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| 1 | |
The degree to which employees identify with and are emotionally committed to their work is referred to as: |
| | A) | job satisfaction. |
| | B) | employee competencies. |
| | C) | espoused values. |
| | D) | enacted values. |
| | E) | employee engagement. |
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| 2 | |
Which of the following is not explicitly stated in the model of individual behaviour and performance? |
| | A) | Motivation |
| | B) | Self-efficacy |
| | C) | Role perceptions |
| | D) | Situational factors |
| | E) | Ability |
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| 3 | |
Employee performance will decrease if this factor weakens. |
| | A) | Motivation |
| | B) | Ability |
| | C) | Role perceptions |
| | D) | All of the above |
| | E) | Only ‘a’ and ‘b’ affect employee performance |
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| 4 | |
Direction, intensity, and persistence are three dimensions of: |
| | A) | motivation. |
| | B) | organizational citizenship. |
| | C) | role perceptions. |
| | D) | person-job matching. |
| | E) | ability. |
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| 5 | |
The natural aptitudes and learned capabilities required to successfully complete a task are referred to as: |
| | A) | talent. |
| | B) | ability. |
| | C) | motivation. |
| | D) | antecedents. |
| | E) | role perceptions. |
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| 6 | |
Ability includes which of these? |
| | A) | Direction and intensity |
| | B) | Natural aptitude and intensity |
| | C) | Persistence and direction |
| | D) | Intensity and learned capabilities |
| | E) | Natural aptitudes and learned capabilities |
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| 7 | |
The abilities, values, personality traits, and characteristics of people that lead to superior performance are called: |
| | A) | values. |
| | B) | skills. |
| | C) | competencies. |
| | D) | aptitudes. |
| | E) | perceptions. |
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| 8 | |
Goal-directed activities under the individual's control are known as: |
| | A) | learning. |
| | B) | tacit knowledge. |
| | C) | self-efficacy. |
| | D) | task performance. |
| | E) | organizational citizenship. |
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| 9 | |
Conditions beyond an employee’s immediate control that constrain or facilitate his or her behaviour are: |
| | A) | role perceptions. |
| | B) | abilities. |
| | C) | competencies. |
| | D) | situational factors. |
| | E) | all of the above. |
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| 10 | |
Acts such as work avoidance or making nasty comments about others are examples of: |
| | A) | counterproductive work behaviours. |
| | B) | situational factors. |
| | C) | organizational citizenship. |
| | D) | enacted values. |
| | E) | values incongruence. |
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| 11 | |
Values congruence refers to situations where: |
| | A) | individual values are the complete opposite of company values. |
| | B) | two or more entities have similar value systems. |
| | C) | employees' values differ from their managers' values. |
| | D) | companies in the same industry have the same values systems. |
| | E) | managers see differences between their personal values and organizational practices. |
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| 12 | |
Which of the following is NOT a cross-cultural value? |
| | A) | Power distance |
| | B) | Individualism |
| | C) | Organizational memory |
| | D) | Uncertainty avoidance |
| | E) | Achievement-nurturing orientation |
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| 13 | |
Employees with high uncertainty avoidance: |
| | A) | accept unequal distribution of power in society. |
| | B) | respect tradition and fulfilling social obligations. |
| | C) | value thrift, savings, and persistence. |
| | D) | are comfortable receiving commands from their managers. |
| | E) | value structured situations where rules of conduct and decision making are clearly documented. |
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| 14 | |
One problem with individual rights is that |
| | A) | certain individual rights may conflict with others. |
| | B) | it focuses on the consequences of actions. |
| | C) | the judgment is on the results. |
| | D) | it is difficult or impossible to evaluate the benefits or costs of many decisions. |
| | E) | those who make a lesser contribution should receive less. |
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| 15 | |
The ethical principle of utilitarianism advises us: |
| | A) | to seek the greatest good for the greatest number of people. |
| | B) | that we must seek the right thing to do. |
| | C) | that everyone has entitlements. |
| | D) | people who are similar should receive similar benefits. |
| | E) | to do what is right. |
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| 16 | |
All of these are part of the "Big Five" personality dimensions, EXCEPT: |
| | A) | openness to experience. |
| | B) | agreeableness. |
| | C) | locus of control. |
| | D) | neuroticism. |
| | E) | extroversion. |
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| 17 | |
People who are outgoing, talkative, sociable, and assertive are displaying: |
| | A) | introversion. |
| | B) | agreeableness. |
| | C) | neuroticism. |
| | D) | extroversion. |
| | E) | openness to experience. |
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| 18 | |
The Myers-Briggs Type Indicator measures: |
| | A) | the amount of stress employees experienced during the previous week. |
| | B) | sensing, judging, and other personality traits identified by Carl Jung. |
| | C) | level of employee engagement. |
| | D) | the extent to which the individual has an internal or external locus of control. |
| | E) | the employee's tendency to rely on stereotypes rather than factual information. |
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