Organizational Behaviour Chapter 1 PDF

1. The most important goal of virtually all organizations is a. profit. b. survival. c. employee development. d. cost reduction. e. increased productivity. 2. Organizational survival is often dependent on how well the organization can adapt. Which of the follo...

1. The most important goal of virtually all organizations is a. profit. b. survival. c. employee development. d. cost reduction. e. increased productivity. 2. Organizational survival is often dependent on how well the organization can adapt. Which of the following behaviours on the part of individuals is necessary for the organization to survive? a. Being motivated to join and remain with the organization b. Performing their work in terms of productivity, quality, and service c. Being flexible d. Being innovative e. All of the above 3. Which of the following statements best defines an "organization"? a. A social convention for accomplishing individual goals through group effort b. A group which accomplishes common goals through social interactions and individual effort c. A social invention for accomplishing common goals through group effort d. A collection of formally organized social entities e. A combination of people and physical capital designed to accomplish a common goal 4. When we say that organizations are social inventions, we mean that a. organizations don't exist without members. b. physical assets and implements of technology are irrelevant to organizations. c. they don't really exist. d. the existence of organizations is what differentiates humans from animals. e. they must have both people and things to be considered organizations. 5. A social invention for accomplishing goals through group effort is a(n) a. managerial task. b. contingency. c. organization. d. operative goal. e. manager. 6. Which of the following is NOT usually a requirement for organizational survival? a. The continuing membership of particular, specific individuals in the organization b. The ability to induce persons to join and remain in the organization c. Innovative activities which go beyond members' usual assignments d. The reliable performance of usual assignments e. Flexible and innovative behaviour 7. What do 87 percent of executives believe is a strategic priority for their organization? a. Employee engagement b. Psychological capital c. Human capital d. Corporate social responsibility e. Innovation 8. Organizational behaviour is concerned with groups because a. informal groups can influence organizational effectiveness. b. much work is performed by formal work groups. c. groups can influence new organizational members. d. organizations depend on interaction and coordination among people to accomplish their goals. e. all of the above. 9. Social inventions for accomplishing goals through group effort are called __________. 10. __________ is a goal of virtually all organizations. 11. Much of the intellectual and physical work done in organizations is quite literally performed by __________. 12. 87 percent of executives believe that __________ is a strategic priority for their organization. 13. Organizational behaviour is interested in a. the attitudes of individuals and groups in organizations. b. the behaviours of individuals and groups in organizations. c. the structure of organizations. d. the formation of groups in organizations. e. all of the above. 14. Which of the following is NOT a concern of the field of organizational behaviour? a. How organizations can survive and adapt to change b. How to get people to practise effective teamwork c. Understanding people and managing them to work effectively d. Understanding people in order to create the most sustainable organization possible e. How to get people to think and act in exactly the same way as everyone else 15. A large Canadian corporation has recently merged with a French company. Which of the following is least likely to be related to the field of organizational behaviour? a. The adoption of a new leadership style and the subsequent resignation of two executives in Canada b. The development of an organizational structure for the newly merged company c. The impact of different cultural values on the newly merged company d. The adoption of a bilingual communication policy for all announcements in the employee newsletter e. The legal restrictions pertaining to shared ownership in the newly merged company 16. Human resources management refers to a. the attitudes and behaviours of individuals and groups in organizations. b. an approach to management that recognizes there is no one best way to manage. c. programs, practices, and systems for improving the attitudes and behaviours of individuals and groups in organizations. d. programs, practices, and systems to acquire, develop, and retain employees in organizations. e. programs, practices, and systems to make an organization more effective. 