Organizational Behavior Tools For Success 2nd Edition Phillips Test Bank 1

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Chapter 5: Attitudes, Values, Moods, and Emotions
TRUE/FALSE
1. John Yokoyama of Seattle’s Pike Place Fish Market realized that if he could better involve his
employees, and improve their attitudes, his business would likely improve.
ANS: T PTS: 1 DIF: Difficulty: Easy

REF: p. 135 NAT: BUSPROG: Communication STA: DISC: Group Dynamics
TOP: Introduction KEY: Bloom's: Knowledge
2. Values are ways of behaving or end states that are desirable to a person or to a group.

REF: p. 136 NAT: BUSPROG: Ethics STA: DISC: Group Dynamics
TOP: Values KEY: Bloom's: Comprehension
3. Values are all conscious.
ANS: F PTS: 1 DIF: Difficulty: Moderate

TOP: Values KEY: Bloom's: Knowledge
4. A company’s leader’s personal values do not affect the firm’s business strategy or aspects of
organizational behavior including staffing, reward systems, manager/subordinate relationships,
communication, conflict management styles, and negotiation approaches.
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ANS: F PTS: 1 DIF: Difficulty: Easy
5. Personal values do not influence ethical choices.

REF: p. 136 NAT: BUSPROG: Ethics STA: DISC: Individual Dynamics
6. When there are no clear rules for dealing with specific ethical problems, we tend to respond to each
situation on an individual basis depending on our values at that time.

7. Terminal values reflect our long-term life goals, and include prosperity, happiness, a secure family,
and a sense of accomplishment.

8. The stronger an instrumental value is, the less we act on it.

9. Intrapersonal, interpersonal, and individual-organizational value conflicts all influence employee

attitudes, retention, job satisfaction, and job performance.

10. People are generally happier and less stressed when their instrumental and terminal values are aligned.

11. Understanding people’s values can help you to best match incentives, feedback, and job assignments
to each employee.

12. Global differences in values do not lead to different managerial behaviors.

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13. Values are influenced by culture.

14. Traditional/secular-rational values reflect the contrast between societies in which religion is very
important and those in which it is not.
ANS: T PTS: 1 DIF: Difficulty: Moderate

15. Survival values emphasize economic and physical security while self-expression values emphasize
subjective well-being, self-expression, and quality of life.

16. Societies that rank high on self-expression values do not tend to have higher interpersonal trust and
tolerance.

17. Attitudes express our values, beliefs, and feelings toward something, and inclines us to act or react in a
certain way toward it.

TOP: Attitudes KEY: Bloom's: Knowledge
18. If the attitude we have at a moment isn’t generating the outcomes or reactions we want, we can not
change our attitude and try again.

19. Beliefs are defined as your judgments about the object of the attitude that result from your values, past
experiences, and reasoning.

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20. People with the same feelings about something will not develop different behavioral intentions.

TOP: Attitudes KEY: Bloom's: Comprehension
21. Job satisfaction is not one of the most commonly studied organizational outcomes in the field of
organizational behavior.

REF: p. 143 NAT: BUSPROG: Communication STA: DISC: Individual Dynamics
22. Satisfaction with the nature of your work itself is the largest influence on job satisfaction.

23. Coworkers, bosses, and subordinates are part of the work experience and can influence job
satisfaction.

REF: p. 143 NAT: BUSPROG: Communication STA: DISC: HRM
24. Some people are rarely satisfied with their jobs, and others tend to be satisfied no matter what job they
have.

25. Job dissatisfaction is related to higher absenteeism and turnover, as well as to other withdrawal
behaviors such as lateness, drug abuse, grievances, and retirement decisions.

26. It is not possible to be committed to an organization in affective, normative, and continuance ways at
the same time, at varying levels of intensity.

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27. Employees who stay with a job because they want to, not because they feel that they should or that
they have to, identify more strongly with the organization and its goals.

28. Engaged employees give their full effort to their jobs, often going beyond what is required because
they are passionate about the firm and about doing their jobs well.

REF: p. 145 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics
TOP: Attitudes KEY: Bloom's: Application
29. High employee engagement is related to inferior business performance.

30. California-based software company SucessFactors asks all new hires to sign its rules of engagement,
which is essentially a contract for how employees agree to behave.

31. Emotions last as long as attitudes.

TOP: Emotions and Moods KEY: Bloom's: Knowledge
32. Effective leaders do not use emotion to generate positive follower behaviors.

TOP: Emotions and Moods KEY: Bloom's: Application
33. Allowing for frequent display of anger, particularly by company leaders, can create climates of fear
and defensiveness.

34. Emotional displays are acceptable in all cultures.

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35. In the Japanese culture, anger between colleagues is considered highly inappropriate, yet in the U.S.
anger and open disagreements between colleagues who know and like each other is relatively common
and accepted.

REF: p. 149 NAT: BUSPROG: Diversity STA: DISC: Group Dynamics
36. Individuals with a high positive affectivity experience tend to experience more positive emotions
including cheerfulness or enthusiasm.

TOP: Emotions and Moods KEY: Bloom's: Comprehension
37. Individuals higher in negative affectivity tend to experience more positive emotions, such as irritation
or nervousness.

38. The positive affect mood dimension reflects a combination of high energy and positive evaluation
characterized in such emotions as elation.

39. Negative affect is not related to lower organizational citizenship behaviors, greater withdrawal and
counterproductive work behaviors, or greater injuries.

40. Moods and emotions do not influence our satisfaction with our jobs and employers.

41. Creating an environment that elicits and sustains positive emotional states in employees can positively
impact a company’s bottom line.
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42. The economic consequence of not addressing front line employee emotions is not a problem.

43. Creating a flexible, focused, and responsive workforce requires a workplace which elicits and sustains
positive emotional states.

44. Emotions do not interrupt our concentration and ability to get work done.

45. Emotional intelligence cannot be learned or improved with practice.

TOP: Emotions and Moods KEY: Bloom's: Analysis
46. Stress is always a bad thing.

TOP: Stress KEY: Bloom's: Evaluation
47. Dysfunctional stress is related to withdrawal behaviors and turnover.

48. Everyone has the same optimal level of stress.

TOP: Stress KEY: Bloom's: Analysis
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49. As a manager, you should recognize that you are always “on stage” and that your employees
constantly look to you for signs that communicate how things are going in the organization.

