组织行为学麦克沙恩TBChap004

Chapter04

WorkplaceEmotions,Attitudes,andStress

True/FalseQuestions

1.Cognitiveprocessestypicallyoccurbeforeemotionalprocessesareinitiated.

TrueFalse

2.Emotionsrepresenttheclusterofbeliefs,assessedfeelings,andbehavioralintentionstowards

somethingorsomeoneguidedbyconsciouslogicalreasoning.

TrueFalse

3.Emotionsarebriefeventsor"episodes".

TrueFalse

4.Moodsrepresentourreactiontospecificpeopleorevents,whereasemotionsarenotdirected

towardanythinginparticular.

TrueFalse

5.Peopleareconsciouslyawareofmostemotionstheyexperience.

TrueFalse

6.Strongemotionstriggerourconsciousawarenessofathreatoropportunityintheexternal

environment.

TrueFalse

7.Moodsarelessintenseemotionalstatesthataredirectedtowardsomethingorsomebodyin

particular.

TrueFalse

8.Emotionsarecommunicationstoourselves,whichservetoputusinastateofreadiness.

TrueFalse

9.Emotionsgenerateacoreaffectthatsomethingisgoodorbad,helpfulorharmful,tobe

approachedoravoided.

TrueFalse

10.Attitudesrepresentaclusterofbeliefs,motivationandfeelingsaboutanattitudeobject.

TrueFalse

11.Beliefsareestablishedperceptionsabouttheattitudeobject.

TrueFalse

12.Attitudesconsistofthefollowingthreecomponents:emotions,beliefs,andbehaviors.

TrueFalse

13.Behavioralintentionsrepresentyourconsciouspositiveornegativeevaluationsoftheattitude

objectandyourmotivationtoengageinaparticularbehavior.

TrueFalse

14.Peoplewiththesamebeliefswillalwaysformthesamefeelingstowardstheattitudeobject.

TrueFalse

15.Theemotionalmarkersthatnonconsciouslytagsensoryinformationarecalculatedfeelings

towardstheinformationsource.

TrueFalse

16.Theinfluenceofbothcognitivereasoningandemotionsonattitudesismostapparentwhenthey

agreewitheachother.

TrueFalse

17.Studiesindicatethatwhileexecutivestendtomakequickdecisionsbasedonlogicalreasoning,

thebestdecisionsarebasedontheiremotionalresponses.

TrueFalse

18.Overall,corporateleadersneedtokeepinmindthatemotionsshapeemployeeattitudesand

attitudesinfluencevariousformsofwork-relatedbehavior.

TrueFalse

19.Cognitivedissonanceoccursonlywhenothersobserveaninconsistencybetweenourbeliefs,

feelings,andbehavior.

TrueFalse

20.Aperson'semotionsareinfluencedbyhisorherpersonality,notjustfromworkplace

experiences.

TrueFalse

21.Emotionallaborreferstoanyphysicalworkthatmakesemployeesfeelangrythattheymust

performthiskindofwork.

TrueFalse

22.Displayrulesarenormsthatrequireemployeestoshowcertainemotionsandtowithholdothers.

TrueFalse

23.Normsaboutdisplayingorhidingyourtrueemotionsdonotvarymuchacrosscultures.

TrueFalse

24.Emotionaldissonanceoccurswhentwoormorepeoplewithnotabledifferencesinemotional

intelligenceinteractwitheachother.

TrueFalse

25.Emotionaldissonancereferstotheconflictexperiencedbetweentheemotionswearerequiredto

displayandourtrueemotionsinthatsituation.

TrueFalse

26.Emotionaldissonanceismostcommonwhereemotionaldisplayrulesarehighlyregulatedand

employeesmustdisplayemotionsquitedifferentfromtheirtrueemotions.

TrueFalse

27.Jobsinwhichemployeesmustfrequentlydisplayemotionsthatopposetheirgenuineemotion

requiremoreemotionallabor.

TrueFalse

28.Surfaceactingmayresultinstressandjobburnout.