17. Soon after Taz began his new job, he began to develop relationships with others in the organization who could assist him in his work and career. What is it that Taz gained from doing this? a. Psychological capital b. Social capital c. Human capital d. Self-efficacy e. Resilience 18. The field of organizational behaviour is concerned with the actual behaviour or activities of organizational members but not with their attitudes. a. True b. False 19. Knowledge of organizational behaviour will help you understand the use and effectiveness of __________. 20. __________ refers to the social resources that individuals obtain from participation in a social structure. 21. Define and describe the differences and relationship between organizational behaviour and human resources management. 22. Management is defined as a. the art of telling people what to do. b. the art of getting things accomplished through others. c. the art of getting people to do what you want. d. the art of controlling employees. e. the art which prescribes how things get accomplished in organizations. 23. Two important managerial tasks are the analysis of problems and taking action to deal with these problems. Analysis is closely related to which goal(s) of the field of organizational behaviour? a. Management b. Prediction and explanation c. Explanation and control d. Prediction and management e. Prediction and control 24. If prediction and explanation constitute analysis, then management constitutes a. change. b. action. c. behaviour. d. structure. e. reason. 25. Which of the following best represents the meaning of evidence-based management? a. A manager designs a program to reduce absenteeism based on a program implemented in another organization. b. A manager designs a program to reduce absenteeism based on previous experience and intuition. c. A manager designs a program to reduce absenteeism based on a principle learned in an OB course. d. A manager designs a program to reduce absenteeism based on an article read in the newspaper. e. A manager designs a program to reduce absenteeism based on a book read on leadership. 26. Which of the following statements is FALSE? a. If we can accurately predict organizational behaviour, then we can explain the reason for the behaviour. b. "Organizational behaviour" refers to both the behaviour and attitudes of organizational members. c. The field of organizational behaviour is concerned with both formal and informal groups in organizations. d. The field of organizational behaviour is concerned with the impact of culture on organizations. e. The field of organizational behaviour is concerned with determining the most effective structure for organizations. 27. Which goal of the field of organizational behaviour is most clearly exemplified by the practice of introducing a new pay system? a. Explanation b. Analysis c. Managing d. Prediction e. Survival 28. Which of the following is FALSE? a. Contingent means dependent. b. Prediction is a more complex process than explanation. c. All organizations have survival as a goal. d. Organizational behaviour involves both theory and practice. e. Accurate prediction usually precedes explanation. 29. Effective management of organizational behaviour a. is predicated on good prediction and explanation of behaviour. b. is an example of the managerial task of analysis. c. was the first or earliest goal of the field of organizational behaviour. d. is impossible to achieve since each organizational member is a unique individual. e. requires quick and decisive action on the part of management. 30. The interventions or technologies for change proposed by the field of organizational behaviour (such as certain forms of supervision and job design) most clearly reflect which goal of the field? a. Prediction b. Analysis c. Explanation d. Management e. Innovation 31. A supervisor is aware that a large proportion of employees are absent on Fridays. However, the supervisor doesn't know why they are absent and can't figure out what to do about it. Which goal of the field of organizational behaviour has the supervisor achieved? a. Prediction b. Analysis c. Explanation d. Management e. Diagnosis 32. Translating principles based on the best scientific evidence into organizational practices is known as __________. 33. If we understand the reasons for a behaviour, we can often __________ that behaviour effectively. 34. __________ is the goal of the field of organizational behaviour that involves determining the true reason for behaviour. 35. The goals of the field of organizational behaviour as portrayed in the text include management, explanation, and __________. 36. Prediction and explanation of organizational behaviour correspond to the managerial task of __________. 37. Explain what evidence-based management involves and give an example. 38. The idea of bureaucracy was developed by a. Henri Fayol. b. Frederick Taylor. c. Lyndall Urwick. d. Max Weber. e. Mary Parker Follett. 39. The human relations movement was critical of a. bureaucracy. b. participative management. c. open communication. d. decentralized controls. e. flexible management systems. 