Questionnaires

OB Questionnaires
The goal of this document is to help you find questionnaires to measure the variables from your
project, so you can spend more time collecting and analyzing the information. You can use any of
the questionnaires in this document for your term project. If you cannot find a questionnaire for
the variable(s) you intend to measure, you will need to create a new questionnaire. You will not
be penalized in any way if you need to create your own questionnaire. If you are not sure about
how to calculate scores for a questionnaire, please see me during office hours. Also please read
the note on the last page about reverse scoring of questions.
Job Satisfaction
(Brayfield & Rothe, 1951)
There is a definition of job satisfaction in the textbook on p. 110.
Please indicate your agreement with the following items:
Responses are to scored on a 7-point scale from (1) strongly disagree to (7) strongly agree.
1. I feel fairly satisfied with my present job. _______

2. Most days I am enthusiastic about my work. _______
3. Each day of work seems like it will never end. _______
4. I find real enjoyment in my work. _______
5. I consider my job rather unpleasant. _______
Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology,
35, 307-311.
Intentions to Quit
(Cammann et al., 1979, Michigan Organizational Assessment Questionnaire)
See textbook pp. 119-120. Intentions to quit are simply workers’ attitudes about leaving the job.
Responses are to scored on a 7-point scale from (1) strongly disagree to (7) strongly agree.
1. I often think of leaving the organization. _______

2. It is very possible that I will look for a new job soon. _______
3. If I may choose again, I will choose to work for the current organization. _______
Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). Michigan Organizational Assessment
Questionnaire. University of Michigan, Ann Arbor, Michigan.
Emotional Labour Scale
(Brotheridge & Lee, 1998)
Emotional labour is the regulation of emotion in the workplace to achieve organizational goals.
During a typical interaction with a customer, I
1. Resist expressing my true feelings.

2. Pretend to have emotions I don’t really have.
3. Hide my true feelings about a situation.
4. Make an effort to actually feel the emotions that I need to display to others
5. Try to actually experience the emotions that I must show.
6. Really try to feel the emotions I have to show as part of my job.
1 = strongly disagree to 7 = strongly agree
Brotheridge, C. M., & Lee, R. T. (1998). On the dimensionality of emotional labour: Development and
validation of the Emotional Labour Scale. Paper presented at the First Conference on Emotions in
Organizational Life, San Diego.
Career Exploration Scale
Note: Career exploration typically involves both environmental exploration and self-exploration.
Environment Exploration
To what extent have you behaved in the following ways over the last 3 A little Somewhat A moderate A substantial A great deal
months: amount amount
• Investigated career possibilities?
• Went to various career orientation programs?
• Obtained information on specific jobs or companies?
• Initiated conversations with knowledgeable individuals in my career
area?
• Obtained information on the labor market and general job
opportunities in my career area?
• Sought information on specific areas of career interest?
Self-Exploration
To what extent have you done the following in the last 3 months: A little Somewhat A moderate A A great deal
amount substantial
amount
• Reflected on how my past integrates with my future?
• Focussed my thoughts on me as a person?
• Contemplated my past?
• Been retrospective in thinking about my career?
• Understood a new relevance of past behavior for my future career?
Source: Stumpf, C. A., Colarelli, S. M., & Hartman, K. (1983). Development of the Career
Exploration Survey (CES). Journal of Vocational Behavior, 22, 191–226.
Self-Monitoring Scale
Developed by Mark Snyder (1974)
Self-monitoring is the extent to which people regulate how they appear and what they do in social
settings (see text pp. 41-42 for more details).
DIRECTIONS: The statements below concern your personal reactions to a number of different
situations. No two statements are exactly alike, so consider each statement carefully before answering.
If a statement is TRUE or MOSTLY TRUE as applied to you, circle the "T" next to the question. If a
statement is FALSE or NOT USUALLY TRUE as applied to you, circle the "F" next to the question.
(T) (F) 1. I find it hard to imitate the behavior of other people.
(T) (F) 2. My behavior is usually an expression of my true inner feelings, attitudes, and beliefs.
(T) (F) 3. At parties and social gatherings, I do not attempt to do or say things that others will like.
(T) (F) 4. I can only argue for ideas which I already believe.
(T) (F) 5. I can make impromptu speeches even on topics about which I have almost no information.
(T) (F) 6. I guess I put on a show to impress or entertain people.
(T) (F) 7. When I am uncertain how to act in a social situation, I look to the behavior of others for
cues.
(T) (F) 8. I would probably make a good actor.
(T) (F) 9. I rarely seek the advice of my friends to choose movies, books, or music.
(T) (F) 10. I sometimes appear to others to be experiencing deeper emotions than I actually am.
(T) (F) 11. I laugh more when I watch a comedy with others than when alone.
(T) (F) 12. In groups of people, I am rarely the center of attention.
(T) (F) 13. In different situations and with different people, I often act like very different persons.
(T) (F) 14. I am not particularly good at making other people like me.
(T) (F) 15. Even if I am not enjoying myself, I often pretend to be having a good time.
(T) (F) 16. I'm not always the person I appear to be.
(T) (F) 17. I would not change my opinions (or the way I do things) in order to please someone else or
win their favor.
(T) (F) 18. I have considered being an entertainer.

