ORGANIZATIONAL BEHAVIOR PRACTICE
EXAM ORIGINAL PRACTICE QUESTIONS
WITH RATIONALES
Q1. Which term best describes the field that investigates the impact of individuals,
groups, and structures on behavior within organizations?
A. Industrial psychology
B. Human resource management
C. Organizational behavior
D. Strategic management
RATIONALE: Organizational behavior is specifically defined as the field that
studies the impact of individuals, groups, and structures on behavior within
organizations. It draws from psychology, sociology, and management to
understand workplace dynamics.
Q2. An employee compares their pay-to-effort ratio with a coworker's and feels
underpaid. This reaction is best explained by:
A. Equity Theory
B. Reinforcement Theory
C. Self-Determination Theory
D. Goal-Setting Theory
RATIONALE: Equity Theory proposes that employees compare their
input/outcome ratios to others. When they perceive inequity (underpayment
relative to a referent), they experience distress and may adjust their behavior to
restore balance.
Q3. According to Vroom's Expectancy Theory, motivation is the product of:
A. Needs, drives, and incentives
B. Expectancy, instrumentality, and valence
,C. Goals, feedback, and commitment
D. Autonomy, competence, and relatedness
RATIONALE: Expectancy Theory holds that motivation = Expectancy (effort →
performance) × Instrumentality (performance → reward) × Valence (value of
reward). All three must be present for high motivation.
Q4. Which leadership style, according to the Path-Goal Theory, is most effective
when tasks are ambiguous and employees lack experience?
A. Participative leadership
B. Achievement-oriented leadership
C. Directive leadership
D. Supportive leadership
RATIONALE: Path-Goal Theory suggests directive leadership provides clear
guidance and structure when tasks are ambiguous and subordinates need clarity. It
reduces role ambiguity and increases satisfaction.
Q5. The "Big Five" personality dimension characterized by sociability,
assertiveness, and emotional expressiveness is:
A. Agreeableness
B. Conscientiousness
C. Neuroticism
D. Extraversion
RATIONALE: Extraversion is one of the Big Five personality traits. Individuals
high in extraversion are outgoing, energetic, and seek social interaction, making
them more likely to take leadership roles and thrive in team settings.
Q6. A team that experiences disagreement over task strategies and approaches is
experiencing:
A. Affective conflict
B. Cognitive conflict
, C. Relationship conflict
D. Process conflict
RATIONALE: Cognitive conflict (also called task conflict) involves
disagreements about work content, goals, and strategies. Unlike affective conflict,
it can be productive when managed constructively and leads to better decision-
making.
Q7. Which organizational commitment type reflects an employee staying with an
organization due to emotional attachment and identification?
A. Continuance commitment
B. Normative commitment
C. Affective commitment
D. Instrumental commitment
RATIONALE: Affective commitment is the emotional attachment employees feel
toward their organization. They stay because they want to, believing in
organizational values and feeling proud to belong.
Q8. According to Herzberg's Two-Factor Theory, which of the following is a
hygiene factor?
A. Recognition
B. Working conditions
C. Advancement
D. Achievement
RATIONALE: Hygiene factors (e.g., working conditions, salary, company
policies) prevent dissatisfaction but do not motivate. Motivators (recognition,
achievement, advancement) drive satisfaction and performance.
Q9. When a manager sets specific, challenging goals and provides regular
feedback to employees, they are applying:
A. Equity Theory
B. Expectancy Theory
EXAM ORIGINAL PRACTICE QUESTIONS
WITH RATIONALES
Q1. Which term best describes the field that investigates the impact of individuals,
groups, and structures on behavior within organizations?
A. Industrial psychology
B. Human resource management
C. Organizational behavior
D. Strategic management
RATIONALE: Organizational behavior is specifically defined as the field that
studies the impact of individuals, groups, and structures on behavior within
organizations. It draws from psychology, sociology, and management to
understand workplace dynamics.
Q2. An employee compares their pay-to-effort ratio with a coworker's and feels
underpaid. This reaction is best explained by:
A. Equity Theory
B. Reinforcement Theory
C. Self-Determination Theory
D. Goal-Setting Theory
RATIONALE: Equity Theory proposes that employees compare their
input/outcome ratios to others. When they perceive inequity (underpayment
relative to a referent), they experience distress and may adjust their behavior to
restore balance.
Q3. According to Vroom's Expectancy Theory, motivation is the product of:
A. Needs, drives, and incentives
B. Expectancy, instrumentality, and valence
,C. Goals, feedback, and commitment
D. Autonomy, competence, and relatedness
RATIONALE: Expectancy Theory holds that motivation = Expectancy (effort →
performance) × Instrumentality (performance → reward) × Valence (value of
reward). All three must be present for high motivation.
Q4. Which leadership style, according to the Path-Goal Theory, is most effective
when tasks are ambiguous and employees lack experience?
A. Participative leadership
B. Achievement-oriented leadership
C. Directive leadership
D. Supportive leadership
RATIONALE: Path-Goal Theory suggests directive leadership provides clear
guidance and structure when tasks are ambiguous and subordinates need clarity. It
reduces role ambiguity and increases satisfaction.
Q5. The "Big Five" personality dimension characterized by sociability,
assertiveness, and emotional expressiveness is:
A. Agreeableness
B. Conscientiousness
C. Neuroticism
D. Extraversion
RATIONALE: Extraversion is one of the Big Five personality traits. Individuals
high in extraversion are outgoing, energetic, and seek social interaction, making
them more likely to take leadership roles and thrive in team settings.
Q6. A team that experiences disagreement over task strategies and approaches is
experiencing:
A. Affective conflict
B. Cognitive conflict
, C. Relationship conflict
D. Process conflict
RATIONALE: Cognitive conflict (also called task conflict) involves
disagreements about work content, goals, and strategies. Unlike affective conflict,
it can be productive when managed constructively and leads to better decision-
making.
Q7. Which organizational commitment type reflects an employee staying with an
organization due to emotional attachment and identification?
A. Continuance commitment
B. Normative commitment
C. Affective commitment
D. Instrumental commitment
RATIONALE: Affective commitment is the emotional attachment employees feel
toward their organization. They stay because they want to, believing in
organizational values and feeling proud to belong.
Q8. According to Herzberg's Two-Factor Theory, which of the following is a
hygiene factor?
A. Recognition
B. Working conditions
C. Advancement
D. Achievement
RATIONALE: Hygiene factors (e.g., working conditions, salary, company
policies) prevent dissatisfaction but do not motivate. Motivators (recognition,
achievement, advancement) drive satisfaction and performance.
Q9. When a manager sets specific, challenging goals and provides regular
feedback to employees, they are applying:
A. Equity Theory
B. Expectancy Theory