REF: p. 160 NAT: BUSPROG: Analytic STA: DISC: HRM
TOP: Summary and Application KEY: Bloom's: Evaluation
50. Research suggests that psychological well-being is impaired more through psychologically abusive
behavior than physically abusive behavior.

MULTIPLE CHOICE
1. Employees work harder and are less likely to quit their jobs when _______________.
a. their personal values are consistent with the organization’s values
b. they have positive attitudes about the company and the work environment
c. they are satisfied with their jobs
d. all of these
ANS: D PTS: 1 DIF: Difficulty: Moderate
TOP: Introduction KEY: Bloom's: Comprehension
2. Our values can be reshaped by major life events such as _______________.

a. the birth of a child
b. the death of a loved one
c. going to war
d. all of these
ANS: D PTS: 1 DIF: Difficulty: Easy
3. Which of the following is not a type of value?

a. primary
b. instrumental
c. extrinsic
d. terminal
ANS: A PTS: 1 DIF: Difficulty: Moderate
REF: p. 136-138 NAT: BUSPROG: Ethics STA: DISC: Individual Dynamics
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4. Which researcher identified the two types of values: terminal and instrumental?
a. Anne Sweeney
b. Milton Rokeach
c. David Neeleman
d. Nelson Mandela
ANS: B PTS: 1 DIF: Difficulty: Moderate
5. Terminal values can change over time depending on_____________.

a. both of these
b. neither of these
c. accomplishments
d. experiences
ANS: A PTS: 1 DIF: Difficulty: Easy
6. Terminal values influence what we want to accomplish; instrumental values influence __________.
a. our values at the moment
b. our family values
c. how we get there
d. why we want to accomplish things
ANS: C PTS: 1 DIF: Difficulty: Moderate
7. Which of the following are examples of instrumental values that guide our behavior in pursuit of our
terminal goals?
a. independence
b. all of these
c. ambition
d. honesty
ANS: B PTS: 1 DIF: Difficulty: Easy
TOP: Values KEY: Bloom's: Application
8. People who value honesty behave _______ ethically in pursuing the terminal value of prosperity and a
sense of accomplishment than do people with a lower honesty instrumental value.
a. both of these
b. more
c. less
d. none of these
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9. A CEO’s instrumental values have a ________ influence on his or her organization’s culture and
processes.
a. weak
b. moderate
c. strong
d. none of these
10. Concern for a family or social group as opposed to oneself is defined as ___________.
a. all of these
b. socialism
c. collectivism
d. groupism
11. Valuing wealth and tangible possessions is defined as ___________.

a. greed
b. egocentrism
c. materialism
d. generosity
ANS: C PTS: 1 DIF: Difficulty: Easy
12. Valuing control of situations and other people is defined as ____________.

a. power
b. manipulation
c. obsession
d. none of these
13. Valuing fact-based and emotion-free decisions and actions is defined as ___________.
a. rationality
b. empirical thinking
c. quantitative decision making
d. practicality
14. Leaders of Oregon’s Full Sail Brewing have strong values around ________________.
a. over exploitation of resources
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b. corporate responsibility
c. none of these
d. environmental responsibility
TOP: Values KEY: Bloom's: Application
15. Intrinsic work values are defined as _____________.

a. values related to your education
b. values related to the work itself
c. values not related to the work
d. values related to your family
16. Anne Sweeney, President of Disney/ABC Cable Networks and President of the Disney Channel
worked her way up from an assistant position by_____________________.
a. always being willing to try new things and take on new responsibilities
b. completing her assigned duties and never asking for new responsibilities
c. both of these
d. none of these
17. Extrinsic work values are defined as __________.

a. values related to the types of work you experience
b. values related to the outcomes of the work, such as financial gain
c. values that give you a lot of job responsibility
d. values that give you a challenging opportunities at work
18. Examples of extrinsic work values include which of the following?

a. neither of these
b. health benefits
c. social contact with friends
d. both of these
19. An example of an intrinsic work value is _______________.

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a. social contact with friends
b. time with family
c. challenging work
d. financial gain
20. When highly ranked instrumental and terminal values conflict and both cannot be met, we experience
which of the following?
a. inner conflict
b. neither of these
c. both of these
d. stress
21. Intrapersonal value conflict occurs ________________.

a. when highly ranked instrumental and terminal values are parallel
b. both of these
c. when highly ranked instrumental and terminal values conflict
d. neither of these
22. Intrapersonal value conflict occurs when ____________________.

a. neither of these
b. we have a disagreement with our co-workers that prevents productivity
c. being happy pulls us to spend quality time with our family, but personal ambition pulls us
to work longer hours and pursue promotions
d. both of these
23. Interpersonal value conflict occurs ______________.

a. when employees hold similar values
b. when family members hold the sample values
c. when two different people hold conflicting values
d. when friends’ values are parallel
24. Individual-organization value conflict occurs when ___________________.

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a. an employee’s values conflict with the values of another employee
b. an employee’s values conflict with the values of the entire organization
c. a friend’s values conflicts with the values of the organization
d. family values conflict with the values of a friend
25. Lower individual-organization value conflict leads to which of the following?

a. lower stress
b. all of these
c. greater job satisfaction
d. higher performance
26. During the recruiting process Southwest Airlines communicates the values they seek in employees by
showing ______________.
a. all of these
b. employee posts
c. a video blog
d. photo galleries
27. The Home Depot communicates the values they seek in employees by ____________.
a. having potential employees meet with the mayor of the town where the company is
located
b. showing four “realistic job preview” videos that use footage of real employees
c. showing videos of the products they sell
d. getting friends of current employees to take potential new employees out to dinner
28. Onboarding practices accomplish which of the following?

a. gives new employees time to determine where they want to go on vacation
b. aligns new hires’ values with those of the company
c. allows new employees to get to know the community
d. develops a good working relationship with the management of the company’s suppliers
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29. What did window treatment manufacturer Hunter Douglas do to decrease its 70% turnover rate six
months post-hire?
a. revamped its onboarding process
b. created a new employee handbook
c. increased the starting salary for new employees
d. sent new employees to better job training programs
30. Managers in the United States tend to value which of the following in their employees?
a. community involvement
b. individual achievement
c. family loyalty
d. athletic achievement
31. Which of the following forms a person’s attitudes?

