BUAD 304 | BUAD304 Exam 1: Organizational
Behavior and Leadership Updated and Latest
Questions and Correct Answers with Rationale -
University of Southern California
1. A manager attributes an employee’s poor performance to laziness rather than considering
the lack of proper tools provided by the company. This is an example of which perceptual
bias?
A. Fundamental attribution error
B. Self-serving bias
C. Halo effect
D. Selective perception
Correct Answer: A
Explanation: The fundamental attribution error involves overemphasizing internal traits
while ignoring external situational factors. By blaming laziness, the manager overlooks the
environmental constraint of missing tools. This bias frequently occurs when observers
judge the behavior of others. Recognizing this error allows managers to be more objective
in their performance evaluations. It is a critical concept in understanding social perception
within organizations.
2. Which of the Big Five personality traits is most consistently and strongly related to job
performance across various occupations?
A. Extraversion
B. Conscientiousness
C. Openness to experience
D. Agreeableness
Correct Answer: B
Explanation: Conscientiousness is characterized by being organized, dependable, and
disciplined. Research consistently shows that highly conscientious individuals perform
better because they set higher goals. They are also more likely to persist through
challenges compared to individuals with lower scores. This trait is particularly valuable in
structured corporate environments like those studied in BUAD 304. Most recruiters
prioritize this dimension to ensure long-term reliability in new hires.
3. According to Expectancy Theory, what does ‘instrumentality’ represent in the motivation
process?
A. The belief that effort will lead to a specific level of performance
,B. The belief that successful performance will lead to a specific reward
C. The perceived value or attractiveness of the outcome
D. The degree to which an individual believes they can perform a task
Correct Answer: B
Explanation: Instrumentality is the link between performance and the attainment of a
desired outcome or reward. It answers the question of whether the employee will actually
receive what was promised if they succeed. If an employee believes rewards are
distributed unfairly, their instrumentality score will decrease. This reduction in belief
directly lowers their overall motivation to perform tasks. Managers must ensure that
rewards are consistently tied to performance to maintain high levels of instrumentality.
4. When an individual experiences a contradiction between two or more attitudes or
between behavior and attitudes, it is known as:
A. Affective commitment
B. Perceptual defense
C. Cognitive dissonance
D. Job dissatisfaction
Correct Answer: C
Explanation: Cognitive dissonance creates a state of mental discomfort that individuals are
naturally driven to resolve. People often change their attitudes or behaviors to achieve
consistency and reduce this tension. In a workplace, this might happen when an employee
performs a task that conflicts with their personal values. Understanding this concept helps
leaders manage organizational change more effectively by addressing employee concerns.
It highlights the importance of aligning corporate culture with individual belief systems.
5. In Equity Theory, when an employee perceives they are being under-rewarded compared
to a colleague, they are most likely to:
A. Increase their level of effort
B. Seek more challenging assignments
C. Adopt a higher standard for comparison
D. Distort their perception of their own or the other’s inputs
Correct Answer: D
Explanation: Equity Theory suggests that individuals seek to maintain fairness between
their inputs and the outcomes they receive. When under-rewarded, individuals feel distress
and may psychologically distort reality to justify the gap. They might also choose to reduce
their effort or ask for a raise to restore balance. This perception of inequity can lead to
, significant drops in motivation and job satisfaction. Managers should ensure transparent
communication about how rewards are determined to prevent these negative reactions.
6. Which level of Maslow’s Hierarchy of Needs focuses on realizing one’s full potential and
personal growth?
A. Social needs
B. Esteem needs
C. Self-actualization
D. Safety needs
Correct Answer: C
Explanation: Self-actualization represents the highest level of human needs in Maslow’s
original pyramid. It involves the drive to become everything that one is capable of
becoming through personal achievement. In the workplace, this need is often met through
autonomy and challenging projects that allow for creativity. Organizations that provide
growth opportunities help employees satisfy this high-level psychological requirement.
Once lower-level needs are met, self-actualization becomes the primary motivator for many
professionals.
7. According to Herzberg’s Two-Factor Theory, which of the following is considered a
‘motivator’ rather than a ‘hygiene factor’?
A. Working conditions
B. Recognition for achievement
C. Salary and benefits
D. Company policies
Correct Answer: B
Explanation: Herzberg distinguishes between factors that prevent dissatisfaction and
factors that actually encourage high performance. Recognition is a motivator because it
relates directly to the content of the work and personal growth. Hygiene factors like salary
only prevent dissatisfaction but do not necessarily inspire extra effort. To truly motivate
employees, managers must move beyond basic benefits and provide meaningful work. This
theory emphasizes that satisfaction and dissatisfaction are not opposite ends of the same
scale.
8. What term describes an individual’s belief in their capacity to execute behaviors necessary
to produce specific performance attainments?
