Q&A Hero

Q: According to four-drive theory, when observing something that is inconsistent with or beyond our current knowledge, we experience tension that causes us to block out the discrepancy.

Q: According to four-drive theory, the drive to acquire is the foundation of competition and the basis of our need for esteem.

Q: According to four-drive theory, the drive to acquire, bond, and learn are proactive.

Q: Four-drive theory states that everyone has the drive to acquire, bond, learn, and defend.

Q: According to learned needs theory, companies should hire leaders with a strong need for personalized power.

Q: According to learned needs theory, people with a high personalized need for power desire power as a means to help others.

Q: People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts.

Q: People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

Q: People with a high need for achievement tend to avoid risks and prefer working in teams.

Q: A need for achievement is when people want to accomplish extremely challenging goals and do not want any feedback outside of recognition for their success.

Q: A person's hierarchy of needs is influenced by his or her values.

Q: According to the needs hierarchy theory, the concept of self-actualization suggests that people are naturally motivated to reach their potential.

Q: Studies have concluded that people progress through Maslow's Needs Hierarchy as predicted.

Q: Maslow's needs hierarchy theory states that people are motivated by only one need at a time.

Q: Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

Q: Self-concept and past experiences regulate a person's motivated decisions and behavior, but social norms have little to no influence on them.

Q: Everyone has the same drives, but they develop different intensities of needs in a particular situation.

Q: Drives are innate, universal, and are the "prime movers" of behavior because they generate emotions, which put people in a state of readiness to act on their environment.

Q: Employee engagement is on the minds of many business leaders these days because it seems to be a strong predictor of employee and work unit performance.

Q: The concept of employee engagement is related to motivation, but not to role clarity.

Q: Emotional dissonance occurs when: A. there are no known emotional display rules for a particular situation. B. we experience conflict between the required emotions and our true emotions. C. we work with someone who has high emotional intelligence. D. job satisfaction is at the same level as organizational commitment. E. there is a set of similar emotional display rules around the world.

Q: Emotional dissonance is: A. the emotion people experience when they are dissatisfied with their paycheck. B. a significant cause of stress and job burnout. C. present whenever emotional labor is not required in the job. D. the main source of unethical conduct in organizational settings. E. the existence of a set of similar emotional display rules around the world.

Q: Which of these countries is more likely to accept or tolerate people who display their true emotions at work? A. U.S.A. B. Japan C. France D. Spain E. Austria

Q: Which of these statements about emotional labor is true? A. Jobs involving customer service do not require emotional labor. B. Research indicates that emotional display rules and standards are very similar around the world. C. Emotional labor demands are lower in jobs requiring a variety of emotions. D. Emotional labor demands are lower in jobs where interaction with clients is frequent. E. Emotional labor demands are higher in jobs requiring more intense emotions.

Q: Emotional labor is higher in jobs requiring: A. limited hours of routine work. B. working in irregular shifts. C. working in isolation. D. frequent interaction with clients. E. skilled knowledge such as accounting.

Q: Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of: A. emotional labor. B. cognitive response. C. cognitive dissonance. D. judgmental evaluation. E. emotional attribution.

Q: Emotional labor refers to: A. the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions. B. the tendency to change our attitudes so they become more consistent with our behaviors. C. a person's evaluation of the job and work context. D. a person's emotional attachment to identification with, and involvement in a particular organization. E. maintaining similar emotional display rules and standards around the world.

Q: People with more negative emotions tend to have higher _____________ and are introverted. A. neuroticism B. emotional stability C. attendance D. consistency E. complexity

Q: People with more positive emotions typically have higher ____________ and are extroverted. A. neuroticism B. emotional stability C. turnover D. consistency E. complexity

Q: Most often, people reduce cognitive dissonance by: A. Reversing the decision that caused the dissonance. B. Seeking out the negative aspects of the decision and highlight them. C. Pretending there were no alternatives to the decision. D. Developing more favorable attitudes toward specific features of the decision. E. There is no way to reduce cognitive dissonance.

Q: The uncomfortable tension felt when our behavior and attitudes are inconsistent with each other is called: A. cognitive distance. B. emotional intelligence. C. cognitive justification. D. cognitive dissonance. E. neglect.

Q: Many companies try to create positive experiences at work. Which of the following is the major reason for this? A. It is mandatory for a multi-national company to have such work conditions. B. Work conditions can have an emotional influence on employee attitudes. C. In order to promote an image of increased corporate social responsibility. D. As part of the green marketing campaign which is popular around the world. E. This would help the employers form a cognitive dissonance with the employees.

Q: As soon as we receive sensory information, we nonconsciously tag some of that information with emotional markers. These markers are: A. calculated feelings about an individual or incidents. B. calculated feelings of a particular attitude or emotion. C. behavioral intentions formed based on the individual's beliefs. D. innate emotional responses to thin slices of sensory information. E. the internal beliefs that drive individuals of an organization.

Q: Which of the following determine whether intentions translate into behavior? A. External dimensions of your value system. B. Past experience, personality and social norms. C. Internal or external locus of control. D. Self-efficacy and self-esteem. E. Tendency for self-enhancement.

Q: Identify the term that represents your motivation to engage in a particular behavior regarding the attitude object. A. Feelings B. Senses C. Beliefs D. Behaviors E. Intentions

Q: Which of these statements represents the feelings dimension of attitudes? A. I don't like how my boss treats his employees. B. I want to transfer out of this department to get away from this manager. C. My supervisor berates his employees in public. D. I intend to tell the human resource manager that my supervisor should be demoted. E. I believe the current actions of the company will increase its competitiveness.

