model 3 -4 5

Ben is the type of individual who is pragmatic, maintains emotional distance, and believes the ends can justify means in all that he does. He is exhibiting

a self-fulfilling prophesy.

Machiavellianism.

projection.

prejudice.

stereotyping.

Conscientiousness seems to be the only Big Five Personality factor that predicts

organizational citizenship behaviour (OCB).

creative thinking.

self-motivation.

performance across all situations.

certain behavioural outcomes.

Emotional stability is a personality dimension that:

can be both positive and negative.

includes imaginativeness.

includes artistic sensitivity.

includes a measure of intellectualism.

can be both disagreeable and empathetic.

Empathy is a dimension of

self-awareness.

social skills.

self-motivation.

emotional intelligence.

emotional labour.

Feelings that tend to be of relatively lower intensity and lack contextual stimulus are called

attitudes.

moods.

emotional labour.

emotions.

affects.

Rhonda is experiencing a lot of turmoil in her personal life. Nevertheless, although she doesn't feel like it, she always smiles at customers when they arrive. Rhonda is

surface acting.

deceptive.

deep acting.

projecting.

labouring.

Tanya sees herself as a person of many talents, and she likes to be the centre of attention. She is exhibiting

Machiavellianism.

projection.

extroversion.

positive perception.

narcissism.

The most important reason why managers need to know how to measure personality is that research has shown that personality tests

are biased against minorities.

can avoid stereotyping.

are useful in hiring decisions.

can lead to a reduction in perceptual errors

screen out people with Machiavellian tendencies.

Tommy is extremely sociable, talkative, and assertive. According to the Big Five Personality Model, he is

an introvert.

emotionally stable.

agreeable.

an extravert.

conscientious.

Type A personality people

tend to be more successful in organizations than Type B personality people.

play for fun and relaxation, rather than to exhibit superiority.

measure their success in terms of how much of everything they acquire.

feel no need to discuss their achievements unless requested.

do not suffer from a sense of time urgency and impatience.

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment is called

Group of answer choices

selective interpretation.

selective analysis.

perception.

selective outlook.

environmental assessment.

In her quest to expand Northern Beverages, the HR manager acknowledges that she will need to hire an individual who is highly skilled in business strategy. She knows that university graduates who also participated extensively in athletics are usually ambitious and hardworking, compared with university students who did not. If she decides to interview only university grads who were athletes, she is likely engaging in

Group of answer choices

projection.

stereotyping.

contrast effect.

risk management.

the halo effect.

Kyle does not like to work with people of a particular ethnicity even before he has met them. Kyle is exhibiting

Group of answer choices

selective perception.

stereotyping.

projection.

heredity.

prejudice.

Pierre has a tendency to judge people without even knowing them by making generalizations about them based on the groups to which they belong. Pierre is engaged in

Group of answer choices

stereotyping.

projection.

contrast effect.

risk management.

the halo effect.

Sadir strongly believes that he did not pass the biology test because his teacher intentionally made the test difficult. This is called

Group of answer choices

the fundamental attribution error.

self-serving bias.

consistency

selective perception.

selective judgment.

When a sales manager attributes the poor performance of his or her sales agents to laziness, rather than to the complexity of the project and the innovative products of the competitor, the sales manager is engaging in

Group of answer choices

the fundamental attribution error.

self-serving bias.

selective perception.

the halo effect.

the contrast effect.

You are the recruiter for RESEARCH Inc., where your most recent task is to hire a research technician. You have set up an interview schedule to interview six applicants. You notice that in your assessment of the candidates you have been comparing them to one another. You are finding this to be an extremely long process and are not sure if this is very effective. You are

Groupof answer choices

using stereotyping.

using contrast effects.

using selective perception.

using prejudice.

using the halo effect.

Abbel is willing to stay at his present job that pays less than the competition because he enjoys the friendly atmosphere and feels motivated to continue to work hard at his job. Abbel's belief is based on

Group of answer choices

instrumentality.

expectancy.

valence.

performance.

goal setting.

Based on equity theory, when employees perceive they are under-rewarded, they

Group of answer choices

exert more effort in performing their jobs in order to re-establish equity.

will automatically quit the job and look somewhere else.

will always exert more effort of higher quality to warrant an increase in rewards.

will get disillusioned and automatically compare their job to some other job of lesser or equal value in an attempt to feel better about the inequity.

may exert less effort, may ask for more compensation, and may choose a different referent person.

Jane has a strong desire to achieve job status and likes to receive recognition for her accomplishments. Jane has a strong

Group of answer choices

safety need.

esteem need.

affiliation need.

self-actualization need.

power need.

Mark tries to make sure that his staff understands that the rewards they receive are closely related to performance. This is known as

Group of answer choices

valence.

self-actualization.

motivation.

instrumentality.

expectancy.

Ron is pleased to be working for an organization that uses organization-wide programs that distribute compensation based on an established formula designed around a company's profitability. These programs are known as

Group of answer choices

variable pay programs.

ESOPs.

gainsharing.

piece-rate plans.

profit-sharing plans.

Using Herzberg's theory, working conditions are ________ factors, while job responsibility is a ________ factor.

Group of aswer choices

motivator; hygiene

intrinsic; extrinsic

hygiene; motivator

external; internal

traditional; non-traditional

With respect to the motivation-hygiene theory, an example of a motivator factor is

Group of answer choices

salary.

supervision.

working conditions.

recognition.

company policy.

You are a new employee just hired with Acme Inc. Your supervisor has explained your job to you and has indicated that you will have a great deal of control over your job once you become proficient at it. He compliments your history of accepting responsibility and suggests that you are to feel free to offer constructive criticism about the way your job is structured. As a Theory Y supporter, your supervisor can

Group of answer choices

assume that you will be motivated by extrinsic rewards mostly.

assume that you would feel comfortable in a job with little autonomy.

assume that you would be interested in tangible rewards mostly.

assume that you will be internally motivated.

assume that you would be interested in bonuses more so than job challenge.

Your professor offers to give you $1 million if you memorize the textbook by tomorrow morning. You believe that no matter how much effort you put in, it's probably not possible to achieve this task within 24 hours. Your belief is based on

Grou of answer choices

the effort-performance relationship called expectancy.

the performance-rewards relationship called instrumentality.

the rewards-personal goals relationship called valence.

the fact that your professor does not look like a millionaire.

all of the wonderful items that can be purchased with the money.

________ theory tells us that individuals who have a ________ don't necessarily make good managers.

Group of nswer choices

McClelland's; high need for achievement

McClelland's; level of safety

ERG; high need for growth

ERG; low need for affiliation

Motivation-hygiene; high intrinsic need