40. The human relations movement of the 1920s and 30s was originally concerned with the impact of fatigue, rest pauses, and lighting on productivity. Researchers began seeing the additional effects on productivity of a. wage rates and profit sharing. b. ethnicity and culture. c. psychological and social processes. d. flex-work programs. e. product quality. 41. The Hawthorne studies illustrated how a. fatigue can be avoided by redesigning work. b. rest pauses can cause employees to lower their productivity. c. lighting can reduce the quality of employees' work. d. psychological and social processes affect productivity and work adjustment. e. all of the above. 42. A manager who wants to centralize power at the top of the organization is creating a(n) __________. 43. The __________ illustrated how psychological and social processes affect productivity and work adjustment. 44. Describe Max Weber's ideal bureaucracy. Why does the term "bureaucracy" have a negative connotation today? 45. Describe Frederick Taylor's contribution to the early prescriptions of management. 46. The contingency approach to management suggests that a. one management style should work for all individuals. b. management style makes no difference. c. management style depends on the demands of the situation. d. management styles are constantly changing. e. the best management style depends on the size of the organization. 47. When we say that the effectiveness of a particular leadership style is contingent upon certain factors, we mean that a. this leadership style is effective in all circumstances. b. this leadership style is almost never effective. c. the leadership style causes these factors to occur. d. the effectiveness of the leadership style depends on what these factors are. e. the leadership style will only emerge if these factors are present. 48. Which of the following statements by managers reflects a recognition of contingencies? a. "We took a real chance building the plant in that location." b. "Those engineers should get out into the real world once in a while." c. "If my employees work hard, I'm friendly. If not, I crack down." d. "I always try to treat the union steward with courtesy." e. "The customer is always right." 49. Which statement reflects a recognition of contingencies? a. "We pay labourers by the hour and machinists with a piece rate system." b. "Our aim is to have the best benefits package in the nation." c. "Customer Service is Job 1." d. "After months of study we finally decided to go with a state-of-the-art management information system." e. "Our company policies ensure that every employee is treated equitably." 50. When I say that my management style is contingent upon the tasks my employees are performing, I mean that a. I always use the same management style. b. my management style affects the tasks they choose to perform. c. the type of task determines my management style. d. I treat all employees as equals. e. my management style is only effective if certain tasks are performed. 51. When we say that the relationship between job satisfaction and turnover is contingent on the labour market, we mean that a. the condition of the labour market influences the extent to which satisfaction predicts turnover. b. job satisfaction depends on the condition of the labour market. c. turnover will result in job dissatisfaction when jobs are plentiful. d. turnover is wholly determined by the condition of the labour market. e. workers will be less likely to quit their jobs in a strong labour market. 52. When we say that organizational behaviour involves contingencies, we mean that the occurrence of organizational behaviour depends on the presence or absence of other factors. a. True b. False 53. If the absenteeism rate of the organization depends on the season, we can also say that the absenteeism rate is __________ upon the season. 54. If the proper leadership style is contingent upon the experience of the employees, this means that it __________ the employees' experience. 55. What is the contingency approach to management? Explain how a manager should decide the best way to lead a group of employees using the contingency approach to management. 56. A Mintzberg managerial role is a. monitor. b. liaison. c. entrepreneur. d. negotiator. e. all of the above. 57. According to Mintzberg, which of the following is an interpersonal role of management? a. Disseminator b. Spokesperson c. Disturbance handler d. Figurehead e. Negotiator 58. Victor Lee, the production manager with Alpha Electronics, has lunch with Lisa Alfredo, the marketing manager. The topics of conversation range from personal family matters to issues of concern in their respective departments at Alpha. According to Mintzberg, these managers are performing the role of a. liaison. b. spokesperson. c. disturbance handler. d. figurehead. e. negotiator. 59. Robert Rennie, the Chief Operating Officer of Clearwater Industrial Products, is interviewed by TV reporters about recent allegations that the company has been dumping toxic waste into a stream. According to Mintzberg, Robert is performing the managerial role of a. liaison. b. spokesperson. c. disturbance handler. d. disseminator. e. negotiator. 