Question 1

All of the following are domains in Schwartz's values model EXCEPT:

Accepted Answer

A) Tradition. 
B) Power. 
C) Conscientiousness. 
D) Conformity. 
E) Stimulation. 
A) Tradition. 
B) Power. 
C) Conscientiousness. 
D) Conformity. 
E) Stimulation.

Question 2

The main limitation of the individual rights principle is that:

Accepted Answer

A) it really isn't an ethical principle at all. 
B) some individual rights conflict with other individual rights. 
C) it pays attention to whether consequences are ethical,but not to whether the means to those consequences are ethical. 
D) it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affecteD. 
E) it can degenerate into unjust favouritism. 
A) it really isn't an ethical principle at all. 
B) some individual rights conflict with other individual rights. 
C) it pays attention to whether consequences are ethical,but not to whether the means to those consequences are ethical. 
D) it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affecteD. 
E) it can degenerate into unjust favouritism.

Question 3

Comment on the accuracy of the following statement and explain your answer:
"Organizations are most successful when employee values are identical to the company's dominant values."

Accepted Answer

This statement is FALSE.To answer this q

Question 4

Compared with Americans,Canadians are more likely to

Accepted Answer

A) question authority.HYPERLINK "" 
B) be associated with a religious institution. 
C) value patriarchal authority. 
D) be materialistic. 
E) None of the answers apply. 
A) question authority.HYPERLINK "" 
B) be associated with a religious institution. 
C) value patriarchal authority. 
D) be materialistic. 
E) None of the answers apply.

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

Accepted Answer

A) True 
 B)False

Question 7

In the section on cross-cultural values,the authors warn that:

Accepted Answer

A) the cross-cultural data presented are based on a very small sample (less than 10 people in each country studied). 
B) the definitions of most values have changed over the past decade,so most cross-cultural information has little meaning anymore. 
C) several cultures don't have any values. 
D) multicultural societies such as Canada have a wide range of values even though the information presented assumes that everyone in the country has similar values. 
E) All of the answers are correct. 
A) the cross-cultural data presented are based on a very small sample (less than 10 people in each country studied). 
B) the definitions of most values have changed over the past decade,so most cross-cultural information has little meaning anymore. 
C) several cultures don't have any values. 
D) multicultural societies such as Canada have a wide range of values even though the information presented assumes that everyone in the country has similar values. 
E) All of the answers are correct.

Question 8

Task performance refers to goal-directed behaviours under the individual's control that support organizational objectives.

Accepted Answer

A) True 
 B)False

Question 9

Which of these factors directly influences an employee's voluntary behaviour and performance?

Accepted Answer

A) Motivation 
B) Role perceptions 
C) Uncertainty avoidance 
D) All of the answers are correct. 
E) Motivation and role perceptions 
A) Motivation 
B) Role perceptions 
C) Uncertainty avoidance 
D) All of the answers are correct. 
E) Motivation and role perceptions

Question 10

According to the MARS model,_______ represents the forces within a person that affect the direction,intensity,and persistence of voluntary behaviour.

Accepted Answer

A) motivation 
B) personality 
C) values 
D) ethics 
E) ability 
A) motivation 
B) personality 
C) values 
D) ethics 
E) ability

Question 11

The main reason why a person's values do not always influence his or her behaviour is that:

Accepted Answer

A) the values are too specific. 
B) values never affect behaviour under any circumstances. 
C) values affect a person's ability but not his or her motivation to act. 
D) values usually conflict with each other,making it difficult to determine which value to apply. 
E) values tend to be too abstract to see the connection to specific situations. 
A) the values are too specific. 
B) values never affect behaviour under any circumstances. 
C) values affect a person's ability but not his or her motivation to act. 
D) values usually conflict with each other,making it difficult to determine which value to apply. 
E) values tend to be too abstract to see the connection to specific situations.

Question 12

Which of the following is a ''Big Five'' personality dimension?

Accepted Answer

A) Extraversion 
B) Openness to experience 
C) Locus of control 
D) Grumpiness 
E) Extraversion and openness to experience 
A) Extraversion 
B) Openness to experience 
C) Locus of control 
D) Grumpiness 
E) Extraversion and openness to experience

Question 13

Which of these cultures within Canada has a high collectivist value orientation?

Accepted Answer

A) Anglophone Canadians 
B) Francophone Canadians 
C) First Nations people in Canada 
D) Allophone Canadians 
E) None of these cultures has a high collectivist orientation. 
A) Anglophone Canadians 
B) Francophone Canadians 
C) First Nations people in Canada 
D) Allophone Canadians 
E) None of these cultures has a high collectivist orientation.

Question 14

Jung's psychological types are measured in:

Accepted Answer

A) the ''Big Five'' personality types. 
B) the locus of control scale. 
C) any instrument that also measures neuroticism. 
D) the Myers-Briggs Type Indicator. 
E) the self-monitoring personality test. 
A) the ''Big Five'' personality types. 
B) the locus of control scale. 
C) any instrument that also measures neuroticism. 
D) the Myers-Briggs Type Indicator. 
E) the self-monitoring personality test.

Question 15

Motivation affects a person's ___________ of voluntary behaviour.