TrueFalse

29.Employeesexperiencelessstressfromemotionallaborwhentheypracticesurfaceactingrather

thandeepacting.

TrueFalse

30.Employeescanminimizethestressfromemotionallaborbyactuallychangingtheiremotionsto

matchthejobrequirements(deepacting),ratherthandisplayingemotionscontrarytotheirtrue

emotions(surfaceacting).

TrueFalse

31.Emotionalintelligencereferstotheabilitytoperceiveandexpressemotion,assimilateemotionin

thought,understandandreasonwithemotion,andregulateemotioninoneselfandothers.

TrueFalse

32.Emotionalintelligencereferstohowanindividualbehaves,nottheabilitiesofthatindividual.

TrueFalse

33.Thedimensionsofemotionalintelligencearecognitivedissonance,continuancecommitment,

andemotionallabor.

TrueFalse

34.Managingothers'emotionsrepresentsthehighestlevelofemotionalintelligence.

TrueFalse

35.Thefourdimensionsofemotionalintelligenceformahierarchy.

TrueFalse

36.Peoplewithhighemotionalintelligencearesuperiorleaders.

TrueFalse

37.Emotionalintelligenceimprovesallformsofperformance.

TrueFalse

38.Theemotionalintelligenceofanindividualtendstoincreasewithage.

TrueFalse

39.Jobsatisfactionrepresentsaperson'sevaluationofhisorherjobandworkcontext.

TrueFalse

40.Employeesaremorelikelytoquittheirjobsandbeabsentfromworkiftheyaredissatisfiedwith

theirjobs.

TrueFalse

41.Theexit-voice-loyalty-neglectmodelstatesthatsomeemployeesrespondtotheirjob

dissatisfactionbypatientlywaitingfortheproblemtoworkitselfoutorgetresolvedbyothers.

TrueFalse

42.Accordingtotheexit-voice-loyalty-neglectmodel,someunsatisfiedemployeesengagein"voice"

byconstructivelyrecommendingsolutionstothesourceoftheirdissatisfaction.

TrueFalse

43.Peoplewithahighconscientiousnesspersonalityaremorelikelytoengageinneglectandless

likelytoengageinvoice.

TrueFalse

44.Jobperformanceleadstoimprovedjobsatisfactiononlywhenperformanceislinkedtovalued

rewards.

TrueFalse

45.Therelationshipbetweenjobsatisfactionandjobperformancewouldlikelybestrongerifmore

organizationsprovidedvaluedrewardsforgoodperformance.

TrueFalse

46.Employeeswithhigherjobsatisfactiontendtoconveymorefriendlinessandpositivefeelingsto

customers.

TrueFalse

47.Jobsatisfactionisanethicalissuethatinfluencestheorganization'sreputationinthecommunity.

TrueFalse

48.Organizationalcommitmentreferstoanemployee'scontractualobligationtoprovideaminimum

amountoftimeandefforttotheorganizationinreturnforafairday'spayfromtheorganization.

TrueFalse

49.Affectivecommitmentreferstoacalculativeattachmenttoremainintheorganization.

TrueFalse

50.Continuancecommitmentisacalculativedecisiontoremainwiththeorganization.

TrueFalse

51.Financialincentivesgiventoemployeestostaywiththeorganizationusuallyreducescontinuance

commitment.

TrueFalse

52.Employeeswithhighlevelsofaffectivecommitmenttendtoengageinmoreorganizational

citizenshipbehaviors.

TrueFalse

53.Employeeswithveryhighloyaltytendtohavehighconformity,whichresultsinlowercreativity.

TrueFalse

54.Continuancecommitmentmotivatesemployeestoincreasetheirworkeffortbeyond

expectations.

TrueFalse

55.Opportunitiesforemployeeinvolvementandincreasedsocialidentitywiththeorganizationwould

increasethecontinuancecommitmentofemployees.

TrueFalse

56.Trust,employeeinvolvement,andorganizationalcomprehensiontendtoincreaseorganizational

commitment.