60. Which of the following is NOT one of the four basic types of managerial activities identified by Luthans, Hodgetts, and Rosenkrantz? a. Routine communication b. Traditional management c. Networking d. Entrepreneuring e. Human resource management 61. Parminder Singh supervises the sheet metal shop at Globetrotter Airlines. One of his employees was late for the second time this week and, in accordance with company policy, Parminder warned the employee that if they were late again, they would be sent home without pay for the day. According to Luthans, Hodgetts, and Rosenkrantz, which of the following managerial activities is Parminder performing? a. Routine communication b. Traditional management c. Networking d. Entrepreneuring e. Human resource management 62. Which of the following is one of the most important contingency variables in organizational behaviour? a. Employee-organization relationships b. Work-life conflict c. National culture d. Organizational culture e. Diversity 63. Geert Hofstede's research on cross-cultural differences found that a. technical and behavioural requirements differ across cultures. b. technical and behavioural requirements are the same across cultures. c. technical requirements differ, but behavioural requirements are the same across cultures. d. behavioural requirements differ, but technical requirements are the same across cultures. e. differences in technical and behavioural requirements depend on where one is in the world. 64. The negotiation of a collective agreement with a union is a good example of the managerial role of disturbance handler. a. True b. False 65. A manager who presents a new company policy to employees at a meeting is performing the managerial role of spokesperson. a. True b. False 66. A manager who decides to commit more money and employees to the development of a potentially lucrative new product is performing the managerial roles of both entrepreneur and resource allocator. a. True b. False 67. According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to networking. a. True b. False 68. According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to human resource management. a. True b. False 69. A manager who wants to move up in the organization quickly should focus on motivating and developing employees. a. True b. False 70. A manager who wants to have employees who are satisfied and committed should focus on interacting with people and informal socializing. a. True b. False 71. __________ is a critical managerial activity for moving up the ranks of the organization quickly. 72. A manager who signs legal documents on behalf of their company is performing the role of __________. 73. The manager who __________ is likely to move up the ranks of the organization quickly. 74. The manager who devotes time to __________ is likely to have employees who are satisfied and committed. 75. __________ is one of the most important contingency variables in organizational behaviour. 76. Observers of successful managers have often noted that __________ seems to guide many of their actions. 77. It has been reported that the total cost of reported absenteeism in Canada is a. $15.5 billion annually. b. $20 million annually. c. $16.6 million annually. d. $16.6 billion annually. e. $20 billion annually. 78. Diversity can be defined in terms of a. age. b. gender. c. race. d. ethnic background. e. all of the above. 79. What are two major contributors to absenteeism? a. Violence in the workplace and poorly-designed jobs b. Downsizing and stress c. Union-management conflict and stress d. Poorly designed jobs and downsizing e. Poorly-designed jobs and stress. 80. Which of the following represents the fastest growing segment of the Canadian population? a. Women b. Senior citizens c. Racialized people d. Teenagers e. Children 81. By the year 2031, what percent of the Canadian population will consist of BIPOC groups? a. 30.6 percent. b. 26.6 percent. c. 40.6 percent. d. 50.5 percent. e. 20.6 percent. 82. In less than a decade, the workforce will be dominated by a. racialized people. b. men. c. women. d. people over the age of 40. e. people under the age of 40. 83. What percent of older Canadians expect to continue working past the age of 65? a. 95 b. 75 c. 25 d. 45 e. 55 84. What percent of workers are engaged? a. One-half b. One-third c. One-fourth d. One-fifth e. One-sixth 85. Women are just as likely to become leaders in organizations as men. a. True b. False 86. __________ is defined as the attitudes and behaviours of individuals and groups in organizations. 87. Evidence-based management involves the use of management intuition. a. True b. False 88. If a manager implements a program to lower employee turnover based on what other companies are doing, they are practising evidence-based management. a. True b. False 89. The text suggests that, in general, explaining behaviour is a more complex process than predicting behaviour. a. True b. False 90. If a kind of organizational behaviour can be predicted, then we must be able to explain why it occurs. a. True b. False 91. Behaviour in organizations can be effectively and efficiently controlled even if it can't be predicted or understood. a. True b. False 92. The field of organizational behaviour contributes to the prediction and understanding of behaviour, but it leaves the technology of intervening in organizational events to other disciplines. a. True b. False 93. Explanation and management constitute actions. a. True b. False 94. The goals of the field of organizational behaviour include predicting, explaining, and __________ behaviour. 