Part 1
1. Workplace stress diminishes all of the following except _____.
a) positive emotions
b) job satisfaction
c) organizational commitment
d) job performance
e) job turnover
2. Matt is frequently nervous, tense, and worried, both at work and at home. He likely scores low on which of the Big Five personality dimensions?
a) self-monitoring
b) conscientiousness
c) extroversion
d) openness to experience
e) emotional stability
3. Which of the following is not a Big Five Personality dimension?
a) extroversion
b) agreeableness
c) aggressiveness
d) conscientiousness
e) emotional stability
4. Boring, tedious jobs generally reduce people's perceptions of their _____.
a) self-esteem
b) anxiety
c) tolerance for pain
d) level of extroversion
e) self-efficacy
5. If a manager knows one of his employees has low self-esteem and wishes to enhance it, he should _____.
a) provide frequent reminders about improving weaknesses
b) avoid delegating work to this employee
c) redesign the work so that it is routine and structured
d) reinforce the employee's positive attributes and skills
e) avoid giving feedback
6. People high in ______ are responsive to others' social and interpersonal cues.
a) self-esteem
b) external locus of control
c) emotional intelligence
d) self-efficacy
e) agreeableness
7. Those high in this emotional intelligence trait tend to be empathetic.
a) social awareness
b) self-awareness
c) self-efficacy
d) self-management
e) relationship management
8. _______________ is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.
a) Self-awareness
b) Situational awareness
c) Social awareness
d) Self-management
e) Relationship management
9. Organizational ______ tries to explain and predict workplace behavior to help managers better lead and motivate others.
a) awareness
b) development
c) culture
d) strategy
e) behavior
10. Which of the following is not a distortion in perception?
a) causal attribution
b) stereotyping
c) halo effect
d) recency effect
e) cognitive dissonance
11. As an employee's age increases, his or her _____.
a) job involvement decreases
b) absenteeism increases
c) organizational commitment decreases
d) work motivation decreases
e) job satisfaction increases
12. Ted was hiring a new financial analyst, and he had several good candidates. He was leaning toward hiring Akiko, a Japanese American woman, since he thinks Asians are better at math. Ted is exhibiting which distortion in perception?
a) racism
b) recency effect
c) stereotyping
d) Pygmalion effect
e) self-serving bias
13. Carol really doesn't like her new boss and is not happy with the new tasks she's been assigned and the long hours she's been working. Still, she truly believes in what the company is trying to accomplish. Carol has _____.
a) poor job performance
b) low job satisfaction
c) low organizational commitment
d) poor job enrichment
e) low job involvement
14. A person's overall satisfaction with work depends on how he or she feels about several components. Which of the following is not such a component?
a) life outside of work
b) pay
c) promotions
d) coworkers
e) supervision
15. Job satisfaction results in stronger ______ and lower levels of ______.
a) job involvement; work-life balance
b) organizational commitment; perceived stress
c) motivation; life satisfaction
d) perceived stress; life satisfaction
e) perceived stress; absenteeism
16. Melissa impressed her boss by making lots of suggestions for department improvements and by putting in many weekend hours to do extra tasks to develop the new procedures. Melissa is exhibiting _____.
a) self-efficacy
b) onboarding traits
c) the halo effect
d) organizational citizenship behaviors
e) counterproductive work behaviors
17. Absenteeism, drug and alcohol abuse, and disciplinary problems are examples of _____.
a) organizational citizenship behaviors
b) self-efficacy
c) causal attribution
d) self-serving bias
e) counterproductive work behaviors
18. Organizational dimensions, the outer layer of the diversity wheel, include all of the following except _____.
a) management status
b) union affiliation
c) seniority
d) work location
e) ethnicity
19. Jake has a master's degree in psychology, but he is working at a sunglasses cart in the mall. He is currently experiencing _____.