a. family
b. religion
c. none of these
d. both of these
32. Southwest Airline’s manager of creative development says that because a customer-friendly attitude is
“excruciatingly hard to instill in people,” Southwest hires what kind of people?
a. none of these
b. people who are willing to go to school in order develop a customer-friendly attitude
c. people who already have a customer-friendly attitude
d. people who want to develop a customer-friendly attitude
33. Which of the following is not one of the components of attitudes?

a. behavioral intentions
b. feelings
c. beliefs
d. race
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34. ____________ reflect your evaluations and overall liking of the object of the attitude, and can be
positive or negative.
a. Beliefs
b. Cognitions
c. Feelings
d. Behavioral intentions
35. ____________ reflect your motivation to do something with respect to the object of the attitude.
a. Behavioral intentions
b. Feelings
c. Emotions
d. Beliefs
36. ___________________ is an incompatibility between behavior and an attitude or between two

different attitudes.
a. Behavioral dissonance
b. none of these
c. both of these
d. Cognitive dissonance
REF: p. 142-143 NAT: BUSPROG: Communication STA: DISC: Individual Dynamics
37. Which of the following is the best way to deal with cognitive dissonance?
a. change your attitude
b. all of these
c. seek additional information
d. change your behavior
38. Your choice of whether or not to try to reduce feelings of cognitive dissonance is affected by
_______________.
a. all of these
b. your perception of the importance of the elements that are creating the dissonance
c. the amount of influence you feel you have over these elements
d. the rewards involved in the dissonance
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39. Which of the following is not one of the factors that have the greatest influence on job satisfaction?
a. the work itself
b. personality
c. attitudes
d. your alma mater
40. Which of the following increases job satisfaction?

a. challenging work
b. autonomy
c. variety
d. all of these
41. As a manager, if you want to increase your subordinates’ job satisfaction, focus first on
__________________.
a. improving their after work activities
b. the location of the office
c. improving the nature of the work they do
d. where the break room is located
42. Someone with a negative attitude toward work is __________ likely to be satisfied with any job than
someone with a positive attitude toward work.
a. more
b. both of these
c. less
d. none of these
43. Employees who find intrinsic value in their work are doing what is ____________.
a. important to them
b. none of these
c. important to their spouse
d. not important to them
44. Our job satisfaction is somewhat___________ over time, even when we change jobs or employers
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a. erratic
b. heterogeneous
c. stable
d. variable
45. Discretionary behaviors that benefit the organization but are not formally rewarded or required are
defined as ______________.
a. organizational citizenship behaviors
b. organizational commitment
c. affective commitment
d. normative commitment
46. ________________ is defined as the degree to which an employee identifies with the organization and
its goals and wants to stay with the organization.
a. Community commitment
b. Family commitment
c. Organizational commitment
d. Workers commitment
47. _________________ is defined as feeling obliged to stay with an organization for moral or ethical
reasons.
a. Continuance commitment
b. Affective commitment
c. None of these
d. Normative commitment
48. Affective commitment is defined as _______________ emotional attachment to the organization and
strong identification with its values and goals.
a. indifferent
b. positive
c. undeveloped
d. negative
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49. An employee who just finished an MBA paid for by a firm’s tuition reimbursement program might
feel a moral obligation to stay with the employer for at least a few years to repay the debt. This person
would be classified by which type of commitment?
a. continuance commitment
b. none of these
c. normative commitment
d. affective commitment
50. Continuance commitment leads employees to stay with an organization __________.

a. because they feel they should
b. because they want to
c. because they feel they do not have to
d. because they feel that they have to
51. ______________is defined as a heightened emotional and intellectual connection that an employee has
for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply
additional discretionary effort to his/her work
a. Community engagement
b. none of these
c. Employee engagement
d. both of these
52. ____________ workers do not perform close to their potential capability, lacking the emotional and
motivational connections to their employer that drive discretionary effort.
a. Engaged
b. Efficient
c. Disengaged
d. Inefficient
53. Engagement is enhanced when employees _______________.

a. have clear goals and roles
b. have the resources needed to do a good job
c. get meaningful feedback on their performance
d. all of these
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54. Which of the following is not one of the top five drivers of attraction?
a. the CEO’s alma mater
b. vacation/paid time off
c. competitive health care benefits
d. competitive base pay
55. Which of the following is not one of the top five drivers of retention?
a. excellent career advancement opportunities
b. satisfaction with the firm’s business decisions
c. good relationship with supervisor
d. company dining options
56. Which of the following is not one of the top five drivers of engagement?
a. senior management is sincerely interested in employee well-being
b. organization’s reputation in the community
c. convenient work location
d. improved skills and capabilities over the past year
57. One of the founding principles of California-based software company SuccessFactors is

______________.
a. no quiet folks!
b. no loud folks!
c. no jerks!
d. none of these
58. Which of the following is part of California-based software company SucessFactors rules of
engagement?
a. I will demonstrate respect for the individual.
b. I will help my colleagues and recognize the team when we win.
c. I will selflessly pursue customer success.
d. all of these
59. Whereas attitudes can be thought of as __________ about something, emotions are _____________.
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a. cognitions, physical states
b. physical states, cognitions
c. judgments, experienced
d. experiences, judgments
60. Research has found that emotion can influence which of the following?
a. turnover
b. decision making
c. leadership
d. all of these
61. Emotions influence the ____________ of our motivation to engage or to not engage in certain
behaviors.
a. creation
b. maintenance
c. both of these
d. neither of these
62. Norms for excessive politeness may result in anger suppression and the __________of vital emotional
information that ultimately hurts the organization
a. none of these
b. development
c. release
d. withholding
63. Mangers should clarify when and where anger expressions are___________, so that employees know
when and how to safely express their justified anger.
a. appropriate
b. developed
c. none of these
d. not appropriate
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64. The U.S. tends to expect employees to act positively and _________ negative emotions—thus the
popular “service with a smile” slogan.
a. hide
b. lie about
c. explain
d. talk about
65. Cultural display rules are learned in _____________ to help us manage and modify our emotional
expressions based on the social circumstance we are in.
a. childhood
b. adolescence
c. young adulthood
d. adulthood
REF: p. 149 NAT: BUSPROG: Diversity STA: DISC: Individual Dynamics
66. Some cultures, including Austria, Korea, and Japan, expect people to display a/an ____________
emotional state.
a. happy
b. angry
c. enthusiastic
d. neutral
REF: p. 149 NAT: BUSPROG: Diversity STA: DISC: Group Dynamics
67. Unlike instant reactions that produce emotion, and that change with expectations of future pleasure or
pain, moods are harder to cope with, and can last for _____________.
a. days
b. weeks
c. months
d. all of these
68. Because moods reflect an individual’s emotional state, researchers typically infer the existence of
moods from a variety of __________ cues.
a. athletic
b. educational
c. behavioral
d. cultural
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69. Nasty interactions with coworkers can impact our mood _____ times more strongly than positive
interactions.
a. ninety-five
b. seventy-five
c. five
d. fifty-five
70. Workgroups tend to experience shared group moods when they can display mood information to each
other through ______________ cues.
a. facial
b. vocal
c. behavioral
d. all of these
71. ____________ is a general tendency of an individual to experience a particular mood or to react to

