Deck 2: Individual Behaviour

Question 1

While there may be many varieties of individual behaviours, most can be organized into five categories:

Answer 1

True

Question 2

Competencies refer to the extent to which people understand the job duties assigned to or expected of them.

Answer 2

False

Question 3

Motivation is an external force on the person that causes him or her to engage in specific behaviours.

Answer 3

False

Question 4

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

Question 5

Learned capabilities are skills and knowledge that you possess. Therefore, they do not diminish over time when not in use.

Question 6

According to the MARS model of individual behaviour and performance, employee performance will remain high even if one of the four factors significantly weakens.

Question 7

Proficient task performance refers to how well employees modify their thoughts and behaviour to align with and support a new or changing environment.

Question 8

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

Question 9

Learned capabilities refer to the skills and knowledge that you have actually acquired.

Question 10

Providing training is a person-job matching strategy

Question 11

Competencies refer to the complete set of motivations, abilities, role perceptions, and situational factors that contribute to job performance.

Question 12

Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people.

Question 13

Employee role perception affects how one performs his or her job.

Question 14

Persistence is an element of motivation.

Question 15

Companies can improve employee role perceptions by describing the employee's assigned tasks clearly and providing meaningful performance feedback.

Question 16

Role clarity is essential for coordination with co-workers and other stakeholders.

Question 17

Situational factors are working conditions within the employee's control.

Question 18

One person-job matching strategy is to select applicants whose existing competencies best fit the required task.

Question 19

According to the MARS model, ability is the most important force influencing individual behaviour and results.

Question 20

The MARS model identifies the four main factors that influence individual behaviour

Question 21

Sensing, feeling, and judging are three of the ''Big Five'' personality traits

Question 22

Those who engage in counterproductive work behaviours do so voluntarily.

Question 23

People with a low score on the neuroticism personality dimension tend to be more relaxed, secure, and calm.

Question 24

Agreeableness, extraversion, and conscientiousness are three of the ''Big Five'' personality dimensions.

Question 25

Joining the organization is a type of work-related behaviour.

Question 26

Personality is a relatively stable pattern of behaviours and internal states that help explain a person's behavioural tendencies.

Question 27

There is almost complete agreement among psychologists that personality is mostly formed by a person's childhood socialization.

Question 28

Recent studies have found that counterproductive work behaviours have a very small negative effect on organizational performance.

Question 29

Research has found that absenteeism is rarely, if ever, caused by situational factors.

Question 30

The five-factor model ''Big Five'' personality dimensions represent five clusters that represent most personality traits.

Question 31

Presenteeism occurs when people attend work even though their capacity to work is significantly diminished by illness, fatigue, personal problems, or other factors.

Question 32

Organizational citizenship is less likely to occur in a work environment where high cooperation already exists.

Question 33

Dark-side workplace behaviours are collectively known as counterfeit citizenship work behaviours (CWBs).

Question 34

Personality traits are more evident in situations where social norms and reward systems constrain behaviour.

Question 35

Sick leave policies affect the employee's motivation to attend work.

Question 36

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

Question 37

Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious.

Question 38

Organizational citizenship behaviours are usually described clearly in job descriptions.

Question 39

Employees are more likely to engage in organizational citizenship behaviours if these are outlined in their formal job duties.

Question 40

Neuroticism, sensing, and locus of control are three of the ''Big Five'' personality dimensions.

Question 41

According to the Myers-Briggs Type Indicator, some people are ''sensing-thinking'' types whereas others may be ''intuitive-feeling'' types.

Question 42

In the Myers-Briggs Type Indicator, ''judging'' types have a strong desire for order and want to resolve problems quickly.

Question 43

Our personalities influence how well we cope with stress

Question 44

The relationship between personality and workplace behaviour is weak, because so much about behaviour is dependent on situational factors.

Question 45

In Schwartz's circumplex model, self-enhancement refers to how much a person is motivated by self-interest.

Question 46

The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.

Question 47

Values are stable, long-lasting beliefs about what is important in a variety of situations

Question 48

The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.

Question 49

Some organizations now use applicants' writings on blogs and other social media to estimate their personalities.

Question 50

Values indirectly motivate behaviour by framing our perceptions of reality.

Question 51

In Schwartz's circumplex model, the opposing quadrant to openness to change is self-enhancement.

Question 52

Agreeableness is a personality dimension that describes people who are outgoing,talkative, sociable, and assertive.

Question 53

People arrange values into a needs hierarchy.

Question 54

Reminding ourselves of our dominant personal values ensures that we apply those values.

Question 55

Research indicates that values incongruence-differences between an employee's personal values and the organization's values-is fairly common.

Question 56

Employees who are conscientious tend to have higher levels of organizational citizenship.

Question 57

The Myers-Briggs Type Indicator is a personality test that measures the ''Big Five'' personality dimensions.

Question 58

One influence on the values-behaviour link is situation.

Question 59

One dimension of Schwartz's values model has openness to change at one extreme and conservation at the other extreme.

Question 60

Today, personality testing has become so popular that some experts warn we may have gone too far in organizational settings.

Question 61

Morally sensitive people tend to have more empathy and knowledge about the situation.

Question 62

Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions.

Question 63

Proximity is considered a moral intensity factor.

Question 64

Moral sensitivity is the degree to which an issue demands the application of ethical principles.

Question 65

One problem with the distributive justice principle is that it is difficult to agree on who is similar and what factors are relevant in making that determination.

Question 66

The utilitarian principle is sometimes known as a consequential principle

Question 67

Moral intensity refers to the difficulty associated with making certain decisions.

Question 68

Utilitarianism judges morality by the consequences of our actions, not the means to attaining those consequences.

Question 69

Some managerial issues involve no moral intensity.

Question 70

Utilitarianism and egalitarianism are personality dimensions of ethics

Question 71

The utilitarian principle advises us to seek the greatest good for the greatest number of people.

Question 72

Egalitarianism is one of three types of ethical principles

Question 73

Ethics experts say the only way to ensure that employees engage in ethical behaviour is to introduce ethical codes of conduct.

Question 74

Mindfulness increases moral sensitivity

Question 75

Organizations that don't align corporate values with the dominant values of the society in which they operate may experience increased employee turnover.

Question 76

When choosing the most ethically correct action in a particular situation, the distributive justice principle overrules (is more important than) the others.

Question 77

Employees typically choose honesty/ethics as the most important characteristic of effective leaders.

Question 78

Too much value congruence between an employee and an organization can create a "corporate cult" that potentially undermines creativity.

Question 79

It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual's rights may conflict with another.

Question 80

The distributive justice principle of ethical decision making is based largely on a cost-benefit analysis of each decision alternative.