UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
1. values abstract ideals that guide ones thinking and behavior across all situations; rela-
tively stable
2. personal atti- evaluations, feelings or opinions about people, places, and objects; range from
tudes positive to negative; impact behavior
3. values vs person- values- global beliefs across all situations; personal attitudes- behavior direct
al attitudes toward specific objects, persons, or situations and range from positive to negative
4. 3 components of attective, cognitive, behavioral
attitudes
5. affective "i feel" the positive/negative feeling/emotions one feels about someone/some-
thing
6. cognitive "i think" the beliefs or ideas one has about someone/something
7. behavioral "i intend" how one intends/expects to act in response to someone/something
8. cognitive disso- psychological discomfort experienced when simultaneously holding two or more
nance conflicting cognitions (ideas, values, or emotions)
9. how to reduce changing attitude, behavior or both; belittling the importance of the inconsistent
cognitive disso- behavior
nance
10. organizational the extent to which an individual identifies with an organization and commits to
commitment its goals
11. outcomes of continued employment and greater motivation
organizational
commitment
12.
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
how to in- hiring people whose personal values align with the organization, making sure
crease organiza- management does not breach psychological contracts, and enhancing the level
tional commit- of trust
ment
13. employee en- the harnessing of organizational members' selves to their work roles; where
gagement people employ and express themselves physically, cognitively, and emotionally
during role performance
14. what contributes environmental characteristics, organization level factors, and person factors
to engagement
15. increase employ- measuring, tracking, and responding to employee surveys
ee engagement
by
16. perceived orga- reflects the extent to which employees believe that the organization values their
nizational sup- contributions and genuinely cares about their well-being
port
17. what happens increased organizational commitment, job satisfaction, organizational citizenship
when employees behavior, task performance, and lower turnover
perceive organi-
zational support
18. job satisfaction an attective or emotional response toward various facets of ones job; the extent
to which an individual likes his or her job
19. attitudinal out- motivation, job involvement, withdraw cognitions, perceived stress
comes of job sat-
isfaction
20. motivation psychological process that arouses interest in doing something, and it directs and
guides behavior
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
21. job involvement the extent to which an individual is personally involved with his/her work role
22. withdrawal cog- an individuals overall thoughts and feelings about quitting
nitions
23. behavioral out- job performance, organizational citizenship behavior (OCB), counterproductive
comes of job sat- work behavior (CWB), turnover
isfaction
24. job performance job satisfaction and performance are moderately related, both variables indirectly
influence each other
25. organizational individual behavior that isn't discretionary, not directly recognized by the formal
citizenship reward system, promotes ettective functioning of the organization
behavior
26. counterproduc- behavior that harms other employees, the organization as a whole, or organiza-
tive work tional stakeholders like customers and shareholders; strong negative relationship
behavior with job satisfaction
27. turnover can be positive if poor performers are leaving and negative if good employees
leave
28. individual differ- broad category used to collectively describe the vast number of attributes that
ences describe a person; some are stable over time while some are flexible
29. managers and managers have little to no impact on fixed ids (intelligence and personality), but
id's they can manage (attitudes and emotions), but have more influence on relatively
flexible id's that influence individual-level work outcomes (performance and job
satisfaction)
30. intelligence
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
an individuals capacity for: constructive thinking, reasoning, and problem solving;
not purely genetic, can be altered/modified, development can be damaged by
organic factors like alcohol or drugs
31. practical intelli- the ability to solve everyday problems by utilizing knowledge gained from expe-
gence rience in order to purposefully adapt to, shape, and select environments
32. implications for identify intelligences relevant to the job- select individuals, place individuals, and
managers develop individuals
33. personality combination of stable physical, behavioral, and mental characteristics that give in-
dividuals their unique identities; product of genetic and environmental influences
34. 5 personality di- extraversion, agreeableness, conscientiousness, neuroticism/emotional stability,
mensions and openness to experience
35. extraversion tendency to experience positive emotions and moods and feel good about oneself
and the rest of the world- social, talkative, and energetic
36. neuroticism tendency to experience negative emotions and moods, feel distressed, and be
critical of oneself and others
37. agreeableness tendency to get along well with others
38. conscientious- tendency to be careful, scrupulous, and preserving
ness
39. openness to ex- tendency to be original, have broad interests, be open to a wide range of stimuli,
perience be daring, and take risks
40. core self-evalua- broad personality trait comprised of 4 narrow and positive individual traits: gen-
tions (CSEs) eralized self-eflcacy, self esteem, locus of control, and emotional stability
41. self- efficacy
1. values abstract ideals that guide ones thinking and behavior across all situations; rela-
tively stable
2. personal atti- evaluations, feelings or opinions about people, places, and objects; range from
tudes positive to negative; impact behavior
3. values vs person- values- global beliefs across all situations; personal attitudes- behavior direct
al attitudes toward specific objects, persons, or situations and range from positive to negative
4. 3 components of attective, cognitive, behavioral
attitudes
5. affective "i feel" the positive/negative feeling/emotions one feels about someone/some-
thing
6. cognitive "i think" the beliefs or ideas one has about someone/something
7. behavioral "i intend" how one intends/expects to act in response to someone/something
8. cognitive disso- psychological discomfort experienced when simultaneously holding two or more
nance conflicting cognitions (ideas, values, or emotions)
9. how to reduce changing attitude, behavior or both; belittling the importance of the inconsistent
cognitive disso- behavior
nance
10. organizational the extent to which an individual identifies with an organization and commits to
commitment its goals
11. outcomes of continued employment and greater motivation
organizational
commitment
12.