things in a particular way or with certain emotions
a. Psychopathology
b. Affectivity
c. Intelligence
d. Creativity
72. What are the two types of affectivity?

a. positive and negative
b. high and low
c. anxious and relaxed
d. none of these
73. What are the two dominant dimensions of mood called?

a. positive affect, negative affect
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b. high energy, low energy
c. optimistic, pessimistic
d. none of these
74. Affectivity may be an important thing to consider when choosing people to participate in
________________.
a. wellness programs
b. dietary programs
c. development programs
d. educational programs
75. Higher positive affect is NOT related to which of the following?

a. increased creativity
b. openness to new information
c. reduced productivity
d. efficient decision making
76. Positive affect does NOT promote which of the following?

a. healthy marriage
b. lack of friendship
c. income level
d. success at work
77. To reduce your negative affectivity, you should try to ___________.

a. think more negatively
b. think unconstructive thoughts
c. associate yourself with negative people
d. think more positively
REF: p. 150-151 NAT: BUSPROG: Communication STA: DISC: Individual Dynamics
78. Emotions affect which of the following?

a. creativity
b. productivity
c. career success
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d. all of these
79. Customer service research shows that _______ of customers defect from a company because they were
treated with an attitude of indifference
a. 7%
b. 98%
c. 68%
d. 18%
80. Approximately _________ of what leads to customer defection is related to emotion or the lack of
emotion.
a. two-thirds
b. one-fifth
c. one-third
d. seven-eights
81. As we become more stressed, our thinking becomes increasingly more ____________.
a. creative
b. developed
c. complex
d. unimaginative
82. Recent research suggests that emotions can both motivate and interfere with _________ behavior.
a. recreational
b. conversational
c. ethical
d. none of these
83. A number of researchers have demonstrated a _______ relationship between empathy and helping
behaviors.
a. strong
b. nonexistent
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c. modest
d. confusing
84. What term reflects the phenomenon where one person’s expressed emotion causes others to express
the same emotion?
a. emotional contagion
b. emotional mirroring
c. emotional mockery
d. emotional mimicry
85. What term refers to the act of displaying the appropriate emotion regardless of the emotion actually
felt?
a. emotional labor
b. emotional dishonesty
c. emotional immaturity
d. emotional maturity
86. Service businesses and customers share a set of expectations about the emotions that should be
displayed during a service encounter. These expectations are a function of _________________
norms.
a. societal
b. occupational
c. organizational
d. all of these
87. What term refers to shared expectations about which emotions ought to be expressed and which ought
to be disguised?
a. feedback loops
b. display rules
c. feeling guidelines
d. emotional acceptability
88. _____________ refers to manageable levels of stress for reasonable periods of time that generate
positive emotions including satisfaction, excitement, and enjoyment.
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a. Functional stress
b. Dysfunctional stress
c. Appropriate stress
d. Able stress
TOP: Stress KEY: Bloom's: Knowledge
89. Which of the following is NOT a healthy coping strategy for stress?
a. social support
b. meditation
c. overeating
d. getting enough rest
90. What term refers to exhaustion of physical or emotional strength or motivation usually as a result of
prolonged stress or frustration?
a. termination
b. breakdown
c. burnout
d. none of these
91. Targets of bullying and observers report psychological problems such as ______________.
a. humiliation
b. anxiety
c. discouragement
d. all of these
92. What term refers to asking employees to aim for targets slightly higher than their current ability or
performance levels?
a. stretch goals
b. personal goal orientation
c. overachievement goals
d. none of these
93. Which stress stage is triggered whenever we face any danger?

a. alarm
b. resistance
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c. exhaustion
d. none of these
94. When the first stage of stress is not relieved, our energy starts to fall and we enter the __________
stage.
a. alarm
b. resistance
c. exhaustion
d. none of these
95. If we are unable to resolve the stress in the second stage, the third stage of _____________ develops
and we are tired and listless.
a. alarm
b. resistance
c. exhaustion
d. none of these
96. During the resistance stage of stress, our bodies release stored sugars and fats into our system, and our
physical and mental behavior patterns change as we become _____________.
a. exhausted
b. forgetful
c. anxious
d. all of these
97. If the alarm stage is triggered by a specific event like your boss entering the room angry and yelling, it
is called __________ stress. If it is triggered by anxiety over something that is about to happen, like a
performance review at a time the company is about to lay off some employees, it is called __________
stress.
a. primary, secondary
b. secondary, primary
c. general, specific
d. specific, general
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98. What term refers to either under- or over-arousal stemming from too few or too many demands
continuing for too long?
a. functional stress
b. dysfunctional stress
c. positive stress
d. negative stress
SHORT ANSWER
1. Explain how emotions influence moods and behavior. Use examples.
ANS:
Emotions matter because they influence moods and behavior, including ethical behavior. According to
a former derivatives trader, the dominant emotion of the finance-led boom in the early 2000s was
“infectious greed”. Economists, bankers, politicians and regulators shared the mindset of infectious
greed and optimism, generating behavior that no regulatory mechanism could have controlled.
PTS: 1 DIF: Difficulty: Easy REF: p. 147-149

