the work environment.C) Workplace dissatisfaction results in negative change if the job is highly skilled.D) Workplace dissatisfaction results in positive change when the organization is supportive.Answer: DDiff: 2 Page Ref: 78Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

125) Which of the following is NOT an example of a social influence?A) a coworker complaining about her job at lunch B) a church group focused on the development of self-confidence C) genetic characteristics of superior hearing and near-sightedness D) cultural characteristics emphasizing the importance of diligence Answer: CDiff: 1 Page Ref: 79Topic: Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


126) The ________ focuses primarily on work situation factors by breaking a job into its component elements. A) discrepancy modelB) facet modelC) motivator-hygiene theoryD) steady-state theoryAnswer: BDiff: 2 Page Ref: 80Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

127) The facet model forces managers and researchers to recognize that ________.A) jobs affect employees in limited waysB) jobs affect employees in multiple waysC) jobs do not affect employeesD) jobs and employees affect each other in multiple ways Answer: BDiff: 2 Page Ref: 80Topic: Theories of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

128) Employers' attempts to develop "family-friendly" policies and benefits are an effort to ________.A) reduce governmental regulationB) appeal to all employees' motivator needsC) reduce insurance costsD) address an important job facet for many employeesAnswer: DDiff: 2 Page Ref: 80Topic: Theories of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

129) Herzberg's theory of job satisfaction proposes that every worker has two sets of requirements, which are ________.A) positive and negative affectivityB) implicit and explicit work valuesC) motivator and hygiene needsD) extrinsic and intrinsic work valuesAnswer: CDiff: 1 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


130) ________ are associated with the actual work itself and how challenging it is.A) Workplace needsB) Motivator needsC) Hygiene needsD) Psychological needsAnswer: BDiff: 1 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

131) Motivator needs are satisfied by all of the following EXCEPT ________.A) interesting workB) pleasant surroundings C) autonomy on the jobD) responsibilityAnswer: BDiff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

132) Which of the following is NOT a facet of a hygiene need? A) supervision of work B) pay for work C) security at work D) processes of work Answer: DDiff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

133) According to Herzberg, when a worker's hygiene needs are met, he ________.A) will be satisfiedB) will not be satisfiedC) will be dissatisfiedD) will not be dissatisfiedAnswer: DDiff: 3 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


134) According to Herzberg, in which instance could an employee experience both job satisfaction and job dissatisfaction at the same time?A) when the job is monotonous and the pay is lowB) when the job is interesting and the pay is lowC) when the job is exciting and the pay is highD) when the job is pleasant and the pay is highAnswer: BDiff: 2 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

135) According to ________, college graduates are likely to experience job dissatisfaction when their new positions fail to meet their high hopes.A) Motivation-hygiene theoryB) Discrepancy modelC) Facets modelD) Divergence modelAnswer: BDiff: 2 Page Ref: 82Topic: Theories of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

136) The steady-state theory of job satisfaction suggests that each individual has a typical amount of job satisfaction, sometimes called the ________.A) balance pointB) equivalence levelC) equity stateD) equilibrium levelAnswer: DDiff: 1 Page Ref: 83Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

137) The opinion that some people are usually happy at their jobs while others are usually discontent supports the ________ of job satisfaction.A) discrepancy modelB) critical incidents theoryC) facet modelD) steady-state theoryAnswer: DDiff: 2 Page Ref: 82Topic: Theories of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction


138) A study found that identical twins with similar upbringings had very different levels of job satisfaction when jobs were similar. This finding would LEAST support the _____ of job satisfaction?A) facet modelB) steady-state theoryC) discrepancy modelD) motivator-hygiene theoryAnswer: BDiff: 3 Page Ref: 83Topic: Values, Attitudes, and Moods and EmotionsSkill: critical thinkingObjective: Describe the nature, causes, theories and consequences of job satisfaction

139) A manager implements new policies designed to make employees' work experience as favorable as possible. According to the steady-state theory, the manager should expect that ________. A) the policies will have a lasting impact on 80% of the employees B) the policies will make no difference at allC) eventually all employees will find work as pleasant as they have typically found itD) eventually the policies will work and all employees will find their work experiences to be favorable Answer: CDiff: 2 Page Ref: 83Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

140) The opinion that employees will be satisfied with their jobs as long as their needs are met in areas they deem important supports the ________ of job satisfaction.A) steady-state modelB) discrepancy theoryC) personality modelD) facet modelAnswer: DDiff: 2 Page Ref: 80Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