a) reverse discrimination
b) the glass ceiling
c) attribution
d) underemployment
e) overemployment
20. Which of the following is the most common drug of abuse?
a) marijuana
b) tranquilizers
c) prescription pain medication
d) alcohol
e) methamphetamine
Part 2
1. Paula's management professor just told her class that the final exam is optional for students like her who currently have an A. She decides to take the exam anyway, since she likes the subject and wants to master the material. Paula is motivated to take the exam by a(n) _____.
a) hygiene factor
b) physiological need
c) high need for power
d) extrinsic reward
e) intrinsic reward
2. The need for status, reputation, and recognition are part of _____.
a) self-actualization
b) love
c) esteem
d) safety
e) physiological
3. After three shuttle accidents in three months, one of which resulted in a critical injury to a driver, Citywide Shuttle drivers received additional training and all shuttles were retrofitted with new braking systems. This helps to satisfy which of Maslow's needs?
a) self-actualization
b) safety
c) love
d) esteem
e) physiological
4. For managers, the importance of Maslow's contribution is that he showed that workers _____.
a) are interested only in compensation that helps them fulfill physiological needs
b) are as complex as their organization
c) have needs beyond that of just earning a paycheck
d) expect an employer to fulfill every level in their hierarchy of needs
e) have needs that cannot be understood by their employer
5. According to the acquired needs theory, the desire to influence others is part of the need for _____.
a) power
b) affiliation
c) self-actualization
d) relatedness
e) achievement
6. Sharon has excelled as an auditor for a large financial consulting firm. She loves building mutually beneficial relationships and is extremely well liked by her clients. Sharon likely has a _____.
a) low need for affiliation
b) low need for power
c) low need for achievement
d) high need for achievement
e) high need for affiliation
7. According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are _____.
a) dissatisfied
b) satisfied
c) unmotivated
d) neither satisfied nor dissatisfied
e) stagnant
8. According to Herzberg's two-factor theory, only ______ factors can make employees satisfied with their jobs.
a) growth
b) affiliation
c) motivating
d) hygiene
e) security
9. In equity theory, employees are motivated to _____.
a) resolve feelings of injustice and see fairness in the rewards they expect for task performance
b) work harder when they have more freedom
c) correct themselves when they aren't working hard enough
d) blame others when they miss work or fail at tasks
e) work just hard enough to get what they want
10. When workers perceive they are being treated fairly on the job, they are most likely to _____.
a) pass up promotional opportunities
b) support organizational change
c) be a whistle-blower
d) show improved safety practices
e) seek additional education
11. At his review last year, Bryan was promised a 20% raise if he met his production goals. Raises were included in today's paychecks, and although Bryan has met all of his goals, he only received a cost-of-living raise. In the future, Bryan's ______ will probably be ______.
a) instrumentality; high
b) valence; low
c) expectancy; low
d) instrumentality; low
e) expectancy; high
12. Job ______ is the opposite of job ______.
a) rotation; enrichment
b) rotation; enlargement
c) loading; enrichment
d) enlargement; enrichment
e) enlargement; simplification
13. The process of building into a job such motivating factors as recognition and achievement is called _____.
a) MBO
b) job enrichment
c) job satisfaction
d) job enlargement
e) horizontal loading
14. Which of the following is not a contingency factor in the job characteristics model?
a) autonomy
b) knowledge
c) skills
d) desire for personal growth
e) context satisfactions such as right working conditions and pay
15. The motivating potential score (MPS) is calculated as part of using _____.
a) reinforcement theory
b) McClelland's acquired needs theory
c) equity theory
d) goal-setting theory
e) the job characteristics model
16. When using punishment, a manager should _____.
a) ignore undesirable behaviors
b) save reprimands until the end of the workday, or preferably before a weekend
c) make sure that other employees witness the punishment
d) do it in conjunction with positive reinforcement
e) punish even minor infractions, to appear consistent
17. Which of the following is not an advisable criterion for an effective incentive plan?
a) The rewards are believable and achievable.
b) Measureable rewards are linked to performance.
c) The rewards require rarely attainable performance.
d) The rewards satisfy individual needs.
e) The rewards are agreed on by the manager and employees.