TrueFalse

57.Trustisareciprocalactivity;toreceivetrustfromemployees,corporateleadersmustdemonstrate

theirtrustinthoseemployees.

TrueFalse

58.Stressisanadaptiveresponsetoasituationthatisperceivedaschallengingorthreateningtothe

person*swell-being.

TrueFalse

59.Somelevelofstressisanecessarypartoflifeforeveryindividual.

TrueFalse

60.Eustressreferstotheshort-termcausesofstress,whereasdistressreferstolong-termcauses.

TrueFalse

61.Thegeneraladaptationsyndromedescribesthevariousconsequencesofstress.

TrueFalse

62.Accordingtogeneraladaptionsyndrome,thealarmreactionstageactivatesvariousbiochemical,

psychological,andbehavioralmechanismsthatgivetheindividualmoreenergyandengage

copingmechanismstoovercomeorremovethesourceofstress.

TrueFalse

63.Jobburnoutisaparticularstressconsequenceprocess,whichtypicallyconsistsofthreestages.

TrueFalse

64.Anyenvironmentalconditionthatplacesaphysicaloremotionaldemandonapersoniscalleda

stressor.

TrueFalse

65.Workoverloadandjobburnoutarealsoreferredtoasquidproquoharassmentattheworkplace.

TrueFalse

66.Hightaskcontrolincreasesemployeeexposuretotheriskofburnout.

TrueFalse

67.Individualswithhighneuroticismusuallyexperiencelowerstresslevelsbecausetheyareless

pronetoanxiety.

TrueFalse

68.Workaholicstypicallyhaveahighlevelofenjoymentofwork.

TrueFalse

69.Jobsharingandtelecommutingareusuallyconsideredwaystoreducestressthroughincreasing

work/lifebalance.

TrueFalse

70.Workpracticessuchasflexibleandrestrictedworkhoursincreasework-relatedstress.

TrueFalse

71.Telecommutingisawayofhelpingemployeeswithdrawfromthestressor.

TrueFalse

72.Vacationsandholidaysallowemployeestowithdrawfromvariousorganizationalstressorsand

reenergizeforfuturechallenges.

TrueFalse

73.Manycompanieshavefitnesscentersorsubsidizethecostofmembershipatoff-sitecenters.

Thispracticeisintendedtoremovethestressor.

TrueFalse

74.Socialsupportcannotimproveaperson'sself-confidence,butitcanhelpapersonwithdrawfrom

astressor.

TrueFalse

MultipleChoiceQuestions

75.Emotionsaredefinedas:

A.feelingsthatarenotdirectedtowardanythinginparticular.

B.ourjudgmentsaboutwhatisrightorwrong.

C.ourintentionstoacttowardsanattitudeobject.

D.theclusterofbeliefs,assessedfeelingsandbehavioralintentionstowardsanattitudeobject.

E.physiological,behavioral,andpsychologicalepisodesexperiencedtowardanobject,person,

oreventthatcreateastateofreadiness.

76.Emotionswillhaveagreaterinfluenceonourperceptions,attitudes,decisions,andbehaviorthan

cognitionbecause:

A.emotionalprocessesoftenoccurbeforecognitiveprocesses.

B.cognitiveprocessesarelesssignificantforindividualbehaviors.

C.emotionalprocessesaresimplerthancognitiveprocesses.

D.emotionalprocessesaremorelikelytoresultinnegativebehaviors.

E.cognitiveprocessesaremorelikelytoresultinnegativebehaviors.

77.Whichofthefollowingstatementsistrueofemotionsintheworkplace?

A.Theyarephysiologicalactionsratherthanbehavioralactions.

B.Emotionslastforalongertimeperiod.

C.Emotionsaredirectedtowardsomeoneorsomething.

D.Theyarealsoreferredtoasmoodsofindividuals.

E.Emotionsandmoodsaredirectedtowardspecificattitudesofothers.