141) Which of the following statements BEST explains why work attitude has little relationship to job performance? A) Most workers are highly ethical people who always strive to do their best in the workplace.B) Organizations develop rules and procedures that employees are expected to follow.C) Too little research has focused on this question to have a credible answer. D) Work attitude changes from day to day.Answer: BDiff: 2 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

142) Meghan Tull is the chief operator of a computer facility for a large company and also a single mother of two children. The facility processes customer billing, so stringent regulations and procedures must be followed to the letter. Because she was denied a promotion, she has become dissatisfied with her job. Her dissatisfaction will MOST LIKELY result in ________.A) her job performance dramatically droppingB) increased errors in customer billingC) no significant change in job performanceD) changes in Meghan's personalityAnswer: CDiff: 3 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

143) Research has shown that the association between job satisfaction and job performance is ________.A) decreasing due to the increasing number of baby-busters B) stronger for men than for womenC) not meaningfulD) higher in unionized settingsAnswer: CDiff: 2 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


144) An employee's ability to go to work is affected by all of the following EXCEPT ________.A) family responsibilities B) attendance policiesC) illness and accidentsD) transportation problems Answer: BDiff: 2 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

145) The relationship between turnover and job satisfaction is relatively weak MOST LIKELY because ________.A) there is no way to measure the job satisfaction of employees once they have leftB) some dissatisfied workers may use turnover as a temporary form of withdrawal and decide to stayC) some satisfied workers eventually move on to other organizationsD) the decision to quit is usually made in a moment of angerAnswer: CDiff: 3 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

146) The first step listed in Mobley's model of the turnover process is to ________.A) evaluate the benefits of quittingB) think of quittingC) decide to quitD) experience job dissatisfactionAnswer: DDiff: 2 Page Ref: 86Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

147) In Mobley's model of the turnover process, the stage immediately following "thinking of quitting" is ________.A) job satisfaction experiencedB) intention to search for alternativesC) evaluation of benefits and costs of quittingD) intention to quitAnswer: CDiff: 2 Page Ref: 86Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


148) Which of the following is NOT a potential benefit of employee turnover?A) introduction of new ideas into the organizationB) reduction of the size of the organization C) provision of advancement opportunitiesD) additional training and recruitmentAnswer: DDiff: 2 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

149) An example of organizational citizenship behavior is an employee who ________.A) pays his or her city taxesB) performs assigned duties dependablyC) helps coworkers with difficult assignmentsD) agrees to work mandatory overtimeAnswer: CDiff: 2 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

150) The following four employees all feel committed to the organization they work for. Jennifer feels it will be difficult to find a similar pension plan she has at another job. Mark has a high level of seniority at his current job. James feels his organization makes great contributions to the community. Susan wants to ensure her family receives medical insurance. Based on this information, who is the MOST likely to display organizational citizenship behavior?A) MarkB) JenniferC) JamesD) SusanAnswer: CDiff: 2 Page Ref: 87, 88Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction


151) Which of the following BEST display an organizational citizenship behavior?A) A new accountant decides to take an advanced accounting class to improve her skills at the firm.B) An advertising executive works longer hours to meet a tight deadline.C) The HR department at a green company participates in a mandatory community cleanup.D) A manager trains his assistant on the company's new database management system because he is required to do so.Answer: ADiff: 2 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

152) Employee well-being is BEST described as ________.A) the level of job satisfaction an employee experiencesB) the ability of the employee to maintain a work/life balanceC) how happy, healthy, and prosperous employees areD) how much job security an employee hasAnswer: CDiff: 2 Page Ref: 87Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

153) Organizational commitment is a person's attitudes towards ________.A) his or her specific jobB) his or her departmentC) his or her entire companyD) his or her supervisorAnswer: CDiff: 1 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


154) ________ commitment exists when workers are committed not so much because they want to be but because they have to be.A) AffectiveB) CognitiveC) ContinuanceD) Negligent Answer: CDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

155) Continuance commitment exists when ________.A) employees plan to leave the company in the near future B) workers are happy to be members of the organizationC) costs of leaving the organization are too highD) employees intend to do what is good for the organization Answer: CDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

