Question 1

The affective component of an attitude is reflected in how you feel.

Accepted Answer

A) True 
 B)False

Question 2

Values are unstable and are likely to change over time and situations.

Accepted Answer

A) True 
 B)False

Question 3

Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms is called:

Accepted Answer

A)  Benevolence 
B)  Security 
C)  Tradition 
D)  Conformity 
E)  Universalism 
A)  Benevolence 
B)  Security 
C)  Tradition 
D)  Conformity 
E)  Universalism

Question 4

The extent to which an individual identifies with an organization and commits to its goals is called:

Accepted Answer

A)  Perceived organizational support 
B)  Organizational commitment 
C)  Organizational satisfaction 
D)  Job involvement 
E)  Job satisfaction 
A)  Perceived organizational support 
B)  Organizational commitment 
C)  Organizational satisfaction 
D)  Job involvement 
E)  Job satisfaction

Question 5

The two basic dimensions of Schwartz's value theory are self-enhancement/self-transcendence and ethical/unethical.

Accepted Answer

A) True 
 B)False

Question 6

"Perceived organizational support" is the harnessing of organization members' selves to their work roles.

Accepted Answer

A) True 
 B)False

Question 7

What is "perceived organizational support?" How does it impact employees? How can managers foster POS?

Accepted Answer

Perceived organizational support (POS) r

Question 8

The two basic dimensions of Schwartz's model of values are:

Accepted Answer

A)  Self-enhancement/self-transcendence and openness to change/conservation 
B)  Strengths/weaknesses and opportunities/threats 
C)  Personal attitudes/work attitudes and cognitions/behaviors 
D)  Commitment/engagement and satisfaction/dissatisfaction 
E)  Involved/engaged and motivated/not motivated 
A)  Self-enhancement/self-transcendence and openness to change/conservation 
B)  Strengths/weaknesses and opportunities/threats 
C)  Personal attitudes/work attitudes and cognitions/behaviors 
D)  Commitment/engagement and satisfaction/dissatisfaction 
E)  Involved/engaged and motivated/not motivated

Question 9

The head of ABC Company announced that the company was going to start a project on weekends that would teach self-defense techniques to underprivileged kids in the neighborhood. Thomas decided to register himself for the project, as he was a trained kick-boxer. This action of Thomas reflects the __________ component of his attitude.

Accepted Answer

A)  Behavioral 
B)  Affective 
C)  Cognitive 
D)  Normative 
E)  Intellectual 
A)  Behavioral 
B)  Affective 
C)  Cognitive 
D)  Normative 
E)  Intellectual

Question 10

Which of the following is not a suggestion for managers who want to reduce voluntary turnover?

Accepted Answer

A)  Foster employee engagement 
B)  Create effective orientation programs 
C)  Reward all employees equally 
D)  Hire people who "fit" the organization's culture 
E)  Provide clear expectations of the job 
A)  Foster employee engagement 
B)  Create effective orientation programs 
C)  Reward all employees equally 
D)  Hire people who "fit" the organization's culture 
E)  Provide clear expectations of the job

Question 11

Job engagement is an affective or emotional response toward various facets of one's job.

Accepted Answer

A) True 
 B)False

The affective component of an attitude is reflected in how you feel.

Values are unstable and are likely to change over time and situations.

Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms is called:

The extent to which an individual identifies with an organization and commits to its goals is called:

The two basic dimensions of Schwartz's value theory are self-enhancement/self-transcendence and ethical/unethical.

"Perceived organizational support" is the harnessing of organization members' selves to their work roles.

What is "perceived organizational support?" How does it impact employees? How can managers foster POS?

The two basic dimensions of Schwartz's model of values are:

Which of the following is not a suggestion for managers who want to reduce voluntary turnover?

Job engagement is an affective or emotional response toward various facets of one's job.

Making Ob Work for Me

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 2: Values and Attitudes

The affective component of an attitude is reflected in how you feel.

Values are unstable and are likely to change over time and situations.

Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms is called:

The extent to which an individual identifies with an organization and commits to its goals is called:

The two basic dimensions of Schwartz's value theory are self-enhancement/self-transcendence and ethical/unethical.

"Perceived organizational support" is the harnessing of organization members' selves to their work roles.

What is "perceived organizational support?" How does it impact employees? How can managers foster POS?

The two basic dimensions of Schwartz's model of values are:

Which of the following is not a suggestion for managers who want to reduce voluntary turnover?

Job engagement is an affective or emotional response toward various facets of one's job.

Making Ob Work for Me

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters