Deck 12: Individual Behaviour

Question 1

Attribution theory describes how people try to explain the behaviour of themselves and other people.

Answer 1

True

Question 2

The self-serving bias and the fundamental attribution error provide explanations of the factors that people use in explaining their own and others' behaviour.

Answer 2

True

Question 3

Two different people cannot perceive things differently.

Answer 3

False

Question 4

When the work experience is designed well,people can achieve high performance results and experience a high quality of work life.

Question 5

Perception acts as a filter through which information must pass in interpersonal communication.

Question 6

Too many people today work under conditions that fail to provide them with motivation,self-respect,and satisfaction.

Question 7

The idea of a psychological contract between an individual and an organization suggests that the individual makes contributions in exchange for inducements.

Question 8

Typical withdrawal behaviours are low absenteeism,low employee turnover,and high job engagement.

Question 9

The downside of high ambition is sacrificing right actions for wrong actions.

Question 10

The process of developing causal explanations for things that happen to people is called attribution.

Question 11

A psychological contract is a set of expectations held by an individual about what will be given and received in the employment relationship.

Question 12

According to scholar and consultant Ram Charan traits like ambition are personal differentiators separating successful people from unsuccessful people.

Question 13

The process through which people receive,organize,and interpret information from their environment is called perception.

Question 14

The process through which people receive,organize,and interpret information from their environment is called impression management.

Question 15

A supervisor who attributes a worker's low productivity on laziness when the worker is using a machine that breaks down frequently is an example of self-serving bias.

Question 16

Individual perceptions are influenced by values,cultural backgrounds,and personal and situational circumstances.

Question 17

The ideal work situation is one in which the exchange of values in the psychological contract favours the employee.

Question 18

Contributions,provided by the individual in the psychological contract,include effort,time,creativity,loyalty,and commitment.

Question 19

Attribution error occurs when a person overestimates internal factors and underestimates external factors as influences on his or her behaviour.

Question 20

Scholar and consultant Ram Charan believes that ambition is one of the personal traits that separates "people who perform from those who don't."

Question 21

One common result of stereotyping in the workplace is the glass ceiling effect.

Question 22

Impression management is often considered "phony" and can do very little to help further one's career or create a positive image of self.

Question 23

Identifying an individual with a group or category and using oversimplified attributes of the category or group to describe the individual is the perceptual distortion mechanism of selective perception.

Question 24

Selective perception rarely interferes with a manager's view of situations or individuals.

Question 25

Personality refers to the combination or overall profile of characteristics that make one person unique from every other.

Question 26

Common stereotypes in the workplace include racial and ethnic stereotypes,gender stereotypes,ability stereotypes,and age stereotypes.

Question 27

Assigning one's personal attributes to another individual is an instance of the halo effect.

Question 28

Wearing a pinstriped business suit to an interview with IBM is an example of impression management.

Question 29

The systematic attempt to influence how others perceive us is impression management.

Question 30

Singling out for attention those aspects of a situation or attributes of a person that reinforce or are consistent with one's beliefs,values,or needs is termed projection.

Question 31

Projection is the assignment of personal attributes to other individuals.

Question 32

Projection errors can be controlled through self-awareness and a willingness to communicate and empathize with others.

Question 33

Selective perception is the tendency to define problems from one's own point of view.

Question 34

Assuming women lack the ability to work abroad is an example of a gender stereotype.

Question 35

A manager who considers the jobs performed by the members of her department to be dull and considers changing their responsibilities to be more interesting and challenging is an example of projection.

Question 36

An introvert is comfortable and confident in interpersonal relationships and an extrovert is more withdrawn and reserved in interpersonal relationships.

Question 37

Stereotyping occurs when attributes commonly associated with a group are assigned to an individual.

Question 38

A halo effect occurs when one attribute is used to develop an overall impression of a person or situation.

Question 39

Agreeableness is one of the "Big Five" personality traits that reflects the degree to which someone is outgoing,sociable,and assertive.

Question 40

Some basic impression management tactics include making eye contact and smiling while engaged in conversation,knowing when to "dress up" and when to "dress down," and displaying a high level of energy.

Question 41

The "low-mach" personality is exploitative and unconcerned about others,whereas the "high-mach" personality is deferential in allowing power to be exerted over him/her.

