Organizational Behavior Test Bank Chapter 4 – comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive exam practice questions and review material.pdf
Organizational Behavior Test
Bank Chapter 4 –
comprehensive exam
practice questions and
review material
Guidehttps://www.stuvia.com/dashboard!@_)#*)(@$)($@*($@)($@*_
Organizational Behavior Test Bank Chapter 4 – comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive exam practice questions and review material.pdf
,Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
Terms in this set (103)
1. Cognitive processes typically occur before FALSE
emotional processes are initiated. Feedback: Emotions may have a greater influence on our perceptions and
behaviors because emotional processes often occur before cognitive
processes and, consequently, influence the latter.
2. Emotions are brief events or "episodes." TRUE
Feedback: Emotions are physiological, behavioral, and psychological
episodes experienced toward an object, person, or event that create a
state of readiness. These "episodes" are very brief events that typically
subside or occur in waves lasting from milliseconds to a few minutes.
3. Emotional dissonance refers to the conflict TRUE
experienced between the emotions we are required Feedback: Emotional dissonance is the psychological tension experiences
to display and our true emotions in that situation. when the emotions people are required to display are quite different from
the emotions they actually experience at the moment.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
,Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
4. Jobs in which employees must frequently display TRUE
emotions that oppose their genuine emotion require Feedback: Emotional labor also potentially requires people to be
more emotional labor. something they are not, which can lead to psychological separation from
self. These problems are greater when employees need to frequently
display emotions that oppose their genuine emotions.
5. Surface acting may result in stress and job TRUE
burnout. Feedback: Employees often deal with emotional discrepancies by
engaging in surface acting; they pretend that they feel the expected
emotion even though they actually experience a different emotion. One
problem with surface acting is that it can lead to higher stress and
burnout.
6. Employees are more likely to quit their jobs and TRUE
be absent from work if they are dissatisfied with their Feedback: Job dissatisfaction builds over time and is eventually strong
jobs. enough to motivate employees to search for better work opportunities
elsewhere. It also leads to reducing work effort, paying less attention to
quality, and increasing absenteeism and lateness.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
, Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
7. The exit-voice-loyalty-neglect model states that TRUE
some employees respond to their job dissatisfaction Feedback: The exit-voice-loyalty-neglect model states that "loyalists" are
by patiently waiting for the problem to work itself employees who respond to dissatisfaction by patiently waiting—some say
out or get resolved by others. they "suffer in silence"—for the problem to work itself out or be resolved
by others.
8. The relationship between job satisfaction and job TRUE
performance would likely be stronger if more Feedback: Higher performers receive more rewards (including
organizations provided valued rewards for good recognition) and consequently are more satisfied than low-performing
performance. employees who receive fewer rewards. The connection between job
satisfaction and performance isn't stronger because many organizations
do not reward good performance very well.
9. Eustress refers to the short-term causes of stress, FALSE
whereas distress refers to long-term causes. Feedback: Stress is caused by stressors. Stressors include any
environmental conditions that place a physical or emotional demand on a
person. Eustress is a level of stress, which is a necessary part of life
because it activates and motivates people to achieve goals, change their
environments, and succeed in life's challenges.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive exam practice questions and review material.pdf
Organizational Behavior Test
Bank Chapter 4 –
comprehensive exam
practice questions and
review material
Guidehttps://www.stuvia.com/dashboard!@_)#*)(@$)($@*($@)($@*_
Organizational Behavior Test Bank Chapter 4 – comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive
Organizational
exam
Behavior
practice
Test
questions
Bank Chapter
and review
4 – material.pdf
comprehensive exam practice questions and review material.pdf
,Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
Terms in this set (103)
1. Cognitive processes typically occur before FALSE
emotional processes are initiated. Feedback: Emotions may have a greater influence on our perceptions and
behaviors because emotional processes often occur before cognitive
processes and, consequently, influence the latter.
2. Emotions are brief events or "episodes." TRUE
Feedback: Emotions are physiological, behavioral, and psychological
episodes experienced toward an object, person, or event that create a
state of readiness. These "episodes" are very brief events that typically
subside or occur in waves lasting from milliseconds to a few minutes.
3. Emotional dissonance refers to the conflict TRUE
experienced between the emotions we are required Feedback: Emotional dissonance is the psychological tension experiences
to display and our true emotions in that situation. when the emotions people are required to display are quite different from
the emotions they actually experience at the moment.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
,Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
4. Jobs in which employees must frequently display TRUE
emotions that oppose their genuine emotion require Feedback: Emotional labor also potentially requires people to be
more emotional labor. something they are not, which can lead to psychological separation from
self. These problems are greater when employees need to frequently
display emotions that oppose their genuine emotions.
5. Surface acting may result in stress and job TRUE
burnout. Feedback: Employees often deal with emotional discrepancies by
engaging in surface acting; they pretend that they feel the expected
emotion even though they actually experience a different emotion. One
problem with surface acting is that it can lead to higher stress and
burnout.
6. Employees are more likely to quit their jobs and TRUE
be absent from work if they are dissatisfied with their Feedback: Job dissatisfaction builds over time and is eventually strong
jobs. enough to motivate employees to search for better work opportunities
elsewhere. It also leads to reducing work effort, paying less attention to
quality, and increasing absenteeism and lateness.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
, Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
7. The exit-voice-loyalty-neglect model states that TRUE
some employees respond to their job dissatisfaction Feedback: The exit-voice-loyalty-neglect model states that "loyalists" are
by patiently waiting for the problem to work itself employees who respond to dissatisfaction by patiently waiting—some say
out or get resolved by others. they "suffer in silence"—for the problem to work itself out or be resolved
by others.
8. The relationship between job satisfaction and job TRUE
performance would likely be stronger if more Feedback: Higher performers receive more rewards (including
organizations provided valued rewards for good recognition) and consequently are more satisfied than low-performing
performance. employees who receive fewer rewards. The connection between job
satisfaction and performance isn't stronger because many organizations
do not reward good performance very well.
9. Eustress refers to the short-term causes of stress, FALSE
whereas distress refers to long-term causes. Feedback: Stress is caused by stressors. Stressors include any
environmental conditions that place a physical or emotional demand on a
person. Eustress is a level of stress, which is a necessary part of life
because it activates and motivates people to achieve goals, change their
environments, and succeed in life's challenges.
Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf Org Behavior Test Bank Chapter 4.pdf