156) Which of the following strategies would LEAST LIKELY promote affective commitment? A) ask employees to vote on a worthy cause and then donate proceedsB) encourage employees to volunteer in local charitable organizations, once a month C) ask employees to sign non-compete agreementsD) support environmental causes Answer: CDiff: 2 Page Ref: 88Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


157) Who is LEAST LIKELY to have organizational commitment?A) Jane recently accepted a sales position at a surf shop. Even though she was offered a higher paying position elsewhere, she accepted the surf shop job because it had a community volunteer program.B) Martha, a single mother, hates her high-paying manager position at a Fortune 500 company.C) Jason is a highschool student who works with a home improvement company on weekends to make extra cash.D) Alex can live at home and have all of his expenses covered by his millionaire parents or work at the family corporation until he is 30, at which time he will be awarded his trust fund. Alex has opted to "earn" his trust fund so that he doesn't have to rely so much on his family.Answer: CDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

158) ________ exists when employees are happy to be members of an organization.A) Affective commitmentB) Continuance commitment C) Escalation of commitmentD) Codependent commitmentAnswer: ADiff: 1 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

159) ________ exists when employees stay with an organization because the costs of leaving it are too great.A) Affective commitmentB) Continuance commitmentC) Escalation of commitmentD) Codependent commitmentAnswer: BDiff: 1 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


160) Which of the following is an employee with affective commitment LEAST likely to do?A) be late for workB) perform OCBsC) quit their jobD) take days offAnswer: CDiff: 2 Page Ref: 88Topic: Organizational CommitmentSkill: applicationObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.

161) When affective commitment is high, ________.A) employees are not expected to go above and beyond the call of dutyB) employees are likely to perform OCBsC) employees are less satisfied on the jobD) employees perform OCBs only when asked to do soAnswer: BDiff: 2 Page Ref: 89Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


162) You are working a part-time job at an ice cream restaurant while attending college. This job provides you with an opportunity to observe your coworkers, Bert and Ernie. Bert does not necessarily enjoy the work, but he appreciates that the job allows him to meet women and increase his opportunity for dates. Ernie always seems to be making a game out of the work, trying to see how many customers he can serve in an hour without making a mistake, how many tables he can clean in five minutes, or if he can learn how to make a new ice cream treat. These "games" are what makes Ernie enjoy this particular job, although he also admits he needs to work to earn the money to stay in school. Explain the job values you see demonstrated by Bert and Ernie, being sure to define the organizational behavior terms you use in your explanation.Answer: Work values are a worker's individual convictions about what outcomes one should expect to obtain from work and how one should behave at work. Bert is apparently motivated by extrinsic work values. Extrinsic work values are work values related to the consequences of work. Bert works because of the social contacts provided by the job. Other extrinsic work values include working to earn money, to enjoy a job's status in an organization, or to enable the worker to do nonwork activities such as pursue a hobby or spend time with family.

Ernie's "games" are signs of intrinsic work values. Intrinsic work values are work values that are related to the nature of the work itself. Ernie's desires to be challenged and to learn new things allow him to use all of his skills and to provide opportunity for personal growth. Ernie's admission that part of the reason he works is because of the money, an extrinsic work value, demonstrates that workers can have both intrinsic and extrinsic work values. Diff: 3 Page Ref: 68Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.

163) What is a code of ethics? How does the Sarbanes-Oxley Act of 2002 relate to ethics?Answer: A code of ethics is the set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake. The Sarbanes-Oxley Act of 2002 has dramatically increased the reporting and accountability obligations of public companies and requires independence on the part of a company's audit committees. Moreover, the act requires that an organization must enact a code of ethics and mandates strict adherence to it. The act also requires that organizations have ethics programs in place.Diff: 3 Page Ref: 69Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature of work values and ethical values and why they are critically important in organizations.


164) You are a new manager at Acme, Inc. You are quietly taking a break one day when two of your fellow managers ask you about a recent magazine article they had read. The article mentions work attitudes, job satisfaction, and organizational commitment. Your two colleagues are not familiar with these terms and have asked you, as a recent college graduate, to explain those terms to them. They are also curious about what components compose work attitudes and how those components are related to each other. How would you briefly explain these issues to them? Answer: Work attitudes are collections of feelings, beliefs, and thoughts that people hold about how to behave in their jobs and organizations. Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. Organizational commitment is the collection of feelings and beliefs that people have about the organization as a whole.