95. Managers acquire, allocate, and utilize physical and __________ resources to accomplish goals. 96. Describe the main goals of organizational behaviour. Under what conditions can behaviour be controlled? 97. Describe the goals of organizational behaviour and then apply them to an organization that has a turnover problem. How can the goals of organizational behaviour help an organization lower its turnover? 98. Who was the father of scientific management? a. Henri Fayol b. Frederick Taylor c. Lyndall Urwick d. Max Weber e. Elton Mayo 99. Scientific management is the process of a. using research to develop the optimum degree of specialization and standardization of work tasks. b. developing a strict set of rules and regulations. c. developing a strict chain of command. d. establishing objective criteria for promotion and selection of employees. e. centralizing power at the top of organizations. 100. The text defines organizations as "socially unstructured units of authority." a. True b. False 101. A family could be an example of an organization, as the term "organization" is defined in the text. a. True b. False 102. The text argues for a very physical, rather than a social, definition of organizations. a. True b. False 103. When the text says that organizations are "social inventions," it means that they are essentially defined by people, not things. a. True b. False 104. According to the text, all viable organizations have goals. a. True b. False 105. When we say that organizations are social inventions, we mean that their existence depends on the presence of specific individuals. a. True b. False 106. Nonprofit organizations have goals. a. True b. False 107. Survival is a goal of virtually all organizations. a. True b. False 108. Almost 90 percent of executives believe that innovation is a strategic priority for their organizations. a. True b. False 109. The fact that organizations are "social inventions" means that they are defined by the presence of __________ , not things. 110. What is an organization? Apply your definition to a non-profit organization as an example. 111. Which of the following is most accurate? a. Human resources management is basically the same as organizational behaviour. b. Human resources management has more to do with individuals than organizational behaviour. c. Human resources management can help you understand organizational behaviour. d. Organizational behaviour can help you understand human resources management. e. Organizational behaviour has more to do with groups than human resources management. 112. Management and organizational behaviour are two different terms for the same thing. a. True b. False 113. Organizational behaviour is defined, in the text, as those employee behaviours that contribute to the achievement of organizational goals. a. True b. False 114. Human resources management provides the theoretical basis for organizational behaviour. a. True b. False 115. Human capital refers to the social resources that individuals obtain from participation in a social structure. a. True b. False 116. Human resources management refers to the application of organizational behaviour. a. True b. False 117. The best companies to work for also have the best performance. a. True b. False 118. Research by Simon and Isenberg indicates that successful managers almost never rely on intuition. a. True b. False 119. National culture is one of the most important contingency variables in organizational behaviour. a. True b. False 120. The technical requirements for accomplishing goals are the same across cultures. a. True b. False 121. The behavioural requirements for accomplishing goals are the same across cultures. a. True b. False 122. All of the managerial activities involve dealing with people. a. True b. False 123. The managerial activity of human resource management includes motivating, reinforcing, disciplining and punishing, managing conflict, staffing, and __________. 124. Describe the managerial informational roles identified by Mintzberg and give an example of each. 125. Describe the managerial decisional roles identified by Mintzberg and give an example of each. 126. According to Luthans, Hodgetts, and Rosenkrantz, what are the four main types of managerial activities? Provide a specific example of each activity. 127. According to Luthans, Hodgetts, and Rosenkrantz, which activities were highly correlated with managerial success? 128. Comment on the following statement: "Intuition results in random and often irrational decisions, and therefore, it should not be used by managers." 