1. As a manager, Samantha sees _______ as a preventative strategy that ensures better person–organization matches.
A. holding daily status meetings
B. recruiting and selecting new employees
C. rewarding desirable behavior
D. remaining detached and impersonal during interviews
3. Which of the following best describes aspects of personality and values related to situations, experiences, or things that we lack or desire?
A. Goals
B. Ethics
C. Needs
D. Individual differences
5. The _______ describes a tendency to use one characteristic to create a positive impression that dominates other information.
A. horn effect
B. similar-to-me-effect
C. halo effect
D. self-serving bias
6. After three years in the same position, Juanita feels exhausted, powerless, cynical, and disengaged from her organization. She is experiencing what is known as
A. Type A dissatisfaction.
B. work overload.
C. job burnout.
D. role conflict.
7. The term _______ describes a state of mind, desire, energy, or interest that translates into action.
A. values
B. motivation
C. needs
D. ethics
8. In learning about stress, Inez was surprised to learn about _______, a kind of stress that is actually beneficial, enhancing motivation, energy, and focus.
A. constructive stress
B. eustress
C. distress
D. regulated stress
9. Marco receives an urgent message from his manager to see her immediately for a private meeting in her office. Immediately, his brain sets off a type of emergency signal to his nervous and endocrine systems, a response frequently referred to as the _______ response.
A. adrenaline
B. stressor-induced
C. flight-or-fight
D. energizing
11. Marjorie is a front-line manager. She knows that in order to inspire her employees to give their best and encourage them to engage creatively within the organization, she needs to
A. consistently offer positive reinforcement and never administer punishment.
B. promote younger, more innovative employees over older, more experienced ones.
C. focus only on her employees' strengths and ignore their weaknesses.
D. shape the work each employee does to match their individual talents and skills.
12. People's tendency to look for internal and external factors when asked to explain the cause of their own actions is known as
A. self-perception theory.
B. interpretation and judgment.
C. internal and external attribution.
D. overjustification.
13. According to one study, as the perceived level of _______ increases, so does employees' level of stress.
A. workplace diversity
B. participation
C. office politics
D. negative reinforcement
14. Developing psychological _______ occurs only through experiencing problems, challenge, and failures.
A. immunity
B. independence
C. focus
D. resilience
16. When making either internal or external attributions, we use three types of information. These are
A. distinctiveness, consensus, and consistency.
B. schemas, stimuli, and closure.
C. status symbols, stereotypes, and judgment.
D. perceptual filter, selective attention, and salient cues.
17. Among individual factors, which of the following is considered the primary source of stress?
A. Workload
B. Office politics
C. Change
D. Hygiene
18. Employees who want to please others, engage more actively in dialogue, and prefer to make friends with work partners are, according to McClelland, motivated by a need for
A. affection.
B. self-actualization.
C. association.
D. affiliation.
19. In preparing for his first day on a new job, Byron wants to make a good first impression, indicating that he understands the role of the
A. similar-to-me bias.
B. primacy effect.
C. recency effect.
D. typecasting effect.
20. Marco consistently accepts credit for success and rejects blame for mistakes or failures. This tendency is known as
A. self-serving bias.
B. the halo effect.
C. the horn effect.
D. external attribution.