ORGB 364 LATEST 2026 EXAM QUESTIONS AND
SOLUTIONS GUARANTEE A+
✔✔eustress - ✔✔is a necessary part of life because it activates and motivates people to
achieve goals, change their environments, and succeed in life's challenges
✔✔general adaptation syndrome - ✔✔1. alarm
2. resistance
3. exhaustion
✔✔stress management strategies - ✔✔remove the stressor, withdraw from the stressor,
change stress perceptions, control stress consequences, and receive social support
✔✔four drive theory - ✔✔drive to bond
drive to defend
drive to acquire
drive to comprehend
✔✔Maslow defiance needs vs growth needs - ✔✔bottom four groups are deficiency
needs because they become activated when unfulfilled, self-actualization is known as a
growth need because it continues to develop even when temporarily satiated.
✔✔learned needs theory - ✔✔achievement, power, and affiliation
✔✔expectancy theory - ✔✔theory states that work effort is directed toward behaviours
that people believe will produce the most favourable outcomes
E-to-P effortperfomance expectancy. This is the individual's perception that their effort
will result in a specific level of performance.
P-to-O expectancy. This is the perceived probability that a specific behaviour or
performance level will lead to a specific outcome.
Outcome valences. A valence is the anticipated satisfaction or dissatisfaction that an
individual feels toward an outcome.
✔✔organizational behaviour modification (OB Mod) - ✔✔OB Mod attempts to change
behaviour (B) by managing its antecedents (A) and consequences (C).
a-what happens before behavior
OB Mod identifies four types of consequences, called the contingencies of
reinforcement
✔✔Social cognitive theory - ✔✔states that much learning occurs by observing and
modelling others as well as by anticipating the consequences of our behaviour
✔✔SMARTER - ✔✔specific
measurable
achievable
,relevant
time framed
exciting
reviewed
✔✔equity principle - ✔✔states that the benefits people receive should be in proportion
to what they contribute to the organization
✔✔procedural vs interactiontional justice - ✔✔Procedural justice is the perception that
appropriate rules are applied in the procedures used throughout the course of deciding
the distribution of workplace benefits and burdens. Interactional justice is the perception
that appropriate rules are applied in the way the people involved are treated throughout
that decision process.
✔✔Equity theory - ✔✔has four elements: outcome-input ratio, comparison other, equity
evaluation, and consequences of inequity. The theory also explains what people are
motivated to do when they feel inequitably treated.
✔✔It fulfils a variety of needs, influences emotions, and shapes or represents a
person's self-concept. Men more than women - ✔✔money
✔✔pro and con of membership and seniority based rewards - ✔✔pro-reduce turnover,
attract stable income
con-discourage searching for jobs
✔✔Competency-based pay structures - ✔✔identify clusters of skills, knowledge, and
experience specific to each broad job group as well as clusters relevant across all job
groups. Employees progress through the pay range within their job group as they
demonstrate higher levels of those competencies
✔✔gainsharing plan - ✔✔which calculates bonuses from the department's or business
unit's cost savings and productivity improvement. Gainsharing plans tend to improve
team dynamics, knowledge sharing, and pay satisfaction.
✔✔One reason why organizational rewards don't improve motivation or performance
very much - ✔✔is that employees perceive a weak connection between their individual
effort and the determinants of those rewards. The more employees see a "line of sight"
between their daily actions and the reward, the more they are motivated to improve
performance
✔✔cons of job specification - ✔✔tedious, socially isolating, and cognitively
dysfunctional, higher employee turnover and absenteeism.
, ✔✔employees are more motivated and satisfied when jobs have higher levels of these
characteristics - ✔✔skill variety
task identity-degree to which a job requires completion of a whole or identifiable piece of
work
task significance
autonomy
job feed back
✔✔Three main strategies can increase the motivational potential of jobs - ✔✔job
rotation
job enrichment employees are given more responsibility for scheduling, coordinating,
and planning their own work.6
job enlargement is the practice of increasing the number and variety of related tasks
assigned to a job held by an employee.
✔✔Psychological empowerment - ✔✔refers to a perceptual and emotional state in
which people experience more self-determination, meaning, competence, and impact
regarding their role in the organization
✔✔example of team-based rewards and organizational rewards - ✔✔gain sharing plans
ESOP employee share ownership plans
share options (like stocks)
✔✔ways to improve rewards - ✔✔1. rewards are linked to work performance
2. rewards are aligned with performance within the employee's control
3. team rewards are used where jobs are interdependent
4. rewards are valued by employees
5. rewards have no unintended consequences.
✔✔Diagram the job characteristics mode - ✔✔core job dimensions, psychological
states, and individual differences
five core job dimensions are skill variety, task identity, task significance, autonomy, and
job feedback. Jobs also vary in their required social interaction (task interdependence),
predictability of work activities (task variability), and procedural clarity (task
analyzability).
✔✔an example of job enlargement and enrichment - ✔✔increase number of tasks in a
job so op job specialization
establish client relationships and cluster tasks into natural groups
✔✔Psychological empowerment, and what is a major influence - ✔✔is a perceptual and
emotional state in which people experience more self-determination, meaning,
competence, and impact regarding their role in the organization
Job design is a major influence, particularly autonomy, task identity, task significance,
and job feedback.