(T) (F) 19. In order to get along and be liked, I tend to be what people expect me to be rather than
anything else.
(T) (F) 20. I have never been good at games like charades or improvisational acting.
(T) (F) 21. I have trouble changing my behavior to suit different people and different situations.
(T) (F) 22. At a party, I let others keep the jokes and stories going.
(T) (F) 23. I feel a bit awkward in company and do not show up quite as well as I should.
(T) (F) 24. I can look anyone in the eye and tell a lie with a straight face (if for a right end).
(T) (F) 25. I may deceive people by being friendly when I really dislike them.
Work Locus of Control Scale
Developed by Paul Spector (1988)
Locus of control is the belief that behavior is controlled by internal sources (internal locus of control)
or external sources (external locus of control) (see p0. 40-41 of the textbook for more details).
The following questions concern your beliefs about jobs in general. They do not refer only to your
present job.
1. A job is what you make of it.
Disagree very much 1 2 3 4 5 6 Agree very much
2. On most jobs, people can pretty much accomplish whatever they set out to accomplish.
3. If you know what you want out of a job, you can find a job that gives it to you.
4. If employees are unhappy with a decision made by their boss, they should do something about it.
5. Getting the job you want is mostly a matter of luck.
6. Making money is primarily a matter of good fortune.
7. Most people are capable of doing their jobs well if they make the effort.
8. In order to get a really good job, you need to have family members or friends in high places.
9. Promotions are usually a matter of good fortune.
10. When it comes to landing a really good job, who you know is more important than what you know.

11. Promotions are given to employees who perform well on the job.
12. To make a lot of money you have to know the right people.
13. It takes a lot of luck to be an outstanding employee on most jobs.
14. People who perform their jobs well generally get rewarded.
15. Most employees have more influence on their supervisors than they think they do.
16. The main difference between people who make a lot of money and people who make a little money
is luck.

International Personality Item Pool Big Five Markers Test (Goldberg, 1999)
This test measures the “Big Five” personality traits of extraversion (items 1, 6, 11, …), agreeableness (items 2,
7, 12, …), conscientiousness (items 3, 8, 13, …), neuroticism (items 4, 9, 14, …), and openness to experience
(items 5, 10, 15, …) (see the textbook pp. 39-40 for details). You do not have to administer the entire scale – if
you are only interested in one trait, for example, you can administer only the ten items that pertain to that trait.
On the following pages, there are phrases describing people's behaviors. Please use the rating scale below to
describe how accurately each statement describes you. Describe yourself as you generally are now, not as you
wish to be in the future. Describe yourself as you honestly see yourself, in relation to other people you know of
the same sex as you are, and roughly your same age. So that you can describe yourself in an honest manner,
your responses will be kept in absolute confidence. Please read each statement carefully, and then indicate how
accurately each statement describes you next to it with a number from the following scale:
1: Very Inaccurate
2: Moderately Inaccurate
3: Neither Inaccurate nor Accurate
4: Moderately Accurate
5: Very Accurate
1. I am the life of the party. 1 2 3 4 5

