Week 2 quiz
Question 1 of 20
The process of gathering, selecting, and interpreting information about how we view ourselves and others is called:
A. Selective attention
B. Social perception
D. Self-perception theory
Question 2 of 20
The process of letting some information in while keeping out the rest is called:
A. Interpretation and judgement
B. Perceptual filter
Question 3 of 20
How we fill in missing information to understand a stimulus is referred to as:
B. Salient cues
Question 4 of 20
The mental pattern that people apply to understand and explain certain situations and events is called:
C. Perceptual filter
Question 5 of 20
The process of inferring and assigning a cause to a behavior is called:
A. The attention process
B. The judgement process
C. The selection process
D. The attribution process
Question 6 of 20
When interviewing a potential employee, managers may need to decide whether the person has real talent and potential or is simply well prepared for the interview. What processes is the manager using in this case?
A. Attention and organization
B. External or situational attribution
C. Retrieval and judgment
D. Attention and retention
Question 7 of 20
The tendency to make external attributions about our own behavior when an external reward is given is called:
A. Self-perception theory
B. Internal and external attribution
D. Interpretation and judgment
Question 8 of 20
The tendency to accept credit for success and reject blame for failure is called:
A. Horn effect
B. Self-serving bias
C. Primacy and recency
Question 9 of 20
The tendency to use one characteristic to create a positive impression that dominates other information is called:
A. Halo effect
B. Horn effect
D. Self-serving bias
Question 10 of 20
A manager who supervises people has limited contact with each employee. Over the past six months, one customer complained about a particular employee and the manager has personally observed a loud argument between the same employee and a supervisor from another department. Based on these two samples and having little time to gather more information, the manager may use ____________ to fill in the picture of the employee.
A. Salient cues
C. Selective attention
Question 11 of 20
________________ is a state of mind, desire, energy, or interest that translates into action.
Question 12 of 20
Hauser (2014) determined which of the following is not an example of intrinsic motivation?
A. Ambition and a pleasure to serve
B. Desire for power
C. Prestige, notoriety and fame
D. Personal goal
Question 13 of 20
According to Biggs, Brough and Barbour (2014), work engagement is a positive effective state involving a significant investment of ____ towards the performance of job related tasks.
A. Organizational commitment
B. Personal energy and psychological attachment
C. Knowledge, skills and abilities
D. Time and talent
Question 14 of 20
Which motivation theory suggests that people will be motivated when they expect that their efforts will result in desirable outcomes?
A. Reinforcement theory
B. Goal setting theory
C. Expectancy theory
D. Equity theory
Question 15 of 20
Positive motivation aims to increase efforts and direct contribution of employees to achieve organizational objectives. What would not be a positive example?
A. Increase employee's income
B. Employer offers tuition coverage
C. Flexible work schedule
D. Poor promotional opportunities
Question 16 of 20
Which theory recommends providing an organizational environment and response patterns that reward and encourage desirable behaviors while discouraging or punishing undesirable ones?
A. Reinforcement theory
B. Expectancy theory
C. Equity theory
D. Goal setting theory
Question 17 of 20
. _______________is the involvement, satisfaction, and enthusiasm employees have for their work.
A. Group development
B. Organization commitment
C. Employee engagement
D. Job involvement
Question 18 of 20
According to Lazaroiu (2015), what are Herzberg’s lower order needs called?
A. Intrinsic factors
B. Motivating factors
D. Hygiene factors
Question 19 of 20
Which of the following is not one of the characteristics of needs?
A. Needs are related to that are lacking and are desired.
B. Needs are attitudes or feelings about one's job.
C. Needs are based on personality values.
D. Needs relate to work motivation.
Question 20 of 20
Which of the following is not one of the things you can do as a manager to increase trust and engagement?
A. Exhibit a high degree of caring and compassion.
B. Increase the involvement of people in decisions that affect them.
C. Leaders and manager need to be as transparent as possible in the decision making process.
D. Managers and leaders do not necessarily need to be attentive to relationships.