Human Resource

Q: The elements in employees' relationships with their supervisors that affect levels of job satisfaction are much different from the elements in employees' relationships with their coworkers that affect job satisfaction.

Q: Emotional behavior seldom affects day-to-day organizational life.

Q: The Value-Precept Theory utilizes three critical psychological states to measure job satisfaction.

Q: (p. 97) Values are those things that people consciously or subconsciously want to seek or attain.

Q: Most academic psychologists and intelligence specialists have embraced Gardner's model of multiple intelligences.

Q: Educators have widely critiqued Gardner's concept of multiple intelligences.

Q: (p. 96) Research shows that employees with low job satisfaction experience strong positive feelings when they think about their duties or take part in their task activities.

Q: According to Howard Gardner's theory of multiple intelligences (MI) that there are three types of intelligence.

Q: (p. 75) The compensatory forms model of withdrawal argues that the various withdrawal behaviors are positively correlated.

Q: (p. 75) The independent forms model of withdrawal argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.

Q: A person with a relatively high level of spatial ability is easily able to visualize how geometric shapes would look if transformed in shape or position.

Q: Word fluency refers to the ability to understand what words mean and to readily comprehend what is read.

Q: (p. 75) The most serious form of physical withdrawal is absenteeism.

Q: Human intelligence has been studied predominantly through the empirical approach.

Q: (p. 73) Tardiness reflects the tendency to arrive at work late or leave work early.

Q: (p. 72) When employees engage in moonlighting, they use work time and resources to complete something other than their job duties, such as assignments for another job.

Q: The average intelligence among those in developed countries has remained stable over the past 70 years.

Q: Intelligence is influenced by biological as well as environmental factors.

Q: (p. 72) Examples of psychological withdrawal include missing meetings and tardiness.

Q: (p. 72) Employees falling under the category of "lone wolves" possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs.

Q: Successful performance depends solely on skill.

Q: (p. 71-72) Employees falling under the category of "stars" possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company.

Q: Knowing how to fly a plane is an example of an ability.

Q: Employees in the category of apathetics are demonstrate passive, destructive behavior. They exert the minimum level of effort required to keep their jobs.

Q: An ability represents the specific capacity to physically manipulate objects.

Q: Employees categorized as citizens demonstrate the highest levels of organizational commitment and behave in an active, constructive manner.

Q: Employers are advised to look for outside help to determine if a test exists or can be developed to screen applicants for the traits that best fit the position.

Q: (p. 71-72) Employees falling under the category of "lone wolves" tend to respond to negative events with voice because they have the desire to improve the status quo and the credibility needed to inspire change.

Q: Faking, cheating, and illegal discrimination are potential problems with on-the-job personality testing.

Q: (p. 71) Organizational commitment should increase the likelihood that an individual will respond to a negative work event with voice or loyalty.

Q: People with an external locus of control tend to blame failures on personal shortcomings.

Q: (p. 71) Loyalty is defined as an active, constructive response to a negative work event in which individuals attempt to improve the situation.

Q: People with an internal locus of control tend to attribute key outcomes in their lives to environmental causes, such as luck or fate.

Q: (p. 71) Voice is defined as a passive, constructive response to a negative work event that maintains public support for the situation while the individual privately hopes for improvement.

Q: People with an external locus of control tend to attribute positive outcomes, such as getting a passing grade on an exam, to their own abilities.

Q: (p. 71) Exit is defined as a passive, destructive response to a negative work event in which interest and effort on the job declines.

Q: People who believe they control the events that affect their lives are said to possess an internal locus of control.

Q: (p. 69) Affective commitment exists when there is a sense that staying is the "right" or "moral" thing to do.

Q: People with proactive personalities are valuable human capital.

Q: (p. 68) Continuance commitment exists when there's a profit associated with staying and a cost associated with leaving.

Q: Among the Big Five personality dimensions, extraversion had the strongest positive correlation with job performance.

Q: (p. 68) Continuance commitment focuses on personal and family issues more than affective and normative commitment.

Q: Jack grew up in Peoria. Both his family and his wife's family live there. This family background would create a high level of affective commitment.

Q: Entrepreneurs typically score high on conscientiousness because they prefer goal-focused leadership.

Q: (p. 68) Embeddedness summarizes a person's links to the organization and the community, his/her sense of fit with that organization and community, and what he/she would have to sacrifice for a job change.

Q: The proactive personality dimension is the most frequently studied of the Big Five personality dimensions.

Q: (p. 68) Continuance commitment tends to create more of a passive form of loyalty.

Q: Extraversion and conscientiousness are the most stable of the Big Five personality types.

Q: The negative end of the agreeableness scale is labeled neuroticism.

Q: (p. 68) A lack of employment alternatives is one of the factors that increase continuance commitment.

Q: (p. 67) The social influence model of withdrawal behavior suggests that employees with fewer bonds will be most likely to quit the organization.

Q: Personality consists of characteristics that are the sole product of environmental influences.

Q: (p. 67) The erosion model suggests that employees who have direct linkages with "leavers" will themselves become more likely to leave.

Q: Whistle-blowing is likely to occur when organizational identification is excessive.

Q: One of the risks of high self-monitoring is that one can turn into someone who is widely perceived as insincere, dishonest, phony, and untrustworthy.

Q: (p. 65) Employees who feel a sense of continuance commitment identify with the organization, accept that organization's goals and values, and are more willing to exert extra effort on behalf of the organization.

Q: There is a positive relationship between low self- monitoring and career success.

Q: (p. 64) Continuance commitment is defined as a desire to remain a member of an organization due to a feeling of obligation.

Q: People who are low self-monitors are sometimes called chameleons because they can readily adapt their self-presentation to their surroundings.

Q: (p. 64) Affective commitment is defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.

Q: High self-monitors are usually criticized for not being responsive to social and interpersonal cues.

Q: (p. 64) The three types of organizational commitment are continuance, normative, and affective.

Q: (p. 63) Organizational commitment is the desire on the part of an employee to remain a member of the organization.

Q: Self-monitoring is a person's overall self-evaluation.

Q: Research shows that it may be difficult to foster organizational commitment in global organizations because _____. (Check all that apply) __ adjustment problems for expatriates __ employees' commitment to the global company but not to the local subsidiary __ overwhelming amounts of physical withdrawal __ an emphasis on relational contracts __ survivor syndrome

Q: Training and development through challenging assignments, goal setting, and supportive leadership can improve employees' self-efficacy expectations.

Q: Which of the following are considered drivers of overall organizational commitment? (Check all that apply) __ Affective commitment __ Continuance commitment __ Psychological commitment __ Perceived organizational support __ Interaction adjustment

Q: Research has found a significant positive correlation between self-efficacy and job performance.

Q: People program themselves for success or failure by enacting their self-efficacy expectations.

Q: (p. 65,67,69,76) At Zion Creations, the percentage of minorities in the workforce is expected to rise to the following levels: African Americans (12 percent), Hispanics (15 percent), Asians (6 percent) and individuals above the age of 60 (9 percent). How would this affect employees' commitment toward Zion Creations? What steps should be taken by Zion Creations to increase employees' commitment toward the organization?

Q: Persuasion from others is the sole source of our self-efficacy beliefs.

Q: (p. 73-75) Describe the different forms of physical withdrawal.

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