BUAD 304 | BUAD304 Exam 1: Organizational
Behavior and Leadership Updated and Latest
Questions and Correct Answers with Rationale -
University of Southern California
1. Which of the Big Five personality traits is the strongest predictor of job performance across
most occupations?
A. Extraversion
B. Conscientiousness
C. Agreeableness
D. Emotional Stability
Correct Answer: B
Explanation: Conscientiousness reflects an individual’s level of organization,
dependability, and persistence. This trait is highly valued in the workplace because it leads
to greater effort and better planning. Other traits like extraversion or agreeableness may be
important for specific roles like sales or teamwork, but they do not generalize as broadly.
Research consistently shows that employees high in conscientiousness achieve higher
performance ratings and levels of success. Understanding this allows managers to hire
individuals who are naturally more likely to meet organizational goals.
2. An employee believes that their effort will lead to a specific level of performance.
According to Vroom’s Expectancy Theory, this is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Self-Efficacy
Correct Answer: B
Explanation: Expectancy is the belief that a specific level of effort will result in a specific
level of performance. This component of motivation focuses on the individual’s confidence
in their own abilities to execute a task. Instrumentality differs because it focuses on the link
between performance and the resulting reward. Valence refers to the value an individual
places on that potential reward. Managers must ensure employees have the tools and
training to maintain high expectancy for motivation to occur.
3. When a manager attributes an employee’s poor performance to laziness rather than a lack
of training, they are likely committing which error?
A. Fundamental attribution error
,B. Self-serving bias
C. Contrast effect
D. Selective perception
Correct Answer: A
Explanation: The fundamental attribution error occurs when observers underestimate
external factors and overestimate internal factors regarding others’ behavior. In this
scenario, the manager ignores external training issues and blames the employee’s internal
personality trait of laziness. This bias is common in organizational settings and can lead to
unfair performance evaluations. It contrasts with the self-serving bias, which individuals
use to explain their own successes or failures. Managers must be aware of this tendency to
ensure they diagnose performance issues accurately.
4. Which component of an attitude describes the intention to behave in a certain way toward
someone or something?
A. Behavioral component
B. Affective component
C. Cognitive component
D. Perceptual component
Correct Answer: A
Explanation: The behavioral component of an attitude is the specific intention to act in a
certain way based on feelings or beliefs. For example, if an employee dislikes their boss,
they may decide to look for a new job. The cognitive component involves the belief or
knowledge about the subject, while the affective component involves the emotional feeling.
Together, these three parts form the structure of workplace attitudes that influence
employee engagement. Managers monitor these intentions because they are direct
precursors to actual employee turnover or effort.
5. According to the Job Characteristics Model, which core job dimension refers to the degree
to which a job requires completion of a whole and identifiable piece of work?
A. Skill variety
B. Task significance
C. Task identity
D. Autonomy
Correct Answer: C
Explanation: Task identity is the degree to which a job allows an employee to see a project
through from start to finish. This leads to a sense of accomplishment because the worker
, can point to a finished product. Skill variety differs by focusing on the number of different
activities or talents required for the job. High task identity is linked to increased
meaningfulness of work for the employee. Redesigning jobs to increase task identity is a
common managerial strategy to boost intrinsic motivation.
6. An individual who is pragmatic, maintains emotional distance, and believes that ‘the ends
can justify the means’ is high in:
A. Narcissism
B. Machiavellianism
C. Self-monitoring
D. Risk-taking
Correct Answer: B
Explanation: Machiavellianism describes individuals who are manipulative and prioritize
power and results over interpersonal relationships. Such individuals are often effective in
competitive environments where high-stakes negotiation is required. However, they may
struggle in teams where trust and collaboration are the primary drivers of success. This
trait is part of the ‘Dark Triad’ along with narcissism and psychopathy. Managers need to
recognize these behaviors to mitigate potential negative impacts on organizational culture.
7. What term describes the psychological discomfort felt when there is an inconsistency
between attitudes and behaviors?
A. Emotional labor
B. Surface acting
C. Cognitive dissonance
D. Affective commitment
Correct Answer: C
Explanation: Cognitive dissonance occurs when an individual’s actions do not align with
their internal values or beliefs. To reduce this tension, individuals will either change their
behavior or justify the inconsistency. For instance, an employee who values
environmentalism but works for a polluter may experience this stress. Organizations try to
minimize dissonance to keep employees satisfied and committed to their roles. Managers
can help by aligning corporate values with the personal values of their staff.
