Question 1:

1. Explain the difference between values, beliefs, and attitudes. How are they linked to behaviour? Give a hypothetical example of how a value, belief, and attitude may lead an individual to quit their job. (3 marks)

2. What is emotional labour and what are its consequences? Give an example of an employee who has a job that is high in emotional labour. (3 marks)

3. What should organizations do to ensure that employees have perceptions of fairness? What are the kinds of fairness that organizations should focus on and how are they related? (4 Marks)

Question 2:

1. What Is Organizational Behaviour? (2 marks)

2. Why Study Organizational Behaviour? (4 marks)

c. What Do Managers Do? (4 marks)

Question 3:

1. What are the Big Five personality dimensions? Please explain each one and provide a workplace scenario of each personality dimension. (4 marks)

2. Distinguish between self-esteem and self-efficacy. Is it possible for an individual to have high self-esteem but low self-efficacy? Explain your answer. (3 marks)

3. If a manager wants to reinforce organizational behaviour but is unable to use formal means such as pay and promotions, describe what he/she might use instead? (3 marks)

Question 4:

1. What is a stereotype threat? Give an example and discuss its implications for individuals and organizations. (2 marks)

2. Describe Bruner's model of the perceptual process and explain the three important characteristics of the perceptual process that it demonstrates. (4 marks)

3. A Toronto-based technology company has tried to achieve a diverse workforce, but they have had difficulty changing a workforce that has historically not been all that diverse. If you were hired as the new manager of human resources, what actions would you take to achieve and manage a diverse workforce? (4 marks)

Question 5:

1. What are self-managed teams and how should they be designed in terms of tasks, composition, and support? (3 marks)

2. You have just formed a group as a part of a class assignment to complete a group project. You are concerned that some of the group members are not going to put in the physical or intellectual effort required to complete their tasks. What is this called and what are its different forms? What can you do to prevent this problem in your group? (4 marks)

3. Jim is the supervisor of the sheet metal shop at Managing People Enterprises. He is known for his friendly, easygoing manner and mild temperament. Recently, he was asked by his boss to introduce several new policies designed to tighten-up break times and reduce unnecessary overtime. Jim has always considered himself to be a friend as well as a supervisor to his employees. In fact, he often socializes with them just as he did before he was promoted to supervisor. Now his boss wants him to start adopting a tougher, more controlling leadership style. His workers, on the other hand, want Jim to give them more freedom in their duties. Discuss the three types of role conflict which Jim is experiencing. (3 marks)

Question 6:

1. What is general cognitive ability and what role does it play in the motivation-performance relationship? (3 marks)

2. Describe self-determination theory and discuss its implications for motivating employees. (4 marks)

3. As a manager who is responsible for employee performance, you are considering using goal setting to motivate employees to improve their performance. However, you are not sure what kinds of goals to set. You have new employees who are learning to perform complex tasks and you also have experienced employees who can perform their tasks effectively. In the past, you have just told all employees to do their best. What kinds of goals should you set to motivate your employees? (3 marks)

Question 7:

1. Describe the factors that an organization needs to consider when choosing to implement a motivational practice. (2 marks)

2. Lawyers at the Pearson Specter Litt law firm have been complaining about their long work hours and the lack of flexibility. The partners of the firm are considering making changes so that employees have some flexibility in terms of where and/or when they work. What are some of the flexible work arrangements they should consider and what effect might they have on employees? (4 marks)

3. Your organization is considering implementing a management by objectives (MBO) program in the hopes of increasing employee motivation and productivity. However, you are concerned about this because a number of factors can cause MBO programs to fail. You have arranged to meet with management to discuss this with them. What will you tell them about the effectiveness of MBO programs and the reasons they sometimes fail? (4 marks)