A. Self-esteem
B. Self-efficacy
C. Internal locus of control
Behavior and Leadership Updated and Latest
Questions and Correct Answers with Rationale -
University of Southern California
1. A manager attributes an employee’s poor performance to laziness rather than considering
the lack of proper tools provided by the company. This is an example of which perceptual
bias?
A. Fundamental attribution error
B. Self-serving bias
C. Halo effect
D. Selective perception
Correct Answer: A
Explanation: The fundamental attribution error involves overemphasizing internal traits
while ignoring external situational factors. By blaming laziness, the manager overlooks the
environmental constraint of missing tools. This bias frequently occurs when observers
judge the behavior of others. Recognizing this error allows managers to be more objective
in their performance evaluations. It is a critical concept in understanding social perception
within organizations.
2. Which of the Big Five personality traits is most consistently and strongly related to job
performance across various occupations?
A. Extraversion
B. Conscientiousness
C. Openness to experience
D. Agreeableness
Correct Answer: B
Explanation: Conscientiousness is characterized by being organized, dependable, and
disciplined. Research consistently shows that highly conscientious individuals perform
better because they set higher goals. They are also more likely to persist through
challenges compared to individuals with lower scores. This trait is particularly valuable in
structured corporate environments like those studied in BUAD 304. Most recruiters
prioritize this dimension to ensure long-term reliability in new hires.
3. According to Expectancy Theory, what does ‘instrumentality’ represent in the motivation
process?
A. The belief that effort will lead to a specific level of performance
,B. The belief that successful performance will lead to a specific reward
C. The perceived value or attractiveness of the outcome
D. The degree to which an individual believes they can perform a task
Correct Answer: B
Explanation: Instrumentality is the link between performance and the attainment of a
desired outcome or reward. It answers the question of whether the employee will actually
receive what was promised if they succeed. If an employee believes rewards are
distributed unfairly, their instrumentality score will decrease. This reduction in belief
directly lowers their overall motivation to perform tasks. Managers must ensure that
rewards are consistently tied to performance to maintain high levels of instrumentality.
4. When an individual experiences a contradiction between two or more attitudes or
between behavior and attitudes, it is known as:
A. Affective commitment
B. Perceptual defense
C. Cognitive dissonance
D. Job dissatisfaction
Correct Answer: C
Explanation: Cognitive dissonance creates a state of mental discomfort that individuals are
naturally driven to resolve. People often change their attitudes or behaviors to achieve
consistency and reduce this tension. In a workplace, this might happen when an employee
performs a task that conflicts with their personal values. Understanding this concept helps
leaders manage organizational change more effectively by addressing employee concerns.
It highlights the importance of aligning corporate culture with individual belief systems.
5. In Equity Theory, when an employee perceives they are being under-rewarded compared
to a colleague, they are most likely to:
A. Increase their level of effort
B. Seek more challenging assignments
C. Adopt a higher standard for comparison
D. Distort their perception of their own or the other’s inputs
Correct Answer: D
Explanation: Equity Theory suggests that individuals seek to maintain fairness between
their inputs and the outcomes they receive. When under-rewarded, individuals feel distress
and may psychologically distort reality to justify the gap. They might also choose to reduce
their effort or ask for a raise to restore balance. This perception of inequity can lead to
, significant drops in motivation and job satisfaction. Managers should ensure transparent
communication about how rewards are determined to prevent these negative reactions.
6. Which level of Maslow’s Hierarchy of Needs focuses on realizing one’s full potential and
personal growth?
A. Social needs
B. Esteem needs
C. Self-actualization
D. Safety needs
Correct Answer: C
Explanation: Self-actualization represents the highest level of human needs in Maslow’s
original pyramid. It involves the drive to become everything that one is capable of
becoming through personal achievement. In the workplace, this need is often met through
autonomy and challenging projects that allow for creativity. Organizations that provide
growth opportunities help employees satisfy this high-level psychological requirement.
Once lower-level needs are met, self-actualization becomes the primary motivator for many
professionals.
7. According to Herzberg’s Two-Factor Theory, which of the following is considered a
‘motivator’ rather than a ‘hygiene factor’?
A. Working conditions
B. Recognition for achievement
C. Salary and benefits
D. Company policies
Correct Answer: B
Explanation: Herzberg distinguishes between factors that prevent dissatisfaction and
factors that actually encourage high performance. Recognition is a motivator because it
relates directly to the content of the work and personal growth. Hygiene factors like salary
only prevent dissatisfaction but do not necessarily inspire extra effort. To truly motivate
employees, managers must move beyond basic benefits and provide meaningful work. This
theory emphasizes that satisfaction and dissatisfaction are not opposite ends of the same
scale.
8. What term describes an individual’s belief in their capacity to execute behaviors necessary
to produce specific performance attainments?
A. Self-esteem
B. Self-efficacy
C. Internal locus of control
