46. When Green Corp. recently acquired Orange Corp., employees in each company began to

privately complain about the behaviour and performance of employees at the other organisation.

For example, Orange employees would claim that Green employees lacked customer service

skills, whereas Green employees claimed that they were more responsive to customer needs.

Employees would also label each other by their former colour ('She's a Greenie'). This incident

mainly describes which of the following perceptual phenomena?

A: Social identity

B: Self-serving bias

C: Self-fulfilling prophecy

D: Fundamental attribution error

47. Suppose that Jamie, your supervisor, makes a fundamental attribution error when evaluating your

job performance. Which of the following is most likely to occur?

A: Jamie would tend to give you a lower appraisal rating because she thinks your good

performance is due mainly to her effective leadership over you.

B: Jamie will tend to rate you high or low on all performance dimensions based mainly on her

overall impression of you.

C: Jamie would tend to give you a higher or lower appraisal rating based on what she thinks is

your ability and motivation, rather than taking external factors (such as helpful colleagues)

into account.

D: Jamie will likely rate you based on her initial impression of your potential ability.

48. How might self-serving bias be observed in a corporate annual report?

A: The report would say more about the company's problems and less about its successes.

B: The report would emphasise the role of competition, inflationary pressures and other external

causes of problems in the organisation's performance.

C: The report would exclude any bad news about the organisation's performance.

D: The report would acknowledge that competition, the economy and other external factors

should be credited for some of the company's recent success.

49. Mental models cause us to:

A: perceive events as though people are acting on a theatrical stage.

B: select and organise stimuli in ways that are consistent with our broad world views.

C: believe the behaviour of others is caused more by their ability or motivation than the situation.

D: perceive ourselves as members of several groups that are different from people in other

groups.

50. Which of these jobs would normally require emotional labour?

A: Bank teller.

B: Bill collector.

C: Funeral director.

D: All of the above.

51. Which of the following best represents the most common linkage between attitudes and

behaviour?

A: Intentions->feelings->beliefs->behaviour.

B: Behaviour->job satisfaction->cognitive dissonance->organisational commitment.

C: Beliefs->feelings->intentions->behaviour.

D: Behaviour->feelings->intentions->beliefs

52. Employees who stay with an organisation mainly because they believe it will cost them

financially to leave, are likely to have:

A: high continuance commitment.

B: high emotional intelligence.

C: high affective commitment.

D: all of the above.

53. Which of the following statements about job satisfaction and job performance is TRUE?

A: Some employees who are dissatisfied with their jobs continue to have high job performance.

B: Job satisfaction increases job performance but has no effect on customer service.

C: Job satisfaction causes higher job performance, but only when the organisation uses

membership and seniority-based rewards rather than performance-based rewards.

D: Employees who are satisfied with their jobs always perform their jobs better than employees

who are dissatisfied with their jobs.

54. Normal Technologies Corp. (NTC) offers superb fitness facilities, flexible work hours, a gourmet

restaurant with company-subsidised meals and a workplace with security systems for high

physical safety. According to Herzberg's motivator-hygiene theory, these conditions will:

A: motivate all of NTC's employees to perform their jobs better.

B: motivate employees whose lower-level needs have not yet been satisfied.

C: increase job satisfaction among employees who value those conditions.

D: reduce job dissatisfaction among NTC's employees but will not motivate them in performing

their jobs.

55. When employees receive a reward that they don't want, expectancy theory states that they have:

A: a high E-to-P expectancy.

B: an inappropriate comparison other.

C: a negative outcome valence.

D: a low P-to-O expectancy.

56. According to expectancy theory, giving more valued rewards to employees with higher job

performance mainly increases motivation by:

A: strengthening the E-to-P expectancy.

B: strengthening the P-to-O expectancy.

C: weakening the E-to-P expectancy.

D: strengthening both the E-to-P and P-to-O expectancies.

57. A job characteristic in which employees are able to complete something from beginning to end or

there is a visible outcome of the work is called:

A: skill variety

B: task significance

C: job feedback

D: task identity

58. A large retail organisation previously divided work among its four employee benefits staff into

distinct specialisations. One person answered all questions about superannuation, another

answered all questions about holiday leave, and so on. These jobs were recently restructured so

that each employee benefits person answers all questions for employees in a particular

geographic area. For example, one staff member is responsible for all employee benefits

inquiries from anyone in a particular geographic region. This job restructuring is an example of:

A: job specialisation

B: job enrichment

C: job rotation

D: scientific management

59. Which of the following is an advantage of job specialisation?

A: The work is less repetitive.

B: Jobs can be mastered quickly.

C: Employees are more involved with their jobs.

D: Task specialisation has no clear advantages to the organisation.

60. A mid-sized city introduced a reward system whereby employees would find ways to reduce

costs and increase work efficiency. Every employee would receive a portion of the surplus

budget resulting from these cost savings. This city is using:

A: a gainsharing plan

B: a commission system

C: a piece-rate plan

D: a share option plan