129. Effective organizational leaders tend to possess identical personality traits. a. True b. False 130. Nearly all workers prefer stimulating, challenging jobs. a. True b. False 131. Managers have a very accurate idea about how much their peers and superiors are paid. a. True b. False 132. Workers have a very accurate idea about how often they are absent from work. a. True b. False 133. Pay is the best way to motivate most employees and improve job performance. a. True b. False 134. Organizational behaviour and human resources management are basically the same discipline. a. True b. False 135. Human capital is a key determinant of psychological capital. a. True b. False 136. Human capital is a key determinant of firm performance. a. True b. False 137. The idea of scientific management was developed at the Hawthorne Works in the 1920s. a. True b. False 138. Max Weber is the father of scientific management. a. True b. False 139. Most of the major advocates of the classical viewpoint were researchers. a. True b. False 140. The human relations movement began with the Hawthorne studies. a. True b. False 141. __________ advocates the use of careful research to determine the optimum degree of specialization and standardization. 142. If the employee turnover of a firm is contingent upon the unemployment rate, it could mean that turnover increases as unemployment decreases. a. True b. False 143. The contingency approach to management focuses on systematic improvement in the quality of an organization's products. a. True b. False 144. When we say that rewards should be contingent on the needs of the worker, we mean that workers with different needs may require different rewards. a. True b. False 145. Kotter found that managers use interpersonal networks to accomplish important organizational agendas. a. True b. False 146. What percent of Canadian workers feel more stressed out today than they did five years ago? a. 26 percent b. 36 percent c. 46 percent d. 56 percent e. 66 percent 147. Which of the following is NOT associated with psychological capital? a. Self-esteem b. Self-efficacy c. Optimism d. Resilience e. Hope 148. Most of Canada's top CEOs believe that their number one priority is a. attracting new talent. b. motivating talent. c. engaging talent. d. financial performance and profitability. e. retaining talent. 149. Which of the following is NOT associated with a spiritual workplace? a. Meaning and purpose b. Sense of community c. Connection to others d. Religion e. Interesting work 150. What percent of Canadians indicated that the COVID-19 pandemic was having a negative impact on their mental health? a. 41 percent. b. 51 percent. c. 61 percent. d. 71 percent. e. 81 percent. 151. Corporate social responsibility has to do with organizations a. taking responsibility for employee decisions. b. involving employees in decisions. c. making employees responsible for their decisions. d. taking responsibility for the impact of its decisions and actions on its stakeholders. e. giving employees responsibility for the impact they have on stakeholders. 152. ACME Inc. has decided to give their employees several days off each year to do volunteer work in the community. What is this an example of? a. Talent management b. Employee engagement c. Corporate social responsibility d. Human resource management e. The human relations movement 153. If an organization wants to be more socially responsible, what should it do? a. Give employees more money b. Make donations to charitable organizations c. Create a spiritual workplace d. Improve talent management e. Increase employee engagement 154. A survey of senior executives from all over the world found that talent was ranked as a. the most critical challenge. b. the least critical challenge. c. the second most critical challenge. d. the third most critical challenge. e. the only critical challenge. 155. It is predicted that there will a shortfall of workers between the ages of 25 and 44 of a. 10 percent. b. 20 percent. c. 30 percent. d. 40 percent. e. 50 percent. 156. The Smelly Cheese Company is very concerned about labour shortages and is having difficulty attracting and retaining employees. What should they do? a. Improve employee engagement b. Create a spiritual workplace c. Focus on corporate social responsibility d. Focus on psychological capital e. Improve talent management 157. Work engagement is characterized by a. vigour, dedication, and resilience. b. vigour, dedication, and optimism. c. vigour, optimism, and resilience. d. vigour, dedication, and absorption. e. vigour, absorption, and optimism. 158. A positive work-related state of mind refers to a. psychological capital. b. work engagement. c. optimism. d. hope. e. self-efficacy. 