Question 42

People with an authoritarian personality are control-oriented in leadership positions and subservient as followers.

Question 43

A person with an ENFP Myers-Briggs profile would be extroverted,focused on the big picture,uses emotions when dealing with problems,and acts with flexibility and spontaneity.

Question 44

A low self-monitor tends to be a learner,comfortable with feedback,and both willing and able to change.

Question 45

A conscientious person focuses on what can be accomplished and meets commitments;a person lacking conscientiousness is careless,often trying to do too much and failing,or doing little.

Question 46

Individuals with an external locus of control accept responsibility for their own actions,whereas individuals with an internal locus of control blame others and outside forces for what happen to them.

Question 47

Conscientiousness is one of the "Big Five" personality traits that reflects the degree to which someone is responsible,dependable,and careful.

Question 48

Emotional stability is one of the "Big Five" personality traits that reflects the degree to which someone is relaxed,secure,and unworried.

Question 49

Managers must be able to understand and respond to personality differences when building teams but not when making job assignments and engaging in daily work activities.

Question 50

Authoritarianism is a personality characteristic that refers to the degree to which a person defers to authority and accepts status differences.

Question 51

Personality tests not specifically designed for hiring decisions may result in lawsuits for bias or discrimination.

Question 52

The cognitive component of an attitude reflects a belief or opinion.

Question 53

Extroversion is one of the "Big Five" personality traits that reflects the degree to which someone is outgoing,sociable,and assertive.

Question 54

An open person is broad-minded,receptive to new things,and open to change;a person lacking openness is narrow-minded,has few interests,and is resistant to change.

Question 55

An attitude is a predisposition to act in a certain way toward people and things in one's environment.

Question 56

Self-monitoring reflects the degree to which someone is able to adjust and modify behaviour in response to the situation and external factors.

Question 57

"Internals" are prone to blame others and outside forces for what happens to them.

Question 58

The extent to which one believes that what happens is within one's control is called locus of control.

Question 59

Self-monitoring is the extent to which people believe they are in control of their destinies versus believing that that what happens to them is beyond their control.

Question 60

Conscientiousness has been found to be a strong predictor of job performance.

Question 61

Behavioural discontent describes the discomfort a person feels when attitudes and behaviour are inconsistent.

Question 62

Even the most capable,well-supported workers won't achieve the highest performance levels unless they are willing to work hard.

Question 63

Workers who are more satisfied with their jobs are absent less frequently.

Question 64

Research shows that it is highly likely that job satisfaction and job performance influence one another.

Question 65

If high performance is to be achieved in any work setting,the individual contributor must possess the right abilities,work hard at the task,and have the necessary support.

Question 66

When people go above and beyond their normal job requirements,they are exhibiting organizational citizenship behaviours.

Question 67

Job satisfaction is closely related to job involvement and organizational commitment.

Question 68

The affective component of an attitude reflects a specific feeling.

Question 69

Cognitive dissonance describes the discomfort a person feels when attitudes and behaviour are inconsistent.

Question 70

The discomfort felt when one's attitude and behaviour are inconsistent is called cognitive dissonance.

Question 71

Job satisfaction is the degree to which an individual feels positively or negatively about various aspects of work.

Question 72

Job performance is achieved through individual tradeoffs with job satisfaction.

Question 73

Job performance refers to the quantity and quality of tasks accomplished by an individual or group at work.

Question 74

Organizational commitment refers to the extent to which an individual is dedicated to a job.

Question 75

Job performance is the "bottom line" for people at work,and the cornerstone for overall organizational productivity.

Question 76

The opportunity to do one's best every day,believe that one's opinions count,believe that fellow workers are committed to quality,and believe there is a direct connection between one's work and the company's mission are attitudes that are positively correlated with higher profits for the company.

Question 77

Common aspects of job satisfaction include satisfaction with pay,tasks,the work setting,advancement opportunities,supervision,and coworkers.

Question 78

The behavioural component of an attitude reflects an intention to behave consistently with a specific belief and feeling.

Question 79

Job involvement and organizational commitment have few,if any,quality of work life implications.

Question 80

In reality it is possible for a worker to like their job and be very satisfied but still not perform at a high level.