Deck 2: Individual Behaviour, Personality, and Values

Question 1

According to the MARS model of individual behaviour and performance,employee performance will remain high even if one of the four factors significantly weakens.

Answer 1

False

Question 2

The MARS model identifies the four main factors that influence individual behaviour.

Answer 2

True

Question 3

One person-job matching strategy is to select applicants whose existing competencies best fit the required task.

Answer 3

True

Question 4

Learned capabilities refer to the skills and knowledge that you have actually acquired.

Question 5

Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people.

Question 6

Competencies refer to the complete set of motivations,abilities,role perceptions,and situational factors that contribute to job performance.

Question 7

Persistence is an element of motivation.

Question 8

Task performance refers to goal-directed behaviours under the individual's control that support organizational objectives.

Question 9

While there may be many varieties of individual behaviours,most can be organized into five categories.

Question 10

Companies can improve employee role perceptions by describing the employee's assigned tasks clearly and providing meaningful performance feedback.

Question 11

Motivation is an external force on the person that causes him or her to engage in specific behaviours.

Question 12

Organizational citizenship behaviours are usually described clearly in job descriptions.

Question 13

Employee role perception affects how one performs his or her job.

Question 14

Learned capabilities are skills and knowledge that you possess.Therefore,they do not diminish over time when not in use.

Question 15

Competencies refer to the extent to which people understand the job duties assigned to or expected of them.

Question 16

According to the MARS model,ability is the most important force influencing individual behaviour and results.

Question 17

Situational factors are working conditions within the employee's control.

Question 18

Employees are more likely to engage in organizational citizenship behaviours if these are outlined in their formal job duties.

Question 19

Providing training is a person-job matching strategy.

Question 20

A recent global study suggests that most employees do not lack role clarity.

Question 21

There is almost complete agreement among psychologists that personality is mostly formed by a person's childhood socialization.

Question 22

Organizational citizenship is less likely to occur in a work environment where high cooperation already exists.

Question 23

The relationship between personality and workplace behaviour is weak,because so much about behaviour is dependent on situational factors.

Question 24

The five-factor model ''Big Five'' personality dimensions represent five clusters that represent most personality traits.

Question 25

Dark-side workplace behaviours are collectively known as counterfeit citizenship work behaviours (CWBs).

Question 26

Those who engage in counterproductive work behaviours do so voluntarily.

Question 27

Personality traits are more evident in situations where social norms and reward systems constrain behaviour.

Question 28

Sick leave policies affect the employee's motivation to attend work.

Question 29

Agreeableness,extraversion,and conscientiousness are three of the ''Big Five'' personality dimensions.

Question 30

Joining the organization is a type of work-related behaviour.

Question 31

Personality is a relatively stable pattern of behaviours and internal states that help explain a person's behavioural tendencies.

Question 32

Recent studies have found that counterproductive work behaviours have a very small negative effect on organizational performance.

Question 33

Research has found that absenteeism is rarely,if ever,caused by situational factors.

Question 34

Conscientiousness refers to the extent that people are sensitive,flexible,creative,and curious.

Question 35

Neuroticism,sensing,and locus of control are three of the ''Big Five'' personality dimensions.

Question 36

People with a low score on the neuroticism personality dimension tend to be more relaxed,secure,and calm.

Question 37

Our personalities influence how well we cope with stress.

Question 38

Employees who are conscientious tend to have higher levels of organizational citizenship.

Question 39

Sensing,feeling,and judging are three of the ''Big Five'' personality traits.

Question 40

Conscientiousness is one of the best personality traits for predicting job performance in most job groups.

Question 41

In the Myers-Briggs Type Indicator,''judging'' types have a strong desire for order and want to resolve problems quickly.

Question 42

One influence on the values-behaviour link is situation.

Question 43

Reminding ourselves of our dominant personal values ensures that we apply those values.

Question 44

Values are stable,long-lasting beliefs about what is important in a variety of situations.

Question 45

Espoused values represent the values that you and your spouse have in common.

Question 46

Utilitarianism judges morality by the consequences of our actions,not the means to attaining those consequences.

Question 47

Egalitarianism is one of three types of ethical principles.

Question 48

The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.

Question 49

People arrange values into a needs hierarchy.

Question 50

The Myers-Briggs Type Indicator is a personality test that measures the ''Big Five'' personality dimensions.

Question 51

One dimension of Schwartz's values model has openness to change at one extreme and conservation at the other extreme.

Question 52

Agreeableness is a personality dimension that describes people who are outgoing,talkative,sociable,and assertive.

Question 53

Organizations that don't align corporate values with the dominant values of the society in which they operate may experience increased employee turnover.

Question 54

According to the Myers-Briggs Type Indicator,some people are ''sensing-thinking'' types whereas others may be ''intuitive-feeling'' types.

Question 55

Employees typically choose honesty/ethics as the most important characteristic of effective leaders.

Question 56

Since values are abstract concepts,their relevance to specific situations is not obvious most of the time.

Question 57

The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.

Question 58

Research indicates that values incongruence-differences between an employee's personal values and the organization's values-is fairly common.

Question 59

Today,personality testing has become so popular that some experts warn we may have gone too far in organizational settings.

Question 60

Some organizations now use applicants' writings on blogs and other social media to estimate their personalities.

Question 61

The distributive justice principle of ethical decision making is based largely on a cost-benefit analysis of each decision alternative.

Question 62

Supplementing ethical codes of conduct with ethical training eliminates wrongdoing in the workplace.

Question 63

Research shows that having ethical codes of conduct prevents wrongdoing in the workplace.

Question 64

When leaders role-model ethical standards,employees are more likely to follow.

Question 65

The utilitarian principle advises us to seek the greatest good for the greatest number of people.

Question 66

Mindfulness increases moral sensitivity.

Question 67

Moral sensitivity is the degree to which an issue demands the application of ethical principles.

Question 68

Proximity is considered a moral intensity factor.

Question 69

The utilitarian principle is sometimes known as a consequential principle.

Question 70

Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions.

Question 71

One problem with the distributive justice principle is that it is difficult to agree on who is similar and what factors are relevant in making that determination.

Question 72

Moral intensity refers to the difficulty associated with making certain decisions.

Question 73

Ethics experts say the only way to ensure that employees engage in ethical behaviour is to introduce ethical codes of conduct.

Question 74

Corporate leaders have a strong influence on the moral conduct of employees in that organization.

Question 75

Utilitarianism and egalitarianism are personality dimensions of ethics.

Question 76

Some managerial issues involve no moral intensity.

Question 77

The most effective way organizations can support ethical conduct is to have a set of shared values that reinforce ethical conduct.

Question 78

Morally sensitive people tend to have more empathy and knowledge about the situation.

Question 79

It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual's rights may conflict with another.

Question 80

When choosing the most ethically correct action in a particular situation,the distributive justice principle overrules (is more important than)the others.