18. A sales commission is an example of a ______ compensation plan.
a) pay-for-knowledge
b) profit-sharing
c) gainsharing
d) pay-for-performance
e) Scanlon
19. Because the production division at Heavenly Gates Inc. is $10,000 below budget due to process improvements, this year 30% of the savings will be returned to the division to spend as desired, as a form of _____.
a) pay for performance
b) pay for knowledge
c) gainsharing
d) profit sharing
e) stock options
20. Daniel teaches sixth grade at a local elementary school. He significantly increased his salary by earning a master's degree in education. This is an example of _____.
a) pay for performance
b) profit sharing
c) a bonus
d) pay for knowledge or skill-based pay
e) gainsharing
Part 3
1. Which of the following is an effective way to deal with change and innovation?
a) insist on success
b) increase work rules and hierarchy
c) copy others' successes
d) jump right into it
e) have the courage to follow your ideas
2. According to Jim Collins, undisciplined pursuit of more and grasping for salvation are stages of institutional ___________.
a) decline
b) change
c) intervention
d) resistance
e) innovation
3. Which of the following is not a supertrend shaping the future of business?
a) more niche products
b) information becoming a competitive advantage
c) traditional companies struggling with radically innovative change
d) offshore suppliers affecting U.S. business
e) faster speed-to-market
4. Which of the following is an example of a proactive change?
a) Ciara's staff is unhappy about the long hours they have been working and several of them quit before she knows there is a problem.
b) Ciara's group sent a product that was nearing its launch date back to the drawing board based on a competitor's superior new offering.
c) Ciara cannot get permission to hire another person until her group misses several deadlines.
d) Ciara is constantly "putting out fires," responding to daily crises in her group.
e) Ciara explores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content.
5. Walmart's implementation of RFID, a type of technology that allows it to improve inventory tracking, is an example of a(n) ______ change.
a) reactive
b) incremental
c) cultural
d) responsive
e) proactive
6. Which of the following is an example of a force for change originating outside the organization?
a) productivity issues
b) conflict management
c) structural reorganization
d) social and political pressures
e) absenteeism
7. The increasing diversity of the American workforce is an example of a(n) ______ force for change.
a) market
b) demographic
c) social and political
d) political
e) economic
8. Which of the following is not an inside force that indicates organizational change might be needed?
a) high turnover
b) excessive conflict between managers and employees
c) increased competition
d) high levels of stress among employees
e) job dissatisfaction
9. Joan, a new manager, must enforce sales report deadlines, but her team is struggling. She creates a new system to streamline the process and helps everyone understand why the deadlines are important. This is an example of which force for change?
a) demographic characteristics
b) shareholder, customer, and market changes
c) manager's behavior
d) human resource concerns
e) social and political pressures
10. Northstar Insurance is about to install a program that will change the way its adjusters settle claims. Adjusters will be able to complete adjustment and issue the check right at the scene of the accident. Although employees are uncertain this can work, other insurance agencies have been successful with this approach. This represents ________.
a) motivated change
b) innovative change
c) adaptive change
d) radically innovative change
e) refusal to change
11. Appliance America customer complaints have increased because its drivers became lost when attempting deliveries and arrived late. The drivers have resisted using GPS systems, claiming they knew their territories. But managers are now encouraging them to look for the best solution. Appliance America is in the ________ stage of Lewin's change model.