78.Whichofthefollowingisaneffectofemotions?

A.Theyrepresenttheclusterofbeliefsandbehavioralintentionstowardaperson.

B.Theyputusintoastateofreadiness.

C.Theyhelpusinvolveinconsciouslogicalreasoning.

D.Theyenableustohaveestablishedperceptionsabouttheattitudeobject.

E.Theyrepresentone'smotivationtoengageinaparticularbehavior.

79.Anger,fear,joy,andsadnessrepresent:

A.thebeliefsthatinfluenceourattitudestowardssomethingorsomeone.

B.thefirstfourstagesofemotionallabor.

C.differenttypesofemotions.

D.thefourdimensionsofjobsatisfaction.

E.thefourareasoftheJohariWindow.

80.AccordingtotheCircumplexModelofEmotions,highactivationnegativeemotionsinclude:

A.bored.

B.gloomy.

C.jittery.

D.still.

E.allofthese.

81.Whichofthefollowingdifferencesissimilartothedifferencebetweenemotionsandattitudes?

A.Eatingsomethingversusdrinkingsomething.

B.Experiencingsomethingversusjudgingsomething.

C.Perceivingsomethingversusbehavingtowardsomething.

D.Knowingaboutsomethingversusdoingsomething.

E.Espousedvaluesversusenactedvalues.

82.Beliefs,feelings,andbehavioralintentionsarecomponentsof:

A.attitudes.

B.theEVLNmodel.

C.organizationalcommitment.

D.emotions.

E.thepsychologicalcontract.

83.Whichofthefollowingtermsrefertoestablishedperceptionsabouttheattitudeobject?

A.Intentions

B.Feelings

C.Senses

D.Beliefs

E.Behaviors

84.Whichofthefollowingtermsbestrepresentsthepositiveornegativeevaluationsoftheattitude

object?

A.Intentions

B.Behaviors

C.Feelings

D.Senses

E.Beliefs

85.Whichofthesestatementsrepresentsthefeelingsdimensionofattitudes?

A.Idon'tlikehowmybosstreatshisemployees.

B.Iwanttotransferoutofthisdepartmenttogetawayfromthismanager.

C.Mysupervisorberateshisemployeesinpublic.

D.Iintendtotellthehumanresourcemanagerthatmysupervisorshouldbedemoted.

E.Ibelievethecurrentactionsofthecompanywillincreaseitscompetitiveness.

86.Identilythetermthatrepresentsyourmotivationtoengageinaparticularbehaviorregardingthe

attitudeobject.

A.Feelings

B.Senses

C.Beliefs

D.Behaviors

E.Intentions

87.Whichofthefollowingdeterminewhetherintentionstranslateintobehavior?

A.Externaldimensionsofyourvaluesystem.

B.Pastexperience,personalityandsocialnorms.

C.Internalorexternallocusofcontrol.

D.Self-efficacyandself-esteem.

E.Tendencyforself-enhancement.

88.Assoonaswereceivesensoryinformation,wenonconsciouslytagsomeofthatinformationwith

emotionalmarkers.Thesemarkersare:

A.calculatedfeelingsaboutanindividualorincidents.

B.calculatedfeelingsofaparticularattitudeoremotion.

C.behavioralintentionsformedbasedontheindividual'sbeliefs.

D.innateemotionalresponsestothinslicesofsensoryinformation.

E.theinternalbeliefsthatdriveindividualsofanorganization.

89.Manycompaniestrytocreatepositiveexperiencesatwork.Whichofthefollowingisthemajor

reasonforthis?

A.Itismandatoryforamulti-nationalcompanytohavesuchworkconditions.

B.Workconditionscanhaveanemotionalinfluenceonemployeeattitudes.

C.Inordertopromoteanimageofincreasedcorporatesocialresponsibility.

D.Aspartofthegreenmarketingcampaignwhichispopulararoundtheworld.

E.Thiswouldhelptheemployersformacognitivedissonancewiththeemployees.