NAT: BUSPROG: Communication STA: DISC: Individual Dynamics
TOP: Emotions and Moods KEY: Bloom's: Synthesis
2. Briefly describe emotional intelligence.
ANS:
Emotional intelligence is an interpersonal skill that includes the ability to perceive and express
emotions, to understand and use them, and to manage emotions in oneself and other people. An
emotionally intelligent employee knows when the best time to talk to a coworker is, and when not to
make a suggestion to the boss. Higher emotional intelligence is related to higher individual problem-
solving skills, negotiation skills, and performance. Emotionally intelligent people are good at
recognizing their own and others’ emotions and tailoring their own behaviors and emotions
accordingly. Emotional intelligence can be learned and improves with practice.
PTS: 1 DIF: Difficulty: Moderate REF: p. 154

3. Identify and define at least 4 job conditions that can lead to stress.
ANS:
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Task Design: Heavy workload, infrequent work breaks, long work hours and shift work; hectic and
routine tasks that have little inherent meaning, do not utilize the worker’s skills, and provide little
sense of control
Management Style: Lack of worker participation in decision making, poor communication, lack of
family-friendly policies
Interpersonal Relationships: Poor social environment and lack of support or help from coworkers and
supervisors
Work Roles: Conflicting or uncertain job expectations, too much responsibility, or too many roles
Career Concerns: Job insecurity; lack of opportunity for growth, advancement, or promotion; rapid
changes for which workers are unprepared
Environmental Conditions: Unpleasant or dangerous physical work conditions including crowding,
noise, air pollution, or ergonomic problems

TOP: Stress KEY: Bloom's: Analysis
4. List three important components of coping strategies for stress.
ANS:
1. Changing the situation through direct action (e.g., quitting the job or hiring an assistant)
2. Changing the way we think about the situation through cognitive reappraisal (e.g., focusing on the
developmental aspects of a challenging assignment)
3. Focusing on managing the stress reaction symptoms (e.g., working out or meditating).

NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics
5. List at least four changes that organizations can make in order to prevent job stress.
ANS:
How to Change the Organization to Prevent Job Stress
➢ Ensure that workloads match employees’ capabilities and resources

➢ Design jobs to provide meaning, stimulation, and opportunities for employees to use their skills
➢ Clearly define employee roles and responsibilities
➢ Give employees the opportunity to participate in decisions and actions affecting their jobs
➢ Improve communication and reduce uncertainty about career development and future employment
prospects
➢ Provide opportunities for social interaction among employees
➢ Establish work schedules that are compatible with demands and responsibilities outside the job

NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics
TOP: Stress KEY: Bloom's: Synthesis
6. List the three categories of burnout symptoms and identify at least two symptoms that go in each
category.
29
ANS:
Physical Symptoms Behavioral Changes Work Performance

Weight loss Increase in risky behavior Decreased performance
Sleeplessness Irritability Lowered initiative
Frequent illness Moodiness Less interest in working
Headaches Increased suspicion of others Less efficiency at work

7. List and briefly describe the four guiding principles developed by Yokoyama and his employees at
Pike Place Fish Market.
ANS:
1. Choose Your Attitude. We may have no control over what job you have, but we do control how we
approach our job.
2. Make Their Day. Engage and delight customers and coworkers; don’t grudgingly do the bare
minimum.
3. Be Present. Don’t dwell on where you aren’t; instead, make the most of where you are. When
talking to customers and coworkers, look them in the eye and give them your full attention.
4. Play. Have as much fun as you can at whatever you’re doing to cultivate a spirit of innovation and
creativity.

NAT: BUSPROG: Communication STA: DISC: HRM TOP: Summary and Application
KEY: Bloom's: Synthesis
8. List the six primary values that tend to influence managers’ behaviors and choices and that are thus
important to understanding managerial behavior.
ANS:
1. Collectivism: concern for a family or social group as opposed to oneself
2. Rationality: valuing fact-based and emotion-free decisions and actions
3. Novelty: valuing change
4. Duty: valuing obligation, loyalty, and the integrity of reciprocal relationships
5. Materialism: valuing wealth and tangible possessions
6. Power: valuing control of situations and other people.
PTS: 1 DIF: Difficulty: Moderate REF: p. 137-138

NAT: BUSPROG: Communication STA: DISC: HRM TOP: Values
KEY: Bloom's: Knowledge
9. List at least four intrinsic work values and at least four extrinsic work values.
ANS:
Intrinsic Work Values Extrinsic Work Values

Challenging work Financial gain
Adventurous work Benefits
Having autonomy Social contact
30
Having a lot of responsibility Time with family
Being creative Time for volunteering
Helping others Time for hobbies
Working with others Job security
Competition Public recognition
Becoming an expert Free time

10. List at least three options for people trying to deal with their own cognitive dissonance.
ANS:
1. You can change your behavior and reduce the company’s carbon emissions.
2. You can reduce the felt dissonance by reasoning that the pollution is not so important when
compared to the goal of running a profitable company.
3. You can change your attitude toward pollution to decrease your belief that pollution is bad.
4. You can seek additional information to better reason that the benefits to society of manufacturing
our products outweigh the societal costs of polluting.

ESSAY
1. Emotions can be defined as transient physiological, behavior, and psychological episodes experienced
toward an object, person, or event that prepare us to respond to it. Explain the four elements of
emotions.
ANS:
1. Emotions are short events or episodes. Emotions are relatively short lived. Excitement about
making a big sale or anxiety over a looming deadline subsides after a little while.
2. Emotions are directed at something or someone. This differentiates emotions from moods, which
are short-term emotional states that are not directed toward anything in particular. Moods are also
less intense than emotions, and can change quickly. The cause of emotions can be readily
identified—making a big sale or facing a deadline, for example.
3. Emotions are experienced. They involve involuntary changes in heart rate, blood pressure, facial
expressions, animation, and vocal tone. We feel emotion.
4. Emotions create a state of physical readiness through physiological reactions. Increased heart rate,
adrenaline, and eye movements prepare our bodies to take action. Particularly strong emotions
including fear, anger, and surprise can demand our attention, interrupt our thoughts, and motivate
us to respond by focusing our attention on whatever is generating the emotion.