Both job satisfaction and organizational commitment are work attitudes, and work attitudes are made up of three components:∙ The affective component is the worker's feelings about his or her job.∙ The cognitive component is the worker's beliefs about the job or organization.∙ The behavioral component is the worker's thoughts about how to behave in his or her job or organization.Each component of a work attitude influences and tends to be consistent with the other components.Diff: 3 Page Ref: 71-73Topic: Values, Attitudes, and Moods and EmotionsSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction

165) Define and discuss the term "workplace incivility."Answer: Workplace incivility can be defined as rude interpersonal behaviors reflective of a lack of regard and respect for others. Such behavior may be on the rise, which can lead to more negative moods being experienced by organizational members. The increasing use of email and phone conversations in place of face-to-face communications, mounting workloads, and pressures on many employees have resulted in some managers and employees being uncivil to each other and just plain rude. Office incivility can range from ignoring a coworker or subordinate, making rude comments, or never having the time for even a brief conversation to raising one's voice, being sarcastic, refusing requests for help, and verbal belittlement. When organizational members are uncivil toward each other, there can be potentially numerous negative consequences, in addition to the recipients of such behavior feeling bad, such as reduced job satisfaction and lower organizational effectiveness.Diff: 3 Page Ref: 72Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Understand why it is important to understand employees' moods and emotions.


166) What is emotional labor?Answer: Emotional labor is the work that employees perform to control their experience and expression of moods and emotions on the job. Emotional labor is governed by display rules. The two types of display rules are feeling rules (which dictate appropriate and inappropriate feelings for a particular setting) and expression rules (which dictate what emotions should be expressed and how they should be expressed in a particular setting).Diff: 3 Page Ref: 73Topic: Values, Attitudes, and Moods and EmotionsSkill: conceptualObjective: Appreciate when and why emotional labor occurs in organizations

167) You are at a family reunion when your opinionated cousin Robin learns you are in a class on organizational behavior. Robin tells you that "happy employees are productive employees" and that it is a manager's job to be sure all employees are satisfied with their jobs. Before you discuss the connection between job satisfaction and job performance with your cousin, you decide to respond by reviewing what job satisfaction is and what factors affect the level of job satisfaction. Briefly explain how you would accomplish this. Answer: Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. The satisfaction an individual worker experiences is affected by four factors: personality, values, the work situation, and social influences.

Personality is the enduring ways a person has of feeling, thinking, and behaving. Someone high on extraversion is likely to have a higher level of job satisfaction than a person who is low on this trait.

Values, such as intrinsic and extrinsic work values, also affect job satisfaction. Workers with intrinsic work values seek satisfaction from the nature of the work itself, whereas workers with extrinsic work values equate satisfaction with whether the consequences of the job (pay, status, etc.) are satisfactory.

The work situation includes the tasks the worker performs; the worker's coworkers, subordinates, and supervisors; and the worker's environment and how the organization treats the worker (hours, job security, and benefits). The more pleasant the tasks, coworkers, environment, and job conditions, the more satisfied the worker.

Social influence—the influence that individuals or groups have on the person's attitudes and behaviors—is also a factor. How coworkers, family, religious groups, or cultures perceive a job can also influence whether a worker is satisfied with the job.

Research has found that job satisfaction is not significantly connected to job performance. This lack of association between performance and job satisfaction is understandable when one considers that workers may not be free to vary their behaviors and that workers' attitudes may not be critical to their work behavior. Diff: 3 Page Ref: 76-79Topic: Job SatisfactionSkill: applicationObjective: Describe the nature, causes, theories and consequences of job satisfaction


168) Briefly describe the facet model of job satisfactionAnswer: The facet model of job satisfaction breaks a job into several component elements or facets and looks at how satisfied the worker is with each facet. Overall job satisfaction is determined by summing a worker's satisfaction with each facet of the job. The facet model is useful because it forces managers and researchers to recognize that jobs affect employees in multiple ways. Diff: 3 Page Ref: 80Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

169) Briefly describe Herzberg's motivator-hygiene theory of job satisfaction.Answer: Herzberg's motivator-hygiene theory of job satisfaction proposes that every worker has both motivator needs and hygienic needs. Motivator needs are related to the work itself and include interesting work and responsibility. Hygienic needs are associated with the physical and psychological context surrounding the work and include physical working conditions and job security. If motivator needs are met, workers will be satisfied. If motivator needs are not met, workers will not be satisfied. If hygienic factors are not met, the worker is dissatisfied. If hygienic factors are met, the worker is not dissatisfied.Diff: 3 Page Ref: 81Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