2. I feel little concern for others. 1 2 3 4 5
3. I am always prepared. 1 2 3 4 5
4. I get stressed out easily. 1 2 3 4 5
5. I have a rich vocabulary. 1 2 3 4 5
6. I don't talk a lot. 1 2 3 4 5
7. I am interested in people. 1 2 3 4 5
8. I leave my belongings around. 1 2 3 4 5
9. I am relaxed most of the time. 1 2 3 4 5
10. I have difficulty understanding abstract ideas. 1 2 3 4 5
11. I feel comfortable around people. 1 2 3 4 5
12. I insult people. 1 2 3 4 5
13. I pay attention to details. 1 2 3 4 5
14. I worry about things. 1 2 3 4 5
15. I have a vivid imagination. 1 2 3 4 5
16. I keep in the background. 1 2 3 4 5
17. I sympathize with others' feelings. 1 2 3 4 5
18. I make a mess of things. 1 2 3 4 5
19. I seldom feel blue. 1 2 3 4 5
20. I am not interested in abstract ideas. 1 2 3 4 5
21. I start conversations. 1 2 3 4 5
22. I am not interested in other people's problems. 1 2 3 4 5
23. I get chores done right away. 1 2 3 4 5
24. I am easily disturbed. 1 2 3 4 5
25. I have excellent ideas. 1 2 3 4 5
26. I have little to say. 1 2 3 4 5
27. I have a soft heart. 1 2 3 4 5
28. I often forget to put things back in their proper place. 1 2 3 4 5
29. I get upset easily. 1 2 3 4 5
30. I do not have a good imagination. 1 2 3 4 5
31. I talk to a lot of different people at parties. 1 2 3 4 5
32. I am not really interested in others. 1 2 3 4 5
33. I like order. 1 2 3 4 5
34. I change my mood a lot. 1 2 3 4 5
35. I am quick to understand things. 1 2 3 4 5
36. I don't like to draw attention to myself. 1 2 3 4 5
37. I take time out for others. 1 2 3 4 5
38. I shirk my duties. 1 2 3 4 5
39. I have frequent mood swings. 1 2 3 4 5
40. I use difficult words. 1 2 3 4 5
41. I don't mind being the center of attention. 1 2 3 4 5
42. I feel others' emotions. 1 2 3 4 5
43. I follow a schedule. 1 2 3 4 5
44. I get irritated easily. 1 2 3 4 5
45. I spend time reflecting on things. 1 2 3 4 5
46. I am quiet around strangers. 1 2 3 4 5
47. I make people feel at ease. 1 2 3 4 5
48. I am exacting in my work. 1 2 3 4 5
49. I often feel blue. 1 2 3 4 5
50. I am full of ideas. 1 2 3 4 5
International Personality Item Pool
Goldberg, L. R. 1999. A broad-bandwidth, public domain, personality inventory measuring the lower-
level facets of several five-factor models. In I. Mervielde, I. Deary, F. De Fruyt, & F. Ostendorf (Eds.),
Personality Psychology in Europe (Vol. 7): 7-28. Tilburg, The Netherlands: Tilburg University Press.
Organizational Citizenship Behavior (Lee and Allen, 2002, Journal of Applied Psychology)
Organizational citizenship behaviors are behaviors that are not formally included in job description
but that contribute to the performance of the organization. The textbook discusses this topic on pp.
121-123.
To what extent do you engage in the following behaviors at work:
1. Help others who have been absent.
Not at all 1 2 3 4 5 Very much
2. Attend functions that are not required but that help the organizational image.
3. Willingly give your time to help others who have work-related problems.
4. Keep up with developments in the organization.
5. Adjust your work schedule to accommodate other employee’s requests for time off.
6. Defend the organization when other employees criticize it.
7. Go out of my way to make newer employees feel welcome in the work group.
8. Show pride when representing the organization in public.
9. Show genuine concern and courtesy toward coworkers, even under the most tying business of
personal situations.
10. Offer ideas to improve the functioning of the organization.
11. Give up time to help others who have work or non-work problems.