31
2. Explain why human emotions matter to a business. Use examples to illustrate your response.
ANS:
Creating an environment that elicits and sustains positive emotional states in employees can positively
impact a company’s bottom line. Emotions affect productivity, creativity, and career success. As one
expert explains, “If service workers are angry, demoralized, or just plain disinterested, no amount of
training will offset the service climate their emotional state creates. The economic consequence of not
addressing front line employee emotions is disastrous. Customer service research shows that 68% of
customers defect from a company because they were treated with an attitude of indifference. Thus,
68% of what leads to customer defection is related to emotion—or in this case, the lack of emotion.”
Emotions are also related to stress. Emotional distress compromises intellectual functioning in a
variety of ways. As we become more stressed our thinking becomes increasingly more simplistic,
unimaginative, and even primitive—we literally become “dumbed down.” Creating a flexible, focused,
and responsive workforce requires a workplace which elicits and sustains positive emotional states.
Emotions also matter because they influence moods and behavior, including ethical behavior.
According to a former derivatives trader, the dominant emotion of the finance-led boom in the early
2000s was “infectious greed”. Economists, bankers, politicians and regulators shared the mindset of
infectious greed and optimism, generating behavior that no regulatory mechanism could have
controlled.
Recent research suggests that emotions can both motivate and interfere with ethical behavior. A
number of researchers have demonstrated a modest relationship between empathy and helping
behaviors. Emotions can also change the extent to which we use advice in making decisions. Gratitude
leads to greater weighing of advice, whereas anger results in weighing advice less heavily than people
in a neutral emotional state. Angry people also show the least trust, while people experiencing
gratitude show the most.
Emotions can also interrupt our concentration and ability to get work done. Imagine being a relatively
new hire working for a company that just announced the necessity for layoffs. Would you be able to
concentrate on your work, or would your fear of losing your job interfere with your performance?

NAT: BUSPROG: Communication STA: DISC: Group Dynamics
3. Discuss emotional labor in detail. What is it? What does the research suggest about whether it’s
helpful or harmful? How do people respond to it?
ANS:
If you have ever experienced the difference between a grouchy and a cheerful salesperson then you
understand the importance of emotions in many jobs. Even when they aren’t feeling cheery, employees
in some jobs—especially service jobs—need to display positive emotions. At Walt Disney World,
employees are trained to display specific emotions, particularly when they are “onstage” with Disney
guests, no matter how unpleasant the guests happen to be and how angry the employees feel.
Emotional labor is the act of displaying the appropriate emotion regardless of the emotion we actually
feel. It occurs whenever employees have to regulate their emotions in a manner consistent with the
company’s rules. Because almost all jobs require some sort of emotional labor to conform to
organizational norms and expectations in meetings and in interacting with coworkers and customers, it
is helpful to understand more about it.
32
Service businesses and customers share a set of expectations about the emotions that should be
displayed during a service encounter. These expectations are a function of societal norms, occupational
norms, and organizational norms. Emotional labor can be thought of as the “acting” that employees
perform on the job to meet these expectations. If we think of eating lunch in a restaurant, for example,
the service is a “show” where the server is an “actor,” the customer is the “audience,” and the
restaurant is the stage. The restaurant provides the setting and context that allows actors (employees)
to perform for an audience (customers).
The interaction between actors and the audience is based on their mutual expectations about which
emotions ought to be expressed and which ought to be disguised, which create display rules. For
example, employees in the U.S. are often expected to maintain “professionalism” by suppressing both
positive and negative emotions. Emotional display rules apply to leaders as well. Research has found
that when a product failed, a leader expressing sadness was evaluated more favorably than a leader
expressing anger.
There is no universal conclusion about whether emotional labor is helpful or harmful to employees—
research has often found contradictory results. As a result, emotional labor is often described as a
double-edged sword. There is a clear relationship between our emotional state and our physical state.
Efforts to display unfelt positive emotions or suppress felt negative emotions often lead to patterns of
physiological responses that precede illnesses ranging from lower immune levels to cancer. Job
burnout, emotional exhaustion, and job dissatisfaction can also result. For example, prison officers
report that suppressing emotion in the work place is positively associated with overall stress and
negatively associated with job satisfaction. Other consequences of emotional labor include poor self-
esteem, depression, and cynicism.
It is important to note that people don’t all respond to emotional labor in the same way. The negative
effects of emotional labor might be greater for some individuals than for others. Some service
employees are unique in the way that they enjoy working with people, helping people, and making the
world a better place. This likely reflects differences in employees’ instrumental values and personality.
Some research has identified positive consequences of emotional labor for both organizations and
employees. For the company, regulating employees’ emotional displays in a highly scripted manner
can ensure task effectiveness and service quality, and increase sales and repeat business. For
employees, the positive aspects of emotional labor can include financial rewards (higher tips or
salaries); increased satisfaction, security, and self-esteem; increased self-efficacy and psychological
well being; and decreased stress. When expressed feelings are congruent with experienced emotions,
employees experience “emotional harmony,” which is an indicator of a good fit between the person
and the job requirements. When there is a lack of congruence between our characteristics and job
requirements, job satisfaction drops and stress increases. We then usually seek opportunities to leave
the situation.
Interacting with a variety of people, being at the center of attention, and experiencing a sense of joy
when genuinely helping others can all provide intrinsic rewards when performing emotional labor.
Workers employed in jobs requiring substantial amounts of emotional labor have been found to
experience higher job satisfaction and lower emotional exhaustion than other workers.

4. Describe the three stages of stress in detail, using examples.
33
ANS:
There are three stages in our response to stress: alarm, resistance, and exhaustion. The alarm stage is
triggered whenever we face any danger. Our energy is increased, our breathing quickens, our pulse
races, and our body quickly readies itself to either fight or flee the danger. If the alarm stage is
triggered by a specific event like your boss entering the room angry and yelling, it is called primary
stress. If it is triggered by anxiety over something that is about to happen, like a performance review at
a time the company is about to lay off some employees, it is called secondary stress. Warning signs
that we are beginning to experience stress include headaches, sleep problems, difficulty concentrating,
upset stomach, short temper, and job dissatisfaction.
When the first stage of stress is not relieved, our energy starts to fall and we enter the resistance stage.
But because our bodies want to continue fighting off the danger, we become impatient. As our bodies
release stored sugars and fats into our system, our physical and mental behavior patterns change as we
become exhausted, forgetful, and anxious. Because our immune system is weakened, we are also more
likely to get sick.
If we are unable to resolve the stress in the second stage, the third stage of exhaustion develops and we
are tired and listless. Because our system is broken down at this stage, it can lead to complications like
heart disease and ulcers. If not properly managed, stress can lead to increased risk of musculoskeletal
disorders, psychological disorders including depression and burnout, injury, and illness.