a) changing
b) unfreezing
c) evaluation
d) learning
e) refreezing
12. Which of the following is not a leading reason that employees resist change?
a) individual predisposition toward change
b) lack of personal ethics
c) fear of failure
d) climate of mistrust
e) nonreinforcing reward systems
13. During Lewin's refreezing stage, managers should __________.
a) make employees dissatisfied with the present way of doing things
b) give employees the tools for change
c) provide benchmarking results
d) encourage and reinforce the desired change in the employees
e) reduce the barriers to change
14. In which of the following situations would OD techniques be the most helpful?
a) increasing efficiency among employees in a firm
b) helping employees from two similar organizations work better together in a strategic alliance
c) dealing with employee stress that comes from changing behaviors or from adapting to mergers
d) facilitating discussion of ethical issues in preparing a company's code of ethics
e) working with the CEO to determine how to increase profitability
15. As an OD consultant, Sharon is designing a survey of employee attitudes to be given to workers at SW Emergency Clinic. By collecting this information, Sharon is conducting the ______ stage of OD.
a) unfreezing
b) intervention
c) evaluation
d) diagnosis
e) refreezing
16. When it comes to failure in the innovation process, Procter & Gamble CEO A. G. Lafley suggests that the key is to __________.
a) work within a competent team so that blame is spread around among strong players
b) look for innovation in small increments, so that failure risks are small
c) fail early, fail cheaply, and don't make the same mistake twice
d) develop a tolerance for ambiguity so that failure does not personally upset you
e) avoid it by almost any means necessary, since it will irreparably harm your reputation
17. A managerial innovation that improves the efficiency of a company's cross-functional teams would be considered a ______ innovation.
a) product
b) process
c) core
d) transformational
e) practical
18. The management department at a local university began posting all assignments and other class materials to a course management website instead of creating a packet for students to purchase each term. This is a ______ innovation.
a) process
b) product
c) policy
d) breakthrough
e) reactive
19. Personal Care Products recently introduced a new acai berry shampoo. Rinn, director of new product development, has just reviewed the dismal results. As it appears that his team adequately researched the product's acceptance by consumers prior to its introduction, he is confused by the outcome. But to keep his team open to innovation, Rinn should __________.
a) step down as director
b) fire and replace the team lead as an example to others
c) acknowledge the team for their effort
d) ignore the product failure
e) demote the team leader
20. Which of the following is not a way to encourage innovation?
a) creating a culture that celebrates failure
b) supporting innovation with investments of time and money
c) withholding raises and promotions when innovation attempts don't work out
d) reinforcing experimentation
e) implementing effective reward systems
21. __________________ includes aspects such as goodwill, mutual respect, trust, cooperation, and teamwork.
a) Relational capital
b) Social capital
c) Personal capital
d) Productivity capital
e) Human capital
22. Michele had been working as an executive assistant to the president for nearly 25 years, so when she retired, no one had a good idea of all that her job entailed. Before she left, Sharon sat with her for two weeks to observe her duties and ask her the details of all functions. Sharon was performing a(n) __________.
a) behavioral-description interview
b) performance appraisal
c) informal appraisal
d) job rotation
e) job analysis
23. Ricco, an HR manager, used reports from the U.S. Bureau of Labor Statistics and the U.S. Census Bureau for information about his industry's labor pool in his geographic area to __________.
a) perform a job analysis
b) recruit from inside the organization
c) recruit from outside the organization
d) develop an affirmative action program
e) analyze human capital
24. Allie has a degenerative eye disease that is causing her to gradually lose her eyesight. When Allie asked her employer to purchase a low-vision computer for her use at work, she was instead let go. This violates provisions of the __________.
a) Family and Medical Leave Act
b) Americans with Disabilities Act (ADA)
c) Occupational Safety and Health Act (OSHA)
d) Privacy Act
e) Patient Protection and Affordable Care Act
25. If a firm gives all international assignments to people without disabilities, assuming they will therefore not require special accommodations, which type of workplace discrimination has occurred?
a) adverse impact
b) reverse discrimination
c) harassment
d) wage gap
e) disparate treatment
26. Which of the following statements about sexual harassment is true?
a) A hostile work environment is characterized by a tangible economic harm.
b) A person who feels he or she must acquiesce to a sexual proposition to keep his or her job is facing a quid pro quo.
c) The organization cannot be sued for sexual harassment as long as its managers did not know about the situation.
d) Uninvited hugging or patting someone is not considered sexual harassment.
e) Sexual harassment is defined as occurring between members of the opposite sex.