12. Express loyalty toward the organization.
13. Assist others with their duties.
14. Take action to protect the organization from potential problems.
15. Share personal property with others to help their work.
16. Demonstrate concern about the image of the organization.
Lee, K., & Allen, N. (2002). Organizational citizenship behavior and workplace deviance: The role of
affect and cognitions. Journal of Applied Psychology, 87, 131-142.
Conflict Management Strategies (De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001, JOB)
This scale measures what people typically do when they are in conflict situations at work. The textbook
describes conflict management on pp. 417-419, but to understand this specific scale, please download
an read the article that is cited at the bottom of the scale.
Indicate the extent to which you do the following when you have conflict at work:
1. give in to the wishes of the other party.
2. try to realize a middle-of the-road solution.
3. push your own point of view.
4. examine issues until you find a solution that really satisfies you and the other party.
5. avoid a confrontation about your differences.
6. concur with the other party.
7. emphasize that you have to find a compromise solution.
8. search for gains.
9. stand for your own and others’ goals and interests.
10. avoid differences of opinion as much as possible.
11. try to accommodate the other party.

12. insist you both give in a little.
13. find a good outcome for yourself.
14. examine ideas from both sides to find a mutually optimal solution.
15. try to make differences loom less severe.
16. adapt to the other parties’ goals and interests.
17. strive whenever possible towards a fifty-fifty compromise.
18. do everything to win.
19. work out a solution that serves your own as well as others’ interests as good as possible.
20. try to avoid confrontation with the other.
De Dreu, C. K. W., Evers, A., Beersma, B., Kluwer, E. S., & Nauta, A. (2001). A theory-based
measure of conflict management strategies in the workplace. Journal of Organizational Behavior, 22,
645-668.
Perceived Organizational Support (Rhoades, Eisenberger, & Armeli, 2001, Journal of Applied Psychology)
This scale measures whether employees believe that the organization supports them. The textbook does not describe this
specific scale – please download and read the article that is cited at the bottom of the scale for details.
1. My organization really cares about my well-being.
Strongly disagree Disagree Neutral Agree Strongly agree
1 2 3 4 5
2. My organization strongly considers my goals and values.
1 2 3 4 5
3. My organization shows little concern for me.
1 2 3 4 5
4. My organization cares about my opinions.
1 2 3 4 5
5. My organization is willing to help me if I need a special favor.
1 2 3 4 5
6. Help is available from my organization when I have a problem.
1 2 3 4 5
7. My organization would forgive an honest mistake on my part.
1 2 3 4 5
8. If given the opportunity, my organization would take advantage of me.
1 2 3 4 5
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The
contribution of perceived organizational support. Journal of Applied Psychology, 86, 825-836.
Organizational Commitment (Mowday, Steers, and Porter, 1979, Journal of Vocational Behavior)
This scale measures the degree to which employees are committed, or attached, to their organization. Commitment is
defined and discussed in the textbook on pp. 123-136.
1. I am willing to put in a great deal of effort beyond that normally expected in order to help this organization be successful.
1 2 3 4 5
2. I talk up this organization to my friends as a great organization to work for.
1 2 3 4 5
3. I feel very little loyalty to this organization.
1 2 3 4 5
4. I would accept almost any type of job assignment in order to keep working for this organization.
1 2 3 4 5
5. I find that my values and the organization’s values are very similar.
1 2 3 4 5
6. I am proud to tell others I am part of this organization.
1 2 3 4 5
7. I could just as well be working for a different organization as long as the type of work was similar.
1 2 3 4 5
8. This organization really inspires the very best in me in the way of job performance.
1 2 3 4 5
9. It would take very little change in my present circumstances to cause me to leave this organization.
1 2 3 4 5
10. I am extremely glad that I chose this organization to work for over others I was considering at the time I joined.
1 2 3 4 5
11. There’s not much to be gained by sticking with this organization indefinitely.
1 2 3 4 5
12. Often, I find it difficult to agree with this organization’s policies on important matters relating to its employees.
1 2 3 4 5
13. I really care about the fate of this organization.
1 2 3 4 5
14. For me, this is the best of all possible organizations for which to work.
1 2 3 4 5
15. Deciding to work for this organization was a definite mistake on my part.
1 2 3 4 5
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational
commitment. Journal of Vocational Behavior, 14, 224-247.
LMX-7 (Graen & Uhl-Bien, 1995, Leadership Quarterly)
LMX is a measure of the quality of the relationship between a leader and a subordinate. The first part (on this page) asks
the subordinate to rate the relationship with the boss. The second part (on the next page) asks the boss to rate the
relationships with the subordinate. You do not have to administer both parts – it is fine if you are interested, for example, in
the factors that predict the subordinate’s perception of the relationship with the boss. LMX is described in the textbook on
p. 290.
1. Do you know where you stand with your leader … do you usually know how satisfied your leader is with what you do?
Rarely Occasionally Sometimes Fairly often Very often