8. In the context of motivation, Equity Theory suggests that employees compare their
outcomes and inputs to:
A. Their own past performance
B. Organizational standards
C. A referent other
Behavior and Leadership Updated and Latest
Questions and Correct Answers with Rationale -
University of Southern California
1. Which of the Big Five personality traits is the strongest predictor of job performance across
most occupations?
A. Extraversion
B. Conscientiousness
C. Agreeableness
D. Emotional Stability
Correct Answer: B
Explanation: Conscientiousness reflects an individual’s level of organization,
dependability, and persistence. This trait is highly valued in the workplace because it leads
to greater effort and better planning. Other traits like extraversion or agreeableness may be
important for specific roles like sales or teamwork, but they do not generalize as broadly.
Research consistently shows that employees high in conscientiousness achieve higher
performance ratings and levels of success. Understanding this allows managers to hire
individuals who are naturally more likely to meet organizational goals.
2. An employee believes that their effort will lead to a specific level of performance.
According to Vroom’s Expectancy Theory, this is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Self-Efficacy
Correct Answer: B
Explanation: Expectancy is the belief that a specific level of effort will result in a specific
level of performance. This component of motivation focuses on the individual’s confidence
in their own abilities to execute a task. Instrumentality differs because it focuses on the link
between performance and the resulting reward. Valence refers to the value an individual
places on that potential reward. Managers must ensure employees have the tools and
training to maintain high expectancy for motivation to occur.
3. When a manager attributes an employee’s poor performance to laziness rather than a lack
of training, they are likely committing which error?
A. Fundamental attribution error
,B. Self-serving bias
C. Contrast effect
D. Selective perception
Correct Answer: A
Explanation: The fundamental attribution error occurs when observers underestimate
external factors and overestimate internal factors regarding others’ behavior. In this
scenario, the manager ignores external training issues and blames the employee’s internal
personality trait of laziness. This bias is common in organizational settings and can lead to
unfair performance evaluations. It contrasts with the self-serving bias, which individuals
use to explain their own successes or failures. Managers must be aware of this tendency to
ensure they diagnose performance issues accurately.
4. Which component of an attitude describes the intention to behave in a certain way toward
someone or something?
A. Behavioral component
B. Affective component
C. Cognitive component
D. Perceptual component
Correct Answer: A
Explanation: The behavioral component of an attitude is the specific intention to act in a
certain way based on feelings or beliefs. For example, if an employee dislikes their boss,
they may decide to look for a new job. The cognitive component involves the belief or
knowledge about the subject, while the affective component involves the emotional feeling.
Together, these three parts form the structure of workplace attitudes that influence
employee engagement. Managers monitor these intentions because they are direct
precursors to actual employee turnover or effort.
5. According to the Job Characteristics Model, which core job dimension refers to the degree
to which a job requires completion of a whole and identifiable piece of work?
A. Skill variety
B. Task significance
C. Task identity
D. Autonomy
Correct Answer: C
Explanation: Task identity is the degree to which a job allows an employee to see a project
through from start to finish. This leads to a sense of accomplishment because the worker
, can point to a finished product. Skill variety differs by focusing on the number of different
activities or talents required for the job. High task identity is linked to increased
meaningfulness of work for the employee. Redesigning jobs to increase task identity is a
common managerial strategy to boost intrinsic motivation.
6. An individual who is pragmatic, maintains emotional distance, and believes that ‘the ends
can justify the means’ is high in:
A. Narcissism
B. Machiavellianism
C. Self-monitoring
D. Risk-taking
Correct Answer: B
Explanation: Machiavellianism describes individuals who are manipulative and prioritize
power and results over interpersonal relationships. Such individuals are often effective in
competitive environments where high-stakes negotiation is required. However, they may
struggle in teams where trust and collaboration are the primary drivers of success. This
trait is part of the ‘Dark Triad’ along with narcissism and psychopathy. Managers need to
recognize these behaviors to mitigate potential negative impacts on organizational culture.
7. What term describes the psychological discomfort felt when there is an inconsistency
between attitudes and behaviors?
A. Emotional labor
B. Surface acting
C. Cognitive dissonance
D. Affective commitment
Correct Answer: C
Explanation: Cognitive dissonance occurs when an individual’s actions do not align with
their internal values or beliefs. To reduce this tension, individuals will either change their
behavior or justify the inconsistency. For instance, an employee who values
environmentalism but works for a polluter may experience this stress. Organizations try to
minimize dissonance to keep employees satisfied and committed to their roles. Managers
can help by aligning corporate values with the personal values of their staff.
8. In the context of motivation, Equity Theory suggests that employees compare their
outcomes and inputs to:
A. Their own past performance
B. Organizational standards
C. A referent other