SOLUTIONS GUARANTEE A+
✔✔eustress - ✔✔is a necessary part of life because it activates and motivates people to
achieve goals, change their environments, and succeed in life's challenges
✔✔general adaptation syndrome - ✔✔1. alarm
2. resistance
3. exhaustion
✔✔stress management strategies - ✔✔remove the stressor, withdraw from the stressor,
change stress perceptions, control stress consequences, and receive social support
✔✔four drive theory - ✔✔drive to bond
drive to defend
drive to acquire
drive to comprehend
✔✔Maslow defiance needs vs growth needs - ✔✔bottom four groups are deficiency
needs because they become activated when unfulfilled, self-actualization is known as a
growth need because it continues to develop even when temporarily satiated.
✔✔learned needs theory - ✔✔achievement, power, and affiliation
✔✔expectancy theory - ✔✔theory states that work effort is directed toward behaviours
that people believe will produce the most favourable outcomes
E-to-P effortperfomance expectancy. This is the individual's perception that their effort
will result in a specific level of performance.
P-to-O expectancy. This is the perceived probability that a specific behaviour or
performance level will lead to a specific outcome.
Outcome valences. A valence is the anticipated satisfaction or dissatisfaction that an
individual feels toward an outcome.
✔✔organizational behaviour modification (OB Mod) - ✔✔OB Mod attempts to change
behaviour (B) by managing its antecedents (A) and consequences (C).
a-what happens before behavior
OB Mod identifies four types of consequences, called the contingencies of
reinforcement
✔✔Social cognitive theory - ✔✔states that much learning occurs by observing and
modelling others as well as by anticipating the consequences of our behaviour
✔✔SMARTER - ✔✔specific
measurable
achievable
,relevant
time framed
exciting
reviewed
✔✔equity principle - ✔✔states that the benefits people receive should be in proportion
to what they contribute to the organization
✔✔procedural vs interactiontional justice - ✔✔Procedural justice is the perception that
appropriate rules are applied in the procedures used throughout the course of deciding
the distribution of workplace benefits and burdens. Interactional justice is the perception
that appropriate rules are applied in the way the people involved are treated throughout
that decision process.
✔✔Equity theory - ✔✔has four elements: outcome-input ratio, comparison other, equity
evaluation, and consequences of inequity. The theory also explains what people are
motivated to do when they feel inequitably treated.
✔✔It fulfils a variety of needs, influences emotions, and shapes or represents a
person's self-concept. Men more than women - ✔✔money
✔✔pro and con of membership and seniority based rewards - ✔✔pro-reduce turnover,
attract stable income
con-discourage searching for jobs
✔✔Competency-based pay structures - ✔✔identify clusters of skills, knowledge, and
experience specific to each broad job group as well as clusters relevant across all job
groups. Employees progress through the pay range within their job group as they
demonstrate higher levels of those competencies
✔✔gainsharing plan - ✔✔which calculates bonuses from the department's or business
unit's cost savings and productivity improvement. Gainsharing plans tend to improve
team dynamics, knowledge sharing, and pay satisfaction.
✔✔One reason why organizational rewards don't improve motivation or performance
very much - ✔✔is that employees perceive a weak connection between their individual
effort and the determinants of those rewards. The more employees see a "line of sight"
between their daily actions and the reward, the more they are motivated to improve
performance
✔✔cons of job specification - ✔✔tedious, socially isolating, and cognitively
dysfunctional, higher employee turnover and absenteeism.
, ✔✔employees are more motivated and satisfied when jobs have higher levels of these
characteristics - ✔✔skill variety
task identity-degree to which a job requires completion of a whole or identifiable piece of
work
task significance
autonomy
job feed back
✔✔Three main strategies can increase the motivational potential of jobs - ✔✔job
rotation
job enrichment employees are given more responsibility for scheduling, coordinating,
and planning their own work.6
job enlargement is the practice of increasing the number and variety of related tasks
assigned to a job held by an employee.
✔✔Psychological empowerment - ✔✔refers to a perceptual and emotional state in
which people experience more self-determination, meaning, competence, and impact
regarding their role in the organization
✔✔example of team-based rewards and organizational rewards - ✔✔gain sharing plans
ESOP employee share ownership plans
share options (like stocks)
✔✔ways to improve rewards - ✔✔1. rewards are linked to work performance
2. rewards are aligned with performance within the employee's control
3. team rewards are used where jobs are interdependent
4. rewards are valued by employees
5. rewards have no unintended consequences.
✔✔Diagram the job characteristics mode - ✔✔core job dimensions, psychological
states, and individual differences
five core job dimensions are skill variety, task identity, task significance, autonomy, and
job feedback. Jobs also vary in their required social interaction (task interdependence),
predictability of work activities (task variability), and procedural clarity (task
analyzability).
✔✔an example of job enlargement and enrichment - ✔✔increase number of tasks in a
job so op job specialization
establish client relationships and cluster tasks into natural groups
✔✔Psychological empowerment, and what is a major influence - ✔✔is a perceptual and
emotional state in which people experience more self-determination, meaning,
competence, and impact regarding their role in the organization
Job design is a major influence, particularly autonomy, task identity, task significance,
and job feedback.