27. Maria worked in a manufacturing facility. Throughout the building there were posters and calendars of a sexually explicit nature, and they made Maria very uncomfortable. This is __________.
a) a hostile work environment
b) not of legal concern because none of the offensive materials are directed at Maria
c) sexual discrimination
d) not of legal concern because Maria is not suffering any economic injury
e) a quid pro quo harassment
28. When Jason became one of three final candidates for a managerial position with a large pharmaceutical company, the director of the department scheduled a special meeting with him. There, the two talked about the stressful deadlines and heavy travel required of the position, as well as the compensation and benefits. Jason appreciated that the director took time to conduct a(n) __________.
a) behavioral-description interview
b) performance appraisal
c) unstructured interview
d) situational interview
e) realistic job preview
29. A(n) ______________ is susceptible to legal attack because some questions may infringe on non-job-related matters such as privacy, diversity, or disability.
a) realistic job preview
b) situational interview
c) performance interview
d) behavioral-description interview
e) unstructured interview
30. During a(n) _______________, Megan asked Jeff to tell her about a time when he was able to overcome some sort of adversity.
a) realistic job preview
b) performance interview
c) situational interview
d) unstructured interview
e) behavioral description interview
31. Which of the following may be considered, legally, to be an employment test?
a) only personality tests
b) only interviews and personality tests
c) small talk before and after the interview
d) only application forms
e) any procedure used in the employment selection decision process
32. Haley, an HR manager, had a meeting with the Vice President of Safety to determine if the new safety training program appears to be effective in preventing and reducing the number of accidents. Haley is performing which step of the training process?
a) evaluation
b) objectives
c) selection
d) implementation
e) assessment
33. Ricco, an HR manager, is designing a training class for those working on the new cross-functional teams within her company. This class is aimed at improving group decision making and interpersonal relations. What method of delivery should she choose?
a) lectures
b) computer-aided training
c) workbooks
d) videotapes
e) role-playing, practice, and discussion
34. As a sales manager, Danyce is conducting performance appraisals for her team members. To do so, she tracks each person's sales calls, amount of sales, and revenues on a quarterly basis. Danyce is using a(n) ______ system of appraisal.
a) subjective
b) behavioral
c) trait
d) objective
e) 360-degree
35. Dora is conducting a performance appraisal for Sue, one of her employees. The company's performance appraisal form asks her to rate Sue's performance on various items like "Submits reports on time with minimal errors" on a scale from 1 to 5. Dora's is using a ______ appraisal system.
a) behaviorally anchored rating scale (BARS)
b) 360-degree
c) MBO
d) results
e) trait
36. In giving performance feedback to employees, a manager should __________.
a) use other employees as examples
b) describe a subordinate's current performance in general terms
c) concentrate on "stretch goals"
d) rely on impressions
e) use both formal and informal appraisals
37. Which of the following is not an example of an incentive?
a) stock options
b) commissions
c) profit-sharing plans
d) bonuses
e) education reimbursements
38. Executives often negotiate generous severance packages that they receive if the company is taken over by another. These are known as __________.
a) silver linings
b) fringe benefits
c) maquiladoras
d) life insurance
e) golden parachutes
39. Which of the following is not a principal reason why an employee may be transferred?
a) employee's skills are needed in another part of the organization.
b) employee is suspected of illegal behavior.
c) to retain employee interest and motivation by presenting a new challenge.
d) employee has personal differences with their present boss.
e) to broaden employee experience.
40. The risk of "wrongful termination" lawsuits is reduced with careful _________________.
a) coaching
b) training and development
c) discussion at the time of dismissal
d) documentation
e) goal setting