90.Theuncomfortabletensionfeltwhenourbehaviorandattitudesareinconsistentwitheachother

iscalled:

A.cognitivedistance.

B.emotionalintelligence.

C.cognitivejustification.

D.cognitivedissonance.

E.neglect.

91.Mostoften,peoplereducecognitivedissonanceby:

A.Reversingthedecisionthatcausedthedissonance.

B.Seekingoutthenegativeaspectsofthedecisionandhighlightthem.

C.Pretendingtherewerenoalternativestothedecision.

D.Developingmorefavorableattitudestowardspecificfeaturesofthedecision.

E.Thereisnowaytoreducecognitivedissonance.

92.Peoplewithmorepositiveemotionstypicallyhavehigherandareextroverted.

A.neuroticism

B.emotionalstability

C.turnover

D.consistency

E.complexity

93.Peoplewithmorenegativeemotionstendtohavehigherandareintroverted.

A.neuroticism

B.emotionalstability

C.attendance

D.consistency

E.complexity

94.Emotionallaborrefersto:

A.theeffort,planning,andcontrolneededtoexpressorganizationallydesiredemotionsduring

interpersonaltransactions.

B.thetendencytochangeourattitudessotheybecomemoreconsistentwithourbehaviors.

C.aperson'sevaluationofthejobandworkcontext.

D.aperson'semotionalattachmenttoidentificationwith,andinvolvementinaparticular

organization.

E.maintainingsimilaremotionaldisplayrulesandstandardsaroundtheworld.

95.Customerservicerepresentatives(CSRs)oftenconcealtheirfrustrationwhenservinganirritating

customer.ThisbehaviorfromtheCSRsisanexampleof:

A.emotionallabor.

B.cognitiveresponse.

C.cognitivedissonance.

D.judgmentalevaluation.

E.emotionalattribution.

96.Emotionallaborishigherinjobsrequiring:

A.limitedhoursofroutinework.

B.workinginirregularshifts.

C.workinginisolation.

D.frequentinteractionwithclients.

E.skilledknowledgesuchasaccounting.

97.Whichofthesestatementsaboutemotionallaboristrue?

A.Jobsinvolvingcustomerservicedonotrequireemotionallabor.

B.Researchindicatesthatemotionaldisplayrulesandstandardsareverysimilararoundthe

world.

C.Emotionallabordemandsarelowerinjobsrequiringavarietyofemotions.

D.Emotionallabordemandsarelowerinjobswhereinteractionwithclientsisfrequent.

E.Emotionallabordemandsarehigherinjobsrequiringmoreintenseemotions.

98.Whichofthesecountriesismorelikelytoacceptortoleratepeoplewhodisplaytheirtrue

emotionsatwork?

A.U.S.A.

B.Japan

C.France

D.Spain

E.Austria

99.Emotionaldissonanceis:

A.theemotionpeopleexperiencewhentheyaredissatisfiedwiththeirpaycheck.

B.asignificantcauseofstressandjobburnout.

C.presentwheneveremotionallaborisnotrequiredinthejob.

D.themainsourceofunethicalconductinorganizationalsettings.

E.theexistenceofasetofsimilaremotionaldisplayrulesaroundtheworld.

100.Emotionaldissonanceoccurswhen:

A.therearenoknownemotionaldisplayrulesforaparticularsituation.

B.weexperienceconflictbetweentherequiredemotionsandourtrueemotions.

C.weworkwithsomeonewhohashighemotionalintelligence.

D.jobsatisfactionisatthesamelevelasorganizationalcommitment.

E.thereisasetofsimilaremotionaldisplayrulesaroundtheworld.

101.involvesmodifyingbehaviortobeconsistentwithrequiredemotionsbutcontinuingto

holddifferentinternalfeelings.

A.Surfaceacting

B.Customization

C.Personalization

D.Deepacting

E.Emotionaldissonance

102.Deepactinginvolves:

A.usingrealemotionstohandledifficultcustomers.

B.basingone'sbehavioroncustomerinteractions.

