Deck 4: Workplace Emotions,attitudes,and Stress

Question 1

Research concludes that when our emotions and logical analysis of a situation conflict with each other,we should follow our emotions.

Answer 1

False

Question 2

People with the same feelings may form different behavioural intentions based on their unique past experience.

Answer 2

True

Question 3

Display rules are norms that require employees to show certain emotions and to withhold others.

Answer 3

True

Question 4

Emotional labour refers to any physical work that makes employees feel angry that they must perform this kind of work.

Question 5

Emotions generate a core affect that something is good or bad,helpful or harmful,to be approached or avoided.

Question 6

Attitudes develop from our emotional experiences as well as from the perceptual process.

Question 7

A person's emotions are influenced by his or her personality,not just from workplace experiences.

Question 8

Moods are less intense emotional states that are not directed toward anything in particular.

Question 9

Cognitive dissonance is more likely to occur when the dissonant behaviour is known to everyone,was done voluntarily and can't be undone.

Question 10

Moods represent our reaction to specific people or events,whereas emotions are not directed toward anything in particular.

Question 11

Emotions are communications to ourselves,which serve to put us in a state of readiness.

Question 12

Attitudes are fleeting physiological experiences we have in response to an attitude object.

Question 13

Emotions are brief events or "episodes".

Question 14

Emotions represent the cluster of beliefs,assessed feelings,and behavioural intentions towards something or someone.

Question 15

People are consciously aware of most emotions they experience.

Question 16

Strong emotions trigger our conscious awareness of a threat or opportunity in the external environment.

Question 17

Attitudes represent a cluster of beliefs,motivation and feelings about an attitude object.

Question 18

In the model of emotions,attitudes,and behaviour,feelings lead to beliefs,which in turn lead to behaviours.

Question 19

Beliefs represent our perceptions about the attitude object.

Question 20

Attitudes consist of the following three components: emotions,beliefs,and behaviours.

Question 21

Emotional intelligence can be learned to some extent.

Question 22

Conflict between required and true emotions is called emotional intelligence.

Question 23

Experts have concluded that cognitive intelligence and emotional intelligence are the same things.

Question 24

Relationship management represents the highest level of emotional intelligence.

Question 25

Compared with other countries,Canadian employees have above average levels of job satisfaction.

Question 26

Emotional dissonance occurs when we use our emotional intelligence on others but other people do not use their emotional intelligence on us.

Question 27

Emotional dissonance is most common where emotional display rules are highly regulated and employees must display emotions quite different from their true emotions.

Question 28

Emotional intelligence tends to increase with age.

Question 29

Employees experience less stress from emotional labour when they practice surface acting rather than deep acting.

Question 30

Emotional dissonance refers to the conflict experienced between the emotions we are required to display and our true emotions in that situation.

Question 31

Emotional labour may result in stress and job burnout when the prescribed emotions for a job conflict with the employee's true emotions.

Question 32

It is reasonable to conclude from recent surveys that nearly all employees in Canada are very satisfied with their jobs.

Question 33

The four dimensions of emotional intelligence form a hierarchy.

Question 34

Emotional intelligence is a set of abilities.

Question 35

Jobs require more emotional labour when employees must display a variety of emotions,rather than just one or two.

Question 36

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.

Question 37

Three dimensions of emotional intelligence are cognitive dissonance,continuance commitment,and emotional labour.

Question 38

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

Question 39

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

Question 40

The norms and expectations governing emotional display rules are similar around the world.

Question 41

Research indicates that employees with higher job satisfaction tend to provide better customer service.

Question 42

Employees in India and Mexico report higher levels of job satisfaction than employees in Canada.

Question 43

Trust,employee involvement,and organizational comprehension tend to increase organizational commitment.

Question 44

Researchers have consistently found that job satisfaction leads to improved job performance even when rewards are not a factor.

Question 45

Employees experience more continuance commitment when the organization provides opportunities for employee involvement.

Question 46

Personality and previous experiences influence an employee's decision to engage in exit,voice,loyalty,or neglect when they are dissatisfied with their job.

Question 47

Continuance commitment motivates employees to increase their work effort beyond expectations.

Question 48

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.

Question 49

Financial incentives to stay with the organization (i.e.,golden handcuffs)usually reduce continuance commitment.

Question 50

Continuance commitment is a calculative decision to remain with the organization,rather than an emotional attachment to the firm.

Question 51

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

Question 52

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

Question 53

Employees have lower affective commitment when they are offered stable,long-term employment.

Question 54

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

Question 55

Employees with high levels of affective commitment tend to engage in more organizational citizenship behaviours.

Question 56

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

Question 57

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

Question 58

The latest organizational behaviour evidence concludes that happy workers are more productive workers to some extent.

Question 59

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.

Question 60

The two types of organizational commitment are affective and afflictive.

Question 61

The general adaptation syndrome describes the consequences of stress.

Question 62

In the final stage of job burnout,affected employees quit their jobs.

Question 63

Employees can build up a resistance to stress by frequently experiencing the exhaustion stage of the general adaptation syndrome.

Question 64

Everyone needs some level of stress to survive.

Question 65

There are three stages in the job burnout process.

Question 66

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

Question 67

The individual's energy level and ability to cope with stress decrease at the beginning of the general adaptation syndrome.

Question 68

The job burnout process occurs in the following sequence: (1)reduced efficacy,(2)emotional exhaustion and (3)higher blood pressure.

Question 69

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

Question 70

Work-related stress is an affliction in Canada and the United States that is a relatively minor workplace concern in other countries.

Question 71

Resistance is the final stage of the stress experience (i.e.the general adaptation syndrome).

Question 72

Affective commitment is higher in organizations with strong ethical values.

Question 73

Stress is a psychological and physiological adaptive response to a situation that is perceived as challenging or threatening to the person's well-being.

Question 74

Employees tend to have higher organizational commitment when their personal values differ from the company's values.

Question 75

In Canada,women in management jobs experience more stress than men in similar jobs.

Question 76

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

Question 77

Stress refers mainly to environmental conditions that cause people to experience fear.

Question 78

Job burnout refers to situations where employees experience stress because they are deprived of contact with clients,colleagues and other people.

Question 79

Permanent employees are always more likely than temporary employees to demonstrate affective commitment.

Question 80

Job burnout occurs when people work too hard.