Accepted Answer

A) direction,intensity,and persistence 
B) antecedents,consequences,and reinforcers 
C) size,shape,and weight 
D) aptitudes,abilities,and competencies 
E) agreeableness,locus of control,and ethical sensitivity 
A) direction,intensity,and persistence 
B) antecedents,consequences,and reinforcers 
C) size,shape,and weight 
D) aptitudes,abilities,and competencies 
E) agreeableness,locus of control,and ethical sensitivity

Question 16

A recent global study suggests that most employees do not lack role clarity.

Accepted Answer

A) True 
 B)False

Question 17

In Canada,Anglophone and Francophone values:

Accepted Answer

A) are identical to each other. 
B) have become increasingly different from each other in recent years. 
C) are almost completely opposite to each other. 
D) have converged (become more similar)in recent years. 
E) do not really exist. 
A) are identical to each other. 
B) have become increasingly different from each other in recent years. 
C) are almost completely opposite to each other. 
D) have converged (become more similar)in recent years. 
E) do not really exist.

Question 18

Which of the following is NOT a factor that influences perceived moral intensity?

Accepted Answer

A) Concentration of effect. 
B) Magnitude of consequences. 
C) Proximity. 
D) Economic impact. 
E) Temporal immediacy. 
A) Concentration of effect. 
B) Magnitude of consequences. 
C) Proximity. 
D) Economic impact. 
E) Temporal immediacy.

Question 19

According to the MARS model of individual behaviour,which of the following is NOT a role perception problem?

Accepted Answer

A) The employee lacks the proper tools to perform the job. 
B) The employee knows two different ways to perform a particular task,but unknowingly chooses the method that the organization does not want its employees to use. 
C) The employee doesn't realize that a particular task is part of his or her job. 
D) The employee places more emphasis on the quantity of work whereas the organization wants more emphasis placed on the quality of work. 
E) The employee believes that the company wants him or her to spend more time with clients,whereas the company really wants client requests processed more quickly. 
A) The employee lacks the proper tools to perform the job. 
B) The employee knows two different ways to perform a particular task,but unknowingly chooses the method that the organization does not want its employees to use. 
C) The employee doesn't realize that a particular task is part of his or her job. 
D) The employee places more emphasis on the quantity of work whereas the organization wants more emphasis placed on the quality of work. 
E) The employee believes that the company wants him or her to spend more time with clients,whereas the company really wants client requests processed more quickly.

Question 20

Employee behaviours that extend beyond normal job duties:

Accepted Answer

A) should be discouraged by organizational leaders. 
B) are usually performed by people with low conscientiousness. 
C) are the most important characteristics of people with an external locus of control. 
D) are common in small businesses but never occur in large firms. 
E) are called organizational citizenship. 
A) should be discouraged by organizational leaders. 
B) are usually performed by people with low conscientiousness. 
C) are the most important characteristics of people with an external locus of control. 
D) are common in small businesses but never occur in large firms. 
E) are called organizational citizenship.

All of the following are domains in Schwartz's values model EXCEPT:

The main limitation of the individual rights principle is that:

Comment on the accuracy of the following statement and explain your answer: "Organizations are most successful when employee values are identical to the company's dominant values."

Compared with Americans,Canadians are more likely to

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

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

In the section on cross-cultural values,the authors warn that:

Task performance refers to goal-directed behaviours under the individual's control that support organizational objectives.

Which of these factors directly influences an employee's voluntary behaviour and performance?

According to the MARS model,_______ represents the forces within a person that affect the direction,intensity,and persistence of voluntary behaviour.

The main reason why a person's values do not always influence his or her behaviour is that:

Which of the following is a ''Big Five'' personality dimension?

Which of these cultures within Canada has a high collectivist value orientation?

Jung's psychological types are measured in:

Motivation affects a person's ___________ of voluntary behaviour.

A recent global study suggests that most employees do not lack role clarity.

In Canada,Anglophone and Francophone values:

Which of the following is NOT a factor that influences perceived moral intensity?

According to the MARS model of individual behaviour,which of the following is NOT a role perception problem?

Employee behaviours that extend beyond normal job duties:

Introduction to the Field of Organizational Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 2: Individual Behaviour, Personality, and Values

All of the following are domains in Schwartz's values model EXCEPT:

The main limitation of the individual rights principle is that:

Comment on the accuracy of the following statement and explain your answer: "Organizations are most successful when employee values are identical to the company's dominant values."

Compared with Americans,Canadians are more likely to

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

Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.

In the section on cross-cultural values,the authors warn that:

Task performance refers to goal-directed behaviours under the individual's control that support organizational objectives.

Which of these factors directly influences an employee's voluntary behaviour and performance?

According to the MARS model,_______ represents the forces within a person that affect the direction,intensity,and persistence of voluntary behaviour.

The main reason why a person's values do not always influence his or her behaviour is that:

Which of the following is a ''Big Five'' personality dimension?

Which of these cultures within Canada has a high collectivist value orientation?

Jung's psychological types are measured in:

Motivation affects a person's ___________ of voluntary behaviour.

A recent global study suggests that most employees do not lack role clarity.

In Canada,Anglophone and Francophone values:

Which of the following is NOT a factor that influences perceived moral intensity?

According to the MARS model of individual behaviour,which of the following is NOT a role perception problem?

Employee behaviours that extend beyond normal job duties:

Introduction to the Field of Organizational Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters