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Organizational Behavior Test Bank: Chapter 4 - Emotions and Moods, Exams of Business Economics

Bank Street College of Education Business Economics

A comprehensive test bank for chapter 4 of an organizational behavior textbook, focusing on emotions and moods. It includes multiple-choice questions with detailed answers and feedback, covering key concepts such as emotional labor, emotional dissonance, stress management, and the relationship between emotions and job performance. This resource is valuable for students studying organizational behavior, as it helps them assess their understanding of the chapter's content and prepare for exams.

Typology: Exams

2024/2025

Available from 01/04/2025

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1. Cognitive processes typically occur before emotional processes

are initiated. - **FALSE

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 experienced

between the emotions we are required to display and our true

emotions in that situation. - **TRUE

Feedback: Emotional dissonance is the psychological tension

experiences when the emotions people are required to display are

quite different from the emotions they actually experience at the

moment.

4. Jobs in which employees must frequently display emotions that

oppose their genuine emotion require more emotional labor. -

**TRUE

Feedback: Emotional labor also potentially requires people to be

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 burnout. - **TRUE

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

Partial preview of the text

Download Organizational Behavior Test Bank: Chapter 4 - Emotions and Moods and more Exams Business Economics in PDF only on Docsity!

Test Bank Org Behavior updated Chapter

4 2025 passed and Verified

Cognitive processes typically occur before emotional processes are initiated. - **FALSE 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.
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.
Emotional dissonance refers to the conflict experienced between the emotions we are required to display and our true emotions in that situation. - **TRUE Feedback: Emotional dissonance is the psychological tension experiences when the emotions people are required to display are quite different from the emotions they actually experience at the moment.
Jobs in which employees must frequently display emotions that oppose their genuine emotion require more emotional labor. - **TRUE Feedback: Emotional labor also potentially requires people to be 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.
Surface acting may result in stress and job burnout. - **TRUE 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.

Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs. - **TRUE Feedback: Job dissatisfaction builds over time and is eventually strong 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.
The exit-voice-loyalty-neglect model states that some employees respond to their job dissatisfaction by patiently waiting for the problem to work itself out or get resolved by others. - **TRUE Feedback: The exit-voice-loyalty-neglect model states that "loyalists" are employees who respond to dissatisfaction by patiently waiting—some say they "suffer in silence"—for the problem to work itself out or be resolved by others.
The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance. - **TRUE Feedback: Higher performers receive more rewards (including recognition) and consequently are more satisfied than low- performing 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.
Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes. - **FALSE 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.

Vacations and holidays allow employees to withdraw from various organizational stressors and reenergize for future challenges. - **TRUE Feedback: Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and reenergize for future challenges.
Many companies have fitness centers or subsidize the cost of membership at off-site centers. This practice is intended to remove the stressor. - **FALSE Feedback: Fitness, relaxation, and meditation are techniques to control the consequences of stress rather than changing the stress perceptions.
Emotions are defined as A. feelings that are not directed toward anything in particular. B. our judgments about what is right or wrong. C. our intentions to act toward an attitude object. D. the cluster of beliefs, assessed feelings, and behavioral intentions toward an attitude object. E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. - **E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. 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.
Emotions will have a greater influence on our perceptions, attitudes, decisions, and behavior than cognition because A. emotional processes often occur before cognitive processes. B. cognitive processes are less significant for individual behaviors. C. emotional processes are simpler than cognitive processes. D. emotional processes are more likely to result in negative behaviors.

E. cognitive processes are more likely to result in negative behaviors. - **A. emotional processes often occur before cognitive processes. Feedback: Neuroscience discoveries have revealed that our perceptions, attitudes, decisions, and behavior are influenced by both cognition and emotion. Emotions may have a greater influence because emotional processes often occur before cognitive processes and, consequently, influence the latter.

Which of the following statements is true of emotions in the workplace? A. Emotions are physiological actions rather than behavioral actions. B. Emotions last for a longer time period. C. Emotions are directed toward someone or something. D. Emotions are also referred to as moods of individuals. E. Emotions and moods are directed toward specific attitudes of others. - **C. Emotions are directed toward someone or something. Feedback: Emotions are directed toward someone or something. For example, we experience joy, fear, anger, and other emotional episodes toward tasks, customers, or a software program we are using.
Which of the following is an effect of emotions? A. They represent the cluster of beliefs and behavioral intentions toward a person. B. They put us into a state of readiness. C. They help us involve in conscious logical reasoning. D. They enable us to have established perceptions about the attitude object. E. They represent one's motivation to engage in a particular behavior. - **B. They put us into a state of readiness. Feedback: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
Anger, fear, joy, and sadness represent

D. judgments. E. values. - **D. judgments. Feedback: Attitudes are judgments, whereas emotions are experiences. In other words, attitudes involve evaluations of an attitude object, whereas emotions operate as events, usually without our awareness.

Which of the following is an example of a psychological state of emotion? A. blood pressure B. heart rate C. facial expression D. thought process E. increased breathing - **D. thought process Feedback: Emotions are experiences. They represent changes in our physiological state (e.g., blood pressure, heart rate), psychological state (e.g., thought process), and behavior (e.g., facial expression).
Why do our heart rate and blood pressure increase when we are worried? A. to release extra tension so we can relax B. to make our body better prepared to engage in fight or flight C. to keep our heart healthy for future events D. to help us sleep better when the event is over E. to make sure all of our bodily systems are working properly - **B. to make our body better prepared to engage in fight or flight Feedback: When we get worried, for example, our heart rate and blood pressure increase to make our body better prepared to engage in fight or flight.
Which of the following terms refers to established perceptions about the attitude object? A. intentions B. feelings C. senses D. beliefs E. behaviors - **D. beliefs

Feedback: Beliefs are your established perceptions about the attitude object or what you believe to be true.

Which of the following terms best represents the positive or negative evaluations of the attitude object? A. intentions B. behaviors C. feelings D. senses E. beliefs - **C. feelings Feedback: Feelings represent your positive or negative evaluations of the attitude object.
Which of these statements represents the feelings dimension of attitudes? A. I don't like how my boss treats his employees. B. I want to transfer out of this department to get away from this manager. C. My supervisor berates his employees in public. D. I intend to tell the human resource manager that my supervisor should be demoted. E. I believe the current actions of the company will increase its competitiveness. - **A. I don't like how my boss treats his employees. Feedback: Feelings represent your conscious positive or negative evaluations of the attitude object. They are directly influenced by beliefs and emotions. In this case, the statement, "I don't like how my boss treats his employees," shows that an individual has a negative evaluation of the attitude object, i.e., the way his boss treats his employees.
Identify the term that represents the motivation to engage in a particular behavior regarding the attitude object. A. feelings B. senses C. beliefs D. behaviors E. intentions - **E. intentions

C. Companies like to promote an image of increased corporate social responsibility. D. Companies like to be seen as part of the green marketing campaign, which is popular around the world. E. This would help the employers form a cognitive dissonance with the employees. - **B. Work conditions can have an emotional influence on employee attitudes. Feedback: Various emotional influences on employee attitudes is the reason why many companies try to create positive experiences at work.

_____ is the uncomfortable tension felt when our behavior and attitudes are inconsistent with each other. A. Cognitive distance B. Emotional intelligence C. Cognitive justification D. Cognitive dissonance E. Neglect - **D. Cognitive dissonance Feedback: Cognitive dissonance occurs when we perceive an inconsistency in our beliefs, feelings, and behavior. This inconsistency generates emotions (such as feeling hypocritical) that motivate us to create more consistency by changing one or more of these elements.
Most often, people reduce cognitive dissonance by A. reversing the decision that caused the dissonance. B. seeking out the negative aspects of the decision and highlighting them. C. pretending there were no alternatives to the decision. D. developing more favorable attitudes toward specific features of the decision. E. doing nothing; it is impossible to reduce cognitive dissonance. It is organic. - **D. developing more favorable attitudes toward specific features of the decision. Feedback: People reduce cognitive dissonance by changing their beliefs and feelings. One dissonance-reducing strategy is to develop more favorable attitudes toward specific features of the decision.

People with more positive emotions typically have higher ____________ and are extroverted. A. neuroticism B. emotional stability C. turnover D. consistency E. complexity - **B. emotional stability Feedback: People with more positive emotions typically have higher emotional stability and are extroverted.
People with more negative emotions tend to have higher _____________ and are introverted. A. neuroticism B. emotional stability C. attendance D. consistency E. complexity - **A. neuroticism Feedback: People who experience more negative emotions tend to have higher neuroticism and are introverted.
Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of A. emotional labor. B. cognitive response. C. cognitive dissonance. D. judgmental evaluation. E. emotional attribution. - **A. emotional labor. Feedback: People are expected to manage their emotions in the workplace. Emotional labor refers to the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.
Emotional labor is higher in jobs requiring A. limited hours of routine work. B. working in irregular shifts. C. working in isolation. D. frequent interaction with clients.

D. job satisfaction is at the same level as organizational commitment. E. there is a set of similar emotional display rules around the world. - **B. we experience conflict between the required emotions and our true emotions. Feedback: Emotional dissonance is a significant cause of stress and job burnout. It occurs when we experience conflict between the required emotions and our true emotions.

________ involves modifying behavior to be consistent with required emotions but continuing to hold different internal feelings. A. Surface acting B. Customization C. Personalization D. Deep acting E. Emotional dissonance - **A. Surface acting Feedback: Surface acting involves pretending to show the required emotions but continuing to hold different internal feelings.
Deep acting involves A. using real emotions to handle difficult customers. B. basing one's behavior on customer interactions. C. ignoring customer needs and acting for the company's benefit. D. ignoring customer needs and acting for one's own benefit. E. changing true emotions to match the required emotions. - **E. changing true emotions to match the required emotions. Feedback: Deep acting involves changing true emotions to match the required emotions of the job.
Emotional intelligence is best described as A. a personality trait. B. a set of abilities. C. a form of organizational commitment. D. an action-tendency indicating that the person is highly motivated. E. a form of empathy. - **B. a set of abilities.

Feedback: Emotional intelligence is a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

Social awareness, self-management, and relationship management are three elements of A. affective commitment. B. emotional labor. C. emotional intelligence. D. continuance commitment. E. the Circumplex model of emotions. - **C. emotional intelligence. Feedback: Emotional intelligence consists of four dimensions: awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions.
The highest level of emotional intelligence is A. being aware of other people's emotions. B. self-management. C. organizational comprehension. D. self-awareness. E. managing other people's emotions. - **E. managing other people's emotions. Feedback: Managing other people's emotions is the highest level of emotional intelligence because this ability requires awareness of our own and others' emotions.
Managing others' emotions is A. a negative, highly activated emotion. B. one of three types of organizational commitment. C. an outcome of emotional dissonance. D. the highest level of emotional intelligence. E. the opposite of employability. - **D. the highest level of emotional intelligence. Feedback: Managing other people's emotions, relationship management is the highest level of emotional intelligence

Michael, the owner of an electronics store, has the highest level of emotional intelligence. Which of the following abilities does Michael possess? A. He is able to perceive his own emotions. B. He is able to empathize with others. C. He is able to understand the meaning of his own emotions. D. He is able to calm employees when they are upset. E. He is able to manage his own emotions. - **D. He is able to calm employees when they are upset. Feedback: The highest level of emotional intelligence involves managing other people's emotions. In this case, Michael is able to calm employees when they are upset and to get staff enthusiastic about an otherwise mundane activity. This implies that he has the highest level of emotional intelligence.
Research suggests that people with high levels of emotional intelligence are better at all of the following except: A. personal relations. B. job interviews. C. working without social interaction. D. emotional labor. E. leadership. - **C. working without social interaction. Feedback: Research suggests that people with high EI are better at interpersonal relations, perform better in jobs requiring emotional labor, are superior leaders, make better decisions involving social exchanges, are more successful in many aspects of job interviews, and are better at organizational learning activities. Emotional intelligence does not improve some forms of performance, such as tasks that require minimal social interaction.
One way companies can increase the emotional intelligence of their employees is by A. EI profiling. B. the EIEIO method. C. EI scores. D. EI training.

E. doing nothing; companies cannot increase emotional intelligence. - **D. EI training. Feedback: Several studies have found that companies can also increase employees' emotional intelligence through training programs designed for that purpose.

Which of the following statements about job satisfaction is true? A. The best way to measure job satisfaction is through asking a single direct question. B. Job satisfaction does not vary much between different countries. C. Job satisfaction varies significantly from year to year. D. Employees who say they are satisfied with their jobs may also express dissatisfaction with parts of them. E. Very few employees would leave their current employer if the right job came along. - **D. Employees who say they are satisfied with their jobs may also express dissatisfaction with parts of them. Feedback: Surveys that report high overall job satisfaction also found that most employees are dissatisfied with several aspects of their job.
The exit-voice-loyalty-neglect (EVLN) model: A. outlines the four consequences of emotional intelligence. B. identifies the four ways to manage employee emotions. C. explains why the psychological contract differs between employees and their employers. D. is a template for organizing and understanding the consequences of job dissatisfaction. E. explains the main differences between affective commitment and continuance commitment. - **D. is a template for organizing and understanding the consequences of job dissatisfaction. Feedback: A useful template for organizing and understanding the consequences of job dissatisfaction is the exit-voice-loyalty- neglect (EVLN) model.
Shawna is dissatisfied with her boss for not supporting her work or recognizing her job performance. In spite of these

D. People with higher job satisfaction tend to have higher job performance. E. Job satisfaction does not affect customer performance. - **D. People with higher job satisfaction tend to have higher job performance. Feedback: OB experts say that there is a moderately positive relationship between job satisfaction and performance. In other words, workers tend to be more productive to some extent when they have more positive attitudes toward their job and workplace.

Which of the following proposes that job satisfaction has a positive effect on customer service, which flows on to shareholder financial returns? A. EVLN model B. service profit chain model C. emotional intelligence model D. MARS model E. EI-based Theory of Performance - **B. service profit chain model Feedback: Most companies believe that customer satisfaction is a natural outcome of employee satisfaction. These companies are applying the service profit chain model, which proposes that job satisfaction has a positive effect on customer service, which flows on to shareholder financial returns.
According to the service profit chain model, workplace practices affect job satisfaction, which influences employee retention, motivation, and behavior, in turn affecting all of the following except: A. service quality. B. customer satisfaction. C. perceptions of value. D. profitability. E. organizational structure. - **E. organizational structure. Feedback: Workplace practices affect job satisfaction, which influences employee retention, motivation, and behavior. These employee outcomes affect service quality, which then influence customer satisfaction and perceptions of value, customer referrals, and ultimately the company's profitability and growth.

The concept of affective organizational commitment includes A. a calculative attachment to the organization. B. an employee who is motivated to stay because leaving would be costly. C. an emotional attachment with the organization. D. selfish behavior within the organization. E. perceiving loss of social costs. - **C. an emotional attachment with the organization. Feedback: Organizational commitment—or more specifically, affective commitment—is the employee's emotional attachment to, identification with, and involvement in a particular organization.
Employees' identification with a particular organization tends to increase A. affective commitment. B. cognitive dissonance. C. continuance commitment. D. calculative commitment. E. job dissatisfaction. - **A. affective commitment. Feedback: Organizational commitment—or, more specifically, affective commitment—is the employee's emotional attachment to, identification with, and involvement in a particular organization.
Employees who stay with an organization mainly because they believe it will cost them financially to leave will have A. high continuance commitment. B. high emotional intelligence. C. low continuance commitment. D. high organizational commitment. E. high affective commitment. - **A. high continuance commitment. Feedback: Continuance commitment is an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly.

Organizational Behavior Test Bank: Chapter 4 - Emotions and Moods, Exams of Business Economics

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Partial preview of the text

Download Organizational Behavior Test Bank: Chapter 4 - Emotions and Moods and more Exams Business Economics in PDF only on Docsity!

Test Bank Org Behavior updated Chapter

4 2025 passed and Verified