5. Define organizational commitment and discuss the three ways we can feel committed to an employer.
ANS:
Organizational commitment reflects the degree to which an employee identifies with the organization
and its goals and wants to stay with the organization. There are three ways we can feel committed to
an employer:
1. Affective commitment: positive emotional attachment to the organization and strong identification
with its values and goals. Employees of Chicago’s Children’s Memorial Hospital may be
affectively committed to the organization because of its goal of providing top quality healthcare to
kids. Affective commitment leads employees to stay with an organization because they want to, and
is related to higher performance.
2. Normative commitment: feeling an obliged to stay with an organization for moral or ethical reasons.
An employee who just finished an MBA paid for by a firm’s tuition reimbursement program might
feel a moral obligation to stay with the employer for at least a few years to repay the debt.
Normative commitment is related to higher performance and leads employees to stay with an
organization because they feel they should.
3. Continuance commitment: staying with an organization because of perceived high economic
(taking another job would mean losing valuable stock options) and/or social costs (friendships with
coworkers) involved with leaving. Continuance commitment leads employees to stay with an
organization because they feel that they have to.
These three types of organizational commitment are not mutually exclusive. It is possible to be
committed to an organization in affective, normative, and continuance ways at the same time, at
varying levels of intensity. At any point in time, an employee has a “commitment profile” that reflects
high or low levels of all three types of organizational commitment. Different profiles have different
effects on workplace behavior such as job performance, absenteeism, and the chance that the
organization member will quit
34
TOP: Attitudes KEY: Bloom's: Synthesis
6. Discuss employee engagement in detail. What is it? What does the research say about it? How can it
be enhanced?
ANS:
If you don’t like your coworkers, your boss is mean, and you don’t have the resources you need to get
your job done, how would you feel? Would you put 100 percent into your work? When we feel
respected and see how our work matters to the company and to others, we feel more enthusiastic and
engaged. Employee engagement is “a heightened emotional and intellectual connection that an
employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to
apply additional discretionary effort to his/her work.”
Engaged employees give their full effort to their jobs, often going beyond what is required because
they are passionate about the firm and about doing their jobs well. Disengaged workers don’t perform
close to their potential capability, lacking the emotional and motivational connections to their
employer that drive discretionary effort. Rather than wanting to do the work and wanting to do their
best, disengaged workers feel they have to do the work, and generally do only what they have to do as
a result.
One study found that more than 50 percent of senior executives have “less than ideal emotional
connection and alignment” to their organization. This is particularly troubling given the financial
consequences of low engagement. High employee engagement is related to superior business
performance. Towers Perrin found that high-engagement organizations have a 28 percent earnings-per-
share (EPS) growth rate compared to low-engagement organizations’ 11 percent EPS decline. A report
from the Society for Human Resource Management found that strengthening employee engagement
saved one company $1.7 million in just one year.
Engagement is enhanced when employees:

➢ Have clear goals and roles
➢ Have the resources needed to do a good job
➢ Get meaningful feedback on their performance
➢ Are able to use their talents
➢ Are recognized for doing a good job
➢ Have positive relationships with coworkers
➢ Have opportunities to learn and grow
➢ Have supportive leadership.
As a manager, it is important to remember that the drivers of employee engagement can differ from the
drivers of employee attraction and retention—what gets employees into an organization is not the
same as what keeps them engaged and keeps them from leaving. Table 5-2 summarizes the result of a
recent Towers Perrin survey on the different drivers of employee attraction, retention, and engagement.

TOP: Attitudes KEY: Bloom's: Synthesis
7. Define and discuss affectivity. What is positive affect? What is negative affect? How do they affect us
at work?
35
ANS:
Affectivity represents our tendency to experience a particular mood or to react to things with certain
emotions. Researchers have identified two types of affectivity: positive and negative. Individuals with
a high positive affectivity experience tend to experience more positive emotions including
cheerfulness or enthusiasm. Individuals higher in negative affectivity tend to experience more negative
emotions, such as irritation or nervousness.
The two dominant dimensions of mood are positive affect, which reflects a combination of high
energy and positive evaluation characterized by emotions like elation, and negative affect, which
comprises feelings of being upset, fearful, and distressed. Not being elated does not mean that I am
upset, and not being sad does not mean that I am elated. Affect tends to be somewhat dispositional and
fairly stable over time. Some people just tend to be more positive and optimistic than others.
Negative affect is related to lower organizational citizenship behaviors, greater withdrawal and
counterproductive work behaviors, and greater injuries. Affectivity can also be important to training
outcomes. Employees with greater positive affect or lower negative affect experience a greater
increase in self-efficacy after training. This suggests that affectivity may be an important thing to
consider when choosing people to participate in development programs.
Moods and emotions can influence our satisfaction with our jobs and employers. Higher positive affect
is related to increased creativity, openness to new information, and efficient decision making. Positive
affectivity also increases the likelihood of cooperation strategies in negotiations, improving the results.
Numerous studies show that happy individuals are successful in many areas of their lives, including
marriage, health, friendship, income, and work performance

8. Discuss functional and dysfunctional stress. How do they differ? How do they affect us at work?
ANS:
Stress is not always a bad thing—it could probably be said that nothing worthwhile is accomplished
without at least some degree of stress. Mild stress generates a small amount of adrenaline that makes
action more likely and even increases the brain’s ability to form new memories. Good stress is also
called functional stress [[functional stress: manageable levels of stress for reasonable periods of time
that generate positive emotions including satisfaction, excitement, and enjoyment]]. Functional stress
is the experience of a manageable level of stress for a reasonable period of time that generates positive
emotions including satisfaction, excitement, and enjoyment. An example of functional stress might be
a challenging assignment given by your boss.
Dysfunctional stress [[dysfunctional stress: either an overload of stress from a situation of under- or
over-arousal continuing for too long]] refers to either under- or over-arousal stemming from too few or
too many demands continuing for too long. [[so what: Some stress can increase our performance; too
much stress decreases it]] Factors including bureaucracy and role ambiguity interfere with our
performance and lead to dysfunctional stress.
Although both functional and dysfunctional stress can lead to negative outcomes like emotional
exhaustion, dysfunctional stress is also related to withdrawal behaviors and turnover. Functional stress
can lead to positive outcomes including job satisfaction, but if the resulting anxiety is unmanaged it
can lead to counterproductive behaviors.
36
At lower levels of arousal, we experience an increased risk of feeling bored and experiencing
dysfunctional stress which can hurt our performance, satisfaction, and well-being. At higher levels of
arousal we are also more likely to experience dysfunctional stress due to work overload. At moderate
levels of stress we are the most likely to experience functional stress, enjoying what we do and
performing well at it.