1 2 3 4 5
2. How well does your leader understand your job problems and needs?
Not a bit A little A fair amount Quite a bit A great deal
1 2 3 4 5
3. How well does your leader recognize your potential?
Not at all A little Moderately Mostly Fully
1 2 3 4 5
4. Regardless of how much formal authority he/she has built into his/her position, what are the chances that your leader
would use his/her power to help you solve problems in your work?
None Small Moderate High Very high

1 2 3 4 5
5. Again, regardless of the amount of formal authority your leader has, what are the chances that he/she would “bail you
out, at his/her expense?

1 2 3 4 5
6. I have enough confidence in my leader that I would defend and justify his/her decision if he/she were not present to do
so.
1 2 3 4 5
7. How would you characterize your working relationship with your leader?
Extremely ineffective Worse than average Average Better than average Extremely effective
1 2 3 4 5
1. Does your member usually know where he or she stands with you … does your member know how satisfied you are with
what he or she does?
Rarely Occasionally Sometimes Fairly often Very often

1 2 3 4 5
2. How well do you understand your member’s job problems and needs?
Not a bit A little A fair amount Quite a bit A great deal
1 2 3 4 5
3. How well do you recognize your member’s potential?
Not at all A little Moderately Mostly Fully
1 2 3 4 5
4. Regardless of how much formal authority you have built into your position, what are the chances that you would use
your power to help your member solve problems in his or her work?

1 2 3 4 5
5. Again, regardless of the amount of formal authority you have, what are the chances that you would “bail your member
out,” at your expense?

1 2 3 4 5
6. I have enough confidence in my member that I would defend and justify his/her decision if he/she were not present to do
so.
1 2 3 4 5
7. How would you characterize your working relationship with your member?
Extremely ineffective Worse than average Average Better than average Extremely effective
1 2 3 4 5
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of