170) Briefly describe the discrepancy model of job satisfaction. Answer: The discrepancy model of job satisfaction is based on a simple idea: To determine how satisfied a worker is with his or her job, and how he or she compares the job to some ideal job. This ideal job could be what one thinks the job should be like, what one expected the job to be like, what one wants from a job, or what one's former job was like. According to the discrepancy model of job satisfaction, when an employee's expectations about the ideal job are high, and when these expectations are not met, he or she will be dissatisfied.Diff: 3 Page Ref: 82Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

171) Briefly describe the steady-state theory of job satisfaction.Answer: The steady-state theory of job satisfaction proposes that each worker has a characteristic level of job satisfaction called the equilibrium level. Different situations or work events may temporarily move a worker from this equilibrium level, but the worker will eventually return to it. Diff: 3 Page Ref: 83Topic: Theories of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


172) Does job satisfaction affect job performance? Explain!Answer: Intuitively, most people believe that job satisfaction is positively associated with job performance. Surprisingly, the results of research indicate that job satisfaction is not strongly related to job performance; at best, there is a very weak positive relationship. One recent review of the many studies conducted in this area concluded that levels of job satisfaction accounted for only about two percent of the differences in performance levels across employees in the studies reviewed. For all practical purposes, then, we can conclude that job satisfaction is not meaningfully associated with job performance.Diff: 3 Page Ref: 84Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

173) Discuss Bill Mobley's model of the turnover process.Answer: According to Mobley's model of turnover, job satisfaction triggers the whole turnover process. Employees who are very satisfied with their jobs may never even think about quitting; for those who are dissatisfied, it is the dissatisfaction that starts them thinking about quitting. At this point, the individual evaluates the benefits of searching for a new job versus the costs of quitting. On the basis of this cost/benefit evaluation, the individual may decide to search for alternative jobs. The person evaluates and compares these alternatives to the current job and then develops an intention to quit or stay. The intention to quit eventually leads to turnover behavior. Diff: 3 Page Ref: 86Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


174) Discuss the following statement: Turnover is a behavior that needs to be managed but not necessarily reduced or eliminated.Answer: There are certainly costs to turnover, such as the costs of hiring and training replacement employees. In addition, turnover often causes disruptions for existing members of an organization; it may result in delays on important projects; and it can cause problems when employees who quit are members of teams.

Although these and other costs of turnover can be significant, turnover can also have certain benefits for organizations. First, whether turnover is a cost or benefit depends on who is leaving. If poor performers are quitting and good performers are staying, this is an ideal situation, and managers may not want to reduce levels of turnover. Second, turnover can result in the introduction of new ideas and approaches if the organization hires newcomers with new ideas to replace employees who have left. Third, turnover can be a relatively painless and natural way to reduce the size of the workforce through attrition, the process through which people leave an organization of their own free will. Attrition can be an important benefit of turnover in lean economic times because it reduces the need for organizations to downsize their workforces. Finally, for organizations that promote from within, turnover in the upper ranks of the organization frees up some positions for promotions of lower-level members.Diff: 3 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction

175) Research has shown that there is a relationship between job satisfaction and organizational citizenship behavior (OCB). Briefly discuss this relationship.Answer: Job satisfaction influences organizational citizenship behavior. Organizational citizenship behavior is not required of organizational members, but it is necessary for organizational survival and effectiveness. Satisfied workers are more likely to perform organizational citizenship behaviors because they want to give something back to an organization that has treated them well.Diff: 3 Page Ref: 85Topic: Potential Consequences of Job SatisfactionSkill: conceptualObjective: Describe the nature, causes, theories and consequences of job satisfaction


176) Define organizational commitment and identify the two distinct types of organizational commitment.Answer: Organizational commitment relates to feelings and beliefs about the employing organization as a whole. Researchers have identified two distinct types of organizational commitment: affective commitment and continuance commitment. Affective commitment exists when employees are happy to be members of the organization, they believe in and feel good about the organization and what it stands for, they are attached to the organization, and they intend to do what is good for the organization. Continuance commitment exists when employees are committed not so much because they want to be but because they have to be; that is, the costs of leaving the organization are too great.Diff: 3 Page Ref: 88Topic: Organizational CommitmentSkill: conceptualObjective: Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior.


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