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
how to in- hiring people whose personal values align with the organization, making sure
crease organiza- management does not breach psychological contracts, and enhancing the level
tional commit- of trust
ment
13. employee en- the harnessing of organizational members' selves to their work roles; where
gagement people employ and express themselves physically, cognitively, and emotionally
during role performance
14. what contributes environmental characteristics, organization level factors, and person factors
to engagement
15. increase employ- measuring, tracking, and responding to employee surveys
ee engagement
by
16. perceived orga- reflects the extent to which employees believe that the organization values their
nizational sup- contributions and genuinely cares about their well-being
port
17. what happens increased organizational commitment, job satisfaction, organizational citizenship
when employees behavior, task performance, and lower turnover
perceive organi-
zational support
18. job satisfaction an attective or emotional response toward various facets of ones job; the extent
to which an individual likes his or her job
19. attitudinal out- motivation, job involvement, withdraw cognitions, perceived stress
comes of job sat-
isfaction
20. motivation psychological process that arouses interest in doing something, and it directs and
guides behavior
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
21. job involvement the extent to which an individual is personally involved with his/her work role
22. withdrawal cog- an individuals overall thoughts and feelings about quitting
nitions
23. behavioral out- job performance, organizational citizenship behavior (OCB), counterproductive
comes of job sat- work behavior (CWB), turnover
isfaction
24. job performance job satisfaction and performance are moderately related, both variables indirectly
influence each other
25. organizational individual behavior that isn't discretionary, not directly recognized by the formal
citizenship reward system, promotes ettective functioning of the organization
behavior
26. counterproduc- behavior that harms other employees, the organization as a whole, or organiza-
tive work tional stakeholders like customers and shareholders; strong negative relationship
behavior with job satisfaction
27. turnover can be positive if poor performers are leaving and negative if good employees
leave
28. individual differ- broad category used to collectively describe the vast number of attributes that
ences describe a person; some are stable over time while some are flexible
29. managers and managers have little to no impact on fixed ids (intelligence and personality), but
id's they can manage (attitudes and emotions), but have more influence on relatively
flexible id's that influence individual-level work outcomes (performance and job
satisfaction)
30. intelligence
, UARK MGMT 2103 Final Review Questions And Answers | 100% Verified 202
an individuals capacity for: constructive thinking, reasoning, and problem solving;
not purely genetic, can be altered/modified, development can be damaged by
organic factors like alcohol or drugs
31. practical intelli- the ability to solve everyday problems by utilizing knowledge gained from expe-
gence rience in order to purposefully adapt to, shape, and select environments
32. implications for identify intelligences relevant to the job- select individuals, place individuals, and
managers develop individuals
33. personality combination of stable physical, behavioral, and mental characteristics that give in-
dividuals their unique identities; product of genetic and environmental influences
34. 5 personality di- extraversion, agreeableness, conscientiousness, neuroticism/emotional stability,
mensions and openness to experience
35. extraversion tendency to experience positive emotions and moods and feel good about oneself
and the rest of the world- social, talkative, and energetic
36. neuroticism tendency to experience negative emotions and moods, feel distressed, and be
critical of oneself and others
37. agreeableness tendency to get along well with others
38. conscientious- tendency to be careful, scrupulous, and preserving
ness
39. openness to ex- tendency to be original, have broad interests, be open to a wide range of stimuli,
perience be daring, and take risks
40. core self-evalua- broad personality trait comprised of 4 narrow and positive individual traits: gen-
tions (CSEs) eralized self-eflcacy, self esteem, locus of control, and emotional stability
41. self- efficacy