Leader-Member Exchange (LMX) theory of leadership over 25 years: applying a multi-level multi
domain perspective. Leadership Quarterly, 6, 219-247.
The Job Characteristics Inventory
The questionnaire below was developed to measure the central concepts of the job characteristics
theory. Answer the questions in relation to the job you currently hold or the job you most recently
held.
Characteristics from Hackman and Oldham’s Job Diagnostic Survey
Skill variety
1. How much variety is there in your job? That is, to what extent does the job require you to many
different things at work, using variety of your skills and talents?
1 2 3 4 5 6 7
Very little; the job requires Moderate variety Very much; the job requires
me to do the same routine me to do many different
things over and over again things, using a number of
different skills and talents
2. The job requires me to use a number of complex or high-level skills.
How accurate is the statement in describing your job?
1 2 3 4 5 6 7
Very Accurate Mostly Accurate Slightly Accurate Uncertain Slightly Accurate Mostly Accurate Very accurate
3. The job is quite simple and repetitive.
1 2 3 4 5 6 7
Task Identity
1. To what extent does your job involve doing a “whole” and identifiable piece of work?
That is, is the job’s complete piece of work that has an obvious beginning and end? Or is it only a
small part of the overall piece of work, which is finished by other people by automatic machines?
1 2 3 4 5 6 7
My job is only a My job is a moderate- My job involves
tiny part of the overall sized “chunk” of the doing the whole piece
piece of work; the overall piece of work; of work, from start to
results of my activities my own contribution can finish, the results
cannot be seen in the be seen in the final outcome of my activities are
final product or service easily seen in the
final product or service.
2. The job provides me a chance to completely finish the pieces of work I begin.
1 2 3 4 5 6 7
3. The job is arranged so that I do not have the chance to do an entire piece of work from beginning to
end.
1 2 3 4 5 6 7
Task significance
1. In general, how significant or important is your job? That is, are the results of your work likely to
significantly affect the lives or well-being of other people?
1 2 3 4 5 6 7
Not very significant; Moderately significant Highly significant; the
the outcome of my work outcome of my work
are not likely to have can affect other people
important effects on other people in very important ways.
2. This job is one where a lot of people can be affected by how well the work gets done.
1 2 3 4 5 6 7
3. The job itself is not very significant or important in the broader scheme of things.
1 2 3 4 5 6 7
Autonomy
1. How much autonomy is there in your job? That is, to what extent does your job permit you to
decide on your own how to go about doing your work?
1 2 3 4 5 6 7
Very little, the job Moderate autonomy, many things Very much; the job gives
gives me almost no are standardized and not me almost complete
personal “say” about under my control, but responsibility for
how and when the work I can make some deciding decisions, how
is done. about the work and when the
work is done.
2. The job gives me considerable opportunity for independence and freedom in how I do the work.
1 2 3 4 5 6 7
3. The job denies me any chance to use my personal initiative or judgment in carrying out work. How
accurate is the statement in describing your job?*
1 2 3 4 5 6 7
Feedback
1. To what extent does doing the job itself provide you with information about your work
performance? That is, does the actual work itself provide clues about how well you are doing –
aside from any “feedback” coworkers or supervisors may provide?
1 2 3 4 5 6 7
Very little Moderately Very much
2. Just doing the work required by the job provides many chances for me to figure out how well I’m
doing.
1 2 3 4 5 6 7
3. The job itself provides very few clues about whether or not I’m performing well. How accurate is
the statement in describing your job?*
1 2 3 4 5 6 7
Scoring: Responses to the three items for each core characteristic are averaged to yield an overall
score for that characteristic.
Items marked with a * should be scored as follows: 1=7; 2=6; 3=5; 5=3; 6=2 7=1
A Note on Reverse Scoring
When measuring individual and organizational variables, scales often include both ‘positively-worded’
and ‘negatively-worded’ items. For instance, goal commitment may be assessed by asking respondents
to indicate their agreement with the following two statements:
• I am strongly commited to pursuing this goal.
• Quite frankly, I don’t care if I achieve this goal or not. (R)
Note that unlike the first statement, the second statement is negatively-worded, in that it measures the
opposite of what is being assessed. Such items can improve measurement accuracy, as they enable
assessment of “both sides of the coin”.
Also note that negatively-word items are typically following by “(R)”, indicating that they need to be
reverse-scored before a mean score is calculated. This means that, for instance, on a 5-point scale,
• responses of 1 are converted to a 5
• responses of 3 are unchanged
To continue the goal commitment example, after reverse-scoring responses to the second sample goal
commitment item cited above, a mean goal commitment score can be calculated.
A final point, when surveys are given to respondents, they typically do not include an
indication of which items are to be reverse-scored.

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OB Questionnaires

There is a definition of job satisfaction in the textbook on p. 110.

Please indicate your agreement with the following items:

1. I feel fairly satisfied with my present job. _______

1. I often think of leaving the organization. _______

During a typical interaction with a customer, I

1. Resist expressing my true feelings.

1 = strongly disagree to 7 = strongly agree

(T) (F) 1. I find it hard to imitate the behavior of other people.

(T) (F) 6. I guess I put on a show to impress or entertain people.

(T) (F) 8. I would probably make a good actor.

(T) (F) 12. In groups of people, I am rarely the center of attention.

(T) (F) 18. I have considered being an entertainer.

1. A job is what you make of it.

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

5. Getting the job you want is mostly a matter of luck.

Disagree very much 1 2 3 4 5 6 Agree very much

6. Making money is primarily a matter of good fortune.

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

9. Promotions are usually a matter of good fortune.

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

13. It takes a lot of luck to be an outstanding employee on most jobs.

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

Disagree very much 1 2 3 4 5 6 Agree very much

1. I am the life of the party. 1 2 3 4 5

International Personality Item Pool

To what extent do you engage in the following behaviors at work:

1. Help others who have been absent.

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

4. Keep up with developments in the organization.

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

6. Defend the organization when other employees criticize it.

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

8. Show pride when representing the organization in public.

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

10. Offer ideas to improve the functioning of the organization.

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

Not at all 1 2 3 4 5 Very much

13. Assist others with their duties.

Not at all 1 2 3 4 5 Very much

14. Take action to protect the organization from potential problems.

Not at all 1 2 3 4 5 Very much

15. Share personal property with others to help their work.

Not at all 1 2 3 4 5 Very much

16. Demonstrate concern about the image of the organization.

Not at all 1 2 3 4 5 Very much