TOP: Stress KEY: Bloom's: Comprehension
9. Define and discuss terminal and instrumental values, using examples.
ANS:
Noted values researcher Milton Rokeach identified two types of values: terminal and instrumental.
Terminal values reflect our long-term life goals, and include prosperity, happiness, a secure family,
and a sense of accomplishment. For example, people who value family more than career success will
work fewer hours and spend more time with their kids than people whose values put career success
first. Of course, this does not mean that strong family values prevent having a successful career.
David Neeleman, CEO of JetBlue, established personal rules to allow him to spend time with his
family. He keeps weekends as free as possible, tries to make it home every night to spend quality time
with his family, and schedules vacations when his kids are out of school. He feels that following these
rules has also had a positive effect on JetBlue’s performance.
Terminal values can change over time depending on our experiences and accomplishments. When a
career-oriented person sells her business for a lot of money, her prosperity goals may be reached and
family may then become most important. One way to rank your most important terminal values is to
ask yourself, “If I can’t have everything I want, in twenty years what would I be most disappointed
with not having?” The answer can often clarify tough choices about how to prioritize terminal values
and how to divide time among pursuing different outcomes including work, family, and personal
interests.
Instrumental values are our preferred means of achieving our terminal values or our preferred ways of
behaving. Terminal values influence what we want to accomplish; instrumental values influence how
we get there. Honesty, ambition, and independence are examples of instrumental values that guide our
behavior in pursuit of our terminal goals. The stronger an instrumental value is, the more we act on in.
People who value honesty behave more ethically in pursuing the terminal value of prosperity and a
sense of accomplishment than do people with a lower honesty instrumental value.
A CEO’s instrumental values have a strong influence on his or her organization’s culture and
processes. There are six primary values that tend to influence managers’ behaviors and choices and
that are thus important to understanding managerial behavior:
1. Collectivism: concern for a family or social group as opposed to oneself
2. Rationality: valuing fact-based and emotion-free decisions and actions
3. Novelty: valuing change
4. Duty: valuing obligation, loyalty, and the integrity of reciprocal relationships
5. Materialism: valuing wealth and tangible possessions
6. Power: valuing control of situations and other people.
37
Managers with different levels of these six values behave differently in setting and pursuing
organizational strategies and goals. Hiring managers with values consistent with the organizational
culture and values can improve their fit with their jobs and with the company and improve their job
performance.
Leaders of Oregon’s Full Sail Brewing have strong values around environmental responsibility. The
brewery used reclaimed and recycled building materials in building a cannery, uses energy-efficient
lighting and air compressors, and adopted a four-day work week to reduce water and energy
consumption by 20 percent. It also operates an on-site wastewater treatment facility.

10. Define and discuss individual-organization value conflict, using examples.
ANS:
Just as two different employees’ values can conflict, an employee’s values can conflict with the values
of the organization, creating individual-organization value conflict. Lower individual-organization
value conflict leads to greater job satisfaction, higher performance, lower stress, and greater job
commitment.
Many firms are using technology during the recruiting process to communicate the values they seek in
employees. Southwest Airlines’ blog, “Nuts about Southwest,” reflects the company’s playful spirit. In
addition to employee posts, a video blog, news section, and links to Flickr, LinkedIn, YouTube,
Facebook, and Twitter, official video and photo galleries and the airline’s podcast further help
socialize employees and reinforce the values it expects employees to display.
The Home Depot offers four “realistic job preview” videos that use footage of real employees to
describe and demonstrate various positions. This honest but upbeat format provides a conduit for
organizational values, and helps reduce individual-organization value conflict by allowing people
whose values are not a good fit drop out of the hiring process.
Onboarding and socialization practices introduce new hires to the organization, its culture, and its
values. Onboarding is critical in communicating a company’s culture, aligning new hires’ values with
those of the company, and increasing employees’ connection with the firm.
When window treatment manufacturer Hunter Douglas researched the causes of its 70% turnover rate
six months post-hire, it found that new hires didn’t feel connected to the company or its values. This
was probably due to the 10-minute orientation new hires were given before starting their jobs. After
revamping its onboarding process, turnover fell to 6 percent. As one expert says, “A successful
onboarding program is one that inspires new employees; that makes them passionate about the
company.”

38

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Chapter 5: Attitudes, Values, Moods, and Emotions

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

3. Values are all conscious.

ANS: F PTS: 1 DIF: Difficulty: Moderate

5. Personal values do not influence ethical choices.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

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8. The stronger an instrumental value is, the less we act on it.

ANS: F PTS: 1 DIF: Difficulty: Easy

9. Intrapersonal, interpersonal, and individual-organizational value conflicts all influence employee

ANS: T PTS: 1 DIF: Difficulty: Easy

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12. Global differences in values do not lead to different managerial behaviors.

13. Values are influenced by culture.

ANS: T PTS: 1 DIF: Difficulty: Easy

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29. High employee engagement is related to inferior business performance.

ANS: F PTS: 1 DIF: Difficulty: Easy

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31. Emotions last as long as attitudes.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

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34. Emotional displays are acceptable in all cultures.

ANS: F PTS: 1 DIF: Difficulty: Moderate

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45. Emotional intelligence cannot be learned or improved with practice.

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46. Stress is always a bad thing.

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47. Dysfunctional stress is related to withdrawal behaviors and turnover.

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48. Everyone has the same optimal level of stress.

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