C.ignoringcustomerneedsandactingforthecompany'sbenefit.

D.ignoringcustomerneedsandactingforone'sownbenefit.

E.changingtrueemotionstomatchtherequiredemotions.

1O3.Theabilitytoperceiveandexpressemotion,assimilateemotioninthought,understandand

reasonwithemotion,andregulateemotioninoneselfandothersiscalled:

A.emotionalintelligence.

B.emotionallabor.

C.cognitivedissonance.

D.positiveaffectivity.

E.jobsatisfaction.

104.Emotionalintelligenceisbestdescribedas:

A.apersonalitytrait.

B.asetofabilities.

C.aformoforganizationalcommitment.

D.anaction-tendencyindicatingthatthepersonishighlymotivated.

E.aformofempathy.

105.Socialawareness,self-management,andrelationshipmanagementarethreeelementsof:

A.affectivecommitment.

B.emotionallabor.

C.emotionalintelligence.

D.continuancecommitment.

E.theaffectcircumplexmodelofemotions.

1O6.Thehighestlevelofemotionalintelligenceis:

A.beingawareofotherpeople'semotions.

B.self-management.

C.organizationalcomprehension.

D.self-awareness.

E.managingotherpeople'semotions.

107.Managingothers'emotionsis:

A.anegative,highlyactivatedemotion.

B.oneofthreetypesoforganizationalcommitment.

C.anoutcomeofemotionaldissonance.

D.thehighestlevelofemotionalintelligence.

E.theoppositeofemployability.

108.Self-awarenessisthelowestlevelof.

A.emotionalintelligence

B.emotionallabor

C.emotionaldissonance

D.continuancecommitment

E.affectivecommitment

1O9.Thecompetencymoststronglyassociatedwithsocialawarenessis:

A.conflictmanagement.

B.empathy.

C.organizationalcomprehension.

D.self-esteem.

E.jobperformance.

HO.Whichofthefollowingisacompetencyrepresentingthehighestlevelofemotionalintelligence?

A.Perceivingemotionsofotherpeople.

B.Understandingthemeaningofone'sownemotions.

C.Managingdysfunctionalemotionsamongstaff.

D.Beingmoresensitivetosubtleemotionalresponses.

E.Experiencinganotherperson'semotions.

111.Yourbosshasthehighestlevelofemotionalintelligence.Whichofthefollowingabilitiesdoes

yourbosspossess?

A.Heisabletoperceivehisownemotions.

B.Heisabletoempathizewithothers.

C.Heisabletounderstandthemeaningofhisownemotions.

D.Heisabletocalmemployeeswhentheyareupset.

E.Heisabletomanagehisownemotions.

112.Researchsuggeststhatpeoplewithhighlevelsofemotionalintelligencearebetteratallofthe

followingEXCEPT:

A.personalrelations.

B.jobinterviews.

C.workingwithoutsocialinteraction.

D.emotionallabor.

E.leadership.

113.Onewaycompaniescanincreasetheemotionalintelligenceoftheiremployeesisby:

A.Elprofiling.

B.theEIEIOmethod.

C.Elscores.

D.Eltraining.

E.ThereisnowayforacompanytoincreaseElinemployees.

114.Whichofthefollowingstatementsaboutjobsatisfactionistrue?

A.Thebestwaytomeasurejobsatisfactionisthroughaskingasingledirectquestion.

B.Jobsatisfactiondoesnotvarymuchbetweendifferentcountries.

C.Jobsatisfactionvariessignificantlyfromyeartoyear.

D.Employeeswhosaytheyaresatisfiedwiththeirjobsmayalsoexpressdissatisfactionwith

partsofthem.

E.Veryfewemployeeswouldleavetheircurrentemployeriftherightjobcamealong.

115.Theexit-voice-loyalty-neglect(EVLN)model:

A.outlinesthefourconsequencesofemotionalintelligence.

B.identifiesthefourwaystomanageemployeeemotions.