Q: Which of the following terms best represents the positive or negative evaluations of the attitude object? A. Intentions B. Behaviors C. Feelings D. Senses E. Beliefs

Q: Which of the following terms refer to established perceptions about the attitude object? A. Intentions B. Feelings C. Senses D. Beliefs E. Behaviors

Q: Beliefs, feelings, and behavioral intentions are components of: A. attitudes. B. the EVLN model. C. organizational commitment. D. emotions. E. the psychological contract.

Q: Which of the following differences is similar to the difference between emotions and attitudes? A. Eating something versus drinking something. B. Experiencing something versus judging something. C. Perceiving something versus behaving toward something. D. Knowing about something versus doing something. E. Espoused values versus enacted values.

Q: According to the Circumplex Model of Emotions, high activation negative emotions include: A. bored. B. gloomy. C. jittery. D. still. E. all of these.

Q: Anger, fear, joy, and sadness represent: A. the beliefs that influence our attitudes towards something or someone. B. the first four stages of emotional labor. C. different types of emotions. D. the four dimensions of job satisfaction. E. the four areas of the Johari Window.

Q: Which of the following is an effect of emotions? A. They represent the cluster of beliefs and behavioral intentions toward a person. B. They put us into a state of readiness. C. They help us involve in conscious logical reasoning. D. They enable us to have established perceptions about the attitude object. E. They represent one's motivation to engage in a particular behavior.

Q: Which of the following statements is true of emotions in the workplace? A. They are physiological actions rather than behavioral actions. B. Emotions last for a longer time period. C. Emotions are directed toward someone or something. D. They are also referred to as moods of individuals. E. Emotions and moods are directed toward specific attitudes of others.

Q: Emotions will have a greater influence on our perceptions, attitudes, decisions, and behavior than cognition because: A. emotional processes often occur before cognitive processes. B. cognitive processes are less significant for individual behaviors. C. emotional processes are simpler than cognitive processes. D. emotional processes are more likely to result in negative behaviors. E. cognitive processes are more likely to result in negative behaviors.

Q: Emotions are defined as: A. feelings that are not directed toward anything in particular. B. our judgments about what is right or wrong. C. our intentions to act towards an attitude object. D. the cluster of beliefs, assessed feelings and behavioral intentions towards an attitude object. E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.

Q: Social support cannot improve a person's self-confidence, but it can help a person withdraw from a stressor.

Q: Many companies have fitness centers or subsidize the cost of membership at off-site centers. This practice is intended to remove the stressor.

Q: Vacations and holidays allow employees to withdraw from various organizational stressors and reenergize for future challenges.

Q: Work practices such as flexible and restricted work hours increase work-related stress.

Q: Job sharing and telecommuting are usually considered ways to reduce stress through increasing work/life balance.

Q: Individuals with high neuroticism usually experience lower stress levels because they are less prone to anxiety.

Q: Work overload and job burnout are also referred to as quid pro quo harassment at the workplace.

Q: Any environmental condition that places a physical or emotional demand on a person is called a stressor.

Q: Job burnout is a particular stress consequence process, which typically consists of three stages.

Q: According to general adaption syndrome, the alarm reaction stage activates various biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage coping mechanisms to overcome or remove the source of stress.

Q: Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes.

Q: Some level of stress is a necessary part of life for every individual.

Q: Stress is an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being.

Q: Trust is a reciprocal activity; to receive trust from employees, corporate leaders must demonstrate their trust in those employees.

Q: Opportunities for employee involvement and increased social identity with the organization would increase the continuance commitment of employees.

Q: Employees with very high loyalty tend to have high conformity, which results in lower creativity.

Q: Employees with high levels of affective commitment tend to engage in more organizational citizenship behaviors.

Q: Financial incentives given to employees to stay with the organization usually reduces continuance commitment.

Q: Affective commitment refers to a calculative attachment to remain in the organization.

Q: Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization.

Q: Job satisfaction is an ethical issue that influences the organization's reputation in the community.

Q: Employees with higher job satisfaction tend to convey more friendliness and positive feelings to customers.

Q: The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.

Q: Job performance leads to improved job satisfaction only when performance is linked to valued rewards.

Q: People with a high conscientiousness personality are more likely to engage in neglect and less likely to engage in voice.

Q: According to the exit-voice-loyalty-neglect model, some unsatisfied employees engage in "voice" by constructively recommending solutions to the source of their dissatisfaction.

Q: The exit-voice-loyalty-neglect model states that some employees respond to their job dissatisfaction by patiently waiting for the problem to work itself out or get resolved by others.

Q: Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs.

Q: Job satisfaction represents a person's evaluation of his or her job and work context.

Q: The dimensions of emotional intelligence are cognitive dissonance, continuance commitment, and emotional labor.

Q: Emotional intelligence refers to how an individual behaves, not the abilities of that individual.

Q: Emotional intelligence refers to the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

Q: Employees can minimize the stress from emotional labor by actually changing their emotions to match the job requirements (deep acting), rather than displaying emotions contrary to their true emotions (surface acting). TRUE

Q: Employees experience less stress from emotional labor when they practice surface acting rather than deep acting.