C.explainswhythepsychologicalcontractdiffersbetweenemployeesandtheiremployers.

D.isatemplatefororganizingandunderstandingtheconsequencesofjobdissatisfaction.

E.explainsthemaindifferencesbetweenaffectivecommitmentandcontinuancecommitment.

116.Donaldwasunhappythathiscompanydidnotprovidegoodparkingfacilities.Hefounditvery

stressfultofindreasonablypricedparkingclosetohisworkplace,andwhathefoundcausedhim

towalkseveralblocksinallweather.Thiseventuallyledtojobdissatisfaction.Hence,he

recommendedwaystosolvethisproblem.AccordingtotheEVLNmodel,thisinformation

suggeststhatDonald*smainreactiontojobdissatisfactionwas:

A.exit.

B.voice.

C.commitment.

D.loyalty.

E.neglect.

117.Shawnaisdissatisfiedwithherbossfornotsupportingherworkorrecognizingherjob

performance.Inspiteoftheseproblems,Shawnadoesnotcomplainanddoesnotintendto

moveelsewhere.Instead,shemaintainsherlevelofworkeffortandhopesthecompanywill

eventuallycorrecttheseproblems.AccordingtotheEVLNmodel,Shawna*sresponseis:

A.exit.

B.voice.

C.employability.

D.loyalty.

E.neglect.

118.Whichofthefollowingstatementsaboutjobsatisfactionandjobperformanceistrue?

A.Employeeswhoaredissatisfiedwiththeirjobsdonothavehighjobperformance.

B.Jobsatisfactionhasalmostnoeffectonjobperformance.

C.Employeeswhoaresatisfiedwiththeirjobshavehigherjobperformance.

D.Happyworkersarelessproductiveworkers.

E.Employeeshavehigherjobsatisfactiononlyaftertheyhavereceivedafinancialreward.

119.Whichofthefollowingisaconclusionbyorganizationalbehaviorscholarsregardingjob

satisfaction?

A.Asjobperformanceincreases,jobsatisfactiondecreases.

B.Jobperformanceisthesolepredictorofjobsatisfaction.

C.Jobsatisfactionisnotrelatedtojobperformance.

D.Peoplewithhigherjobsatisfactiontendtohavehigherjobperformance.

E.Jobsatisfactiondoesnotaffectcustomerperformance.

12O.Whichofthefollowingproposesthatjobsatisfactionhasapositiveeffectoncustomerservice,

whichflowsontoshareholderfinancialreturns?

A.EVLNmodel

B.Serviceprofitchainmodel

C.Emotionalintelligencemodel

D.MARSmodel

E.El-BasedTheoryofPerformance

121.Accordingtotheserviceprofitchainmodel,workplacepracticesaffectjobsatisfaction,which

influencesemployeeretention,motivation,andbehaviorandtheseoutcomesaffect:

A.servicequality.

B.customersatisfaction.

C.perceptionsofvalue.

D.profitability.

E.allofthese.

122.Theconceptofaffectiveorganizationalcommitmentincludes:

A.acalculativeattachmenttotheorganization.

B.anemployeewhoismotivatedtostaybecauseleavingwouldbecostly.

C.anemotionalattachmentwiththeorganization.

D.selfishbehaviorwithintheorganization.

E.perceivinglossofsocialcosts.

123.Employees'identificationwithaparticularorganizationtendstoincrease:

A.affectivecommitment.

B.cognitivedissonance.

C.continuancecommitment.

D.calculativecommitment.

E.jobdissatisfaction.

124.Employeeswhostaywithanorganizationmainlybecausetheybelieveitwillcostthemfinancially

toleavewillhave:

A.highcontinuancecommitment.

B.highemotionalintelligence.

C.lowcontinuancecommitment.

D.highorganizationalcommitment.

E.highaffectivecommitment.

125.Whichofthefollowingoccurswhenorganizationsgivefinancialincentivestopreventdissatisfied

employeesfromquitting?

A.Employeesincreasetheirlevelof