159. What are the two kinds of practices associated with corporate social responsibility? a. Informal and formal b. Internal and external c. Inside and outside d. Proactive and reactive e. Voluntary and involuntary 160. The Bouncy Toy Ball company has decided to change the way they do things. One of the major changes they made was to provide employees with more opportunities for personal growth and development and to make them feel valued and supported. What is this an example of? a. Workplace spirituality b. Work engagement c. Talent management d. Corporate social responsibility e. The human relations movement 161. Psychological capital refers to a. a workplace that provides employees with meaning and purpose. b. a positive work-related state of mind. c. an individual's positive psychological state of development. d. a psychological state of mind. e. an individual's state of wellness. 162. Which of the following is NOT associated with psychological capital? a. Vigour b. Self-efficacy c. Optimism d. Hope e. Resilience 163. The confidence to take on and put in the necessary effort to succeed at challenging tasks is known as a. vigour. b. self-efficacy. c. optimism. d. hope. e. resilience. 164. Explaining positive events in terms of personal and permanent causes, and negative events as external and situation-specific causes is called a. absorption. b. self-efficacy. c. optimism. d. hope. e. resilience. 165. Persevering towards one's goals and, when necessary, making changes and using multiple pathways to achieve one's goals is known as a. goal setting. b. self-efficacy. c. optimism. d. hope. e. resilience. 166. The ability to bounce back or rebound from adversity and setbacks to attain success is known as a. vigour. b. self-efficacy. c. optimism. d. hope. e. resilience. 167. Mental illness in Canada is costing businesses billions of dollars in a. employee turnover and absenteeism. b. lost productivity and turnover. c. lost productivity and absenteeism. d. lost sales and absenteeism. e. lost sales and turnover. 168. In 2013, a new national standard for workplace mental health and safety was introduced to help Canadian organizations create workplaces that promote a mentally healthy workplace. What is the national standard called? a. National Standard for Psychological Health and Safety in the Workplace b. National Standard for Workplace Mental Health and Safety c. Health, Safety, and Wellness in the Workplace d. Psychological Wellness and Safety in the Workplace e. Psychological Health and Safety in the Workplace 169. A study of professionals found that 46 percent of Canadian workers feel more stressed out today than they were a. one year ago. b. two years ago. c. three years ago. d. four years ago. e. five years ago. 170. An increasing number of Canadian workers are struggling to achieve a. better jobs. b. more pay. c. work-life balance. d. more challenging work. e. spirituality in the workplace. 171. What does POB mean? a. Positive oriented behaviour b. Psychological organizational behaviour c. Psychological oriented behaviour d. Positive organizational behaviour e. Psychological observation of behaviour 172. What does PCI mean? a. PsyCap investment b. Psychological capacity and initiative c. PsyCap intervention d. Positive capital intervention e. Psychological corporate intervention 173. What is the foundation for a psychologically healthy workplace? a. Work-life balance b. Employee involvement c. Communication d. Employee growth and development e. Health and safety 174. Which one of the following is NOT one of the essential components of a psychologically healthy workplace? a. Work-life balance b. Employee involvement c. Employee growth and development d. Employee psychological capital e. Health and safety 175. Which one of the following is NOT consistent with the model of organizational behaviour? a. Organizational behaviour involves three levels of analysis. b. The factors within each level influence individual attitudes and behaviours. c. The factors within each level influence group attitudes and behaviours. d. Each level is influenced by organizational performance. e. Each level can influence the factors and processes at the other levels. 176. Which of the following is NOT associated with the definition of talent management? a. Attracting people b. Developing people c. Retaining people d. Motivating people e. Deploying people 177. Which of the following involves values and principles centred on fulfilling employees' needs, promoting employees' best interests, and valuing employees' contributions? a. Workplace spirituality b. Positive organizational behaviour c. Organizational care d. Thriving at work e. Mindfulness 178. A recent survey found that __out of 10 working Canadians are more likely to work for an employer who cares about their overall health and well-being. a. 6 b. 7 c. 8 d. 9 e. 10 179. What does mindfulness refer to? a. A state in which people are highly engaged in what is happening around them b. A state in which people are highly aware of and attentive to what has happened to them in the past c. A state in which people are highly aware of and attentive to what is happening in the present d. A state in which people are highly aware of and attentive to what is going to happen in the future e. A state in which people are highly aware of and attentive to what has happened in the past, what is happening in the present, and what will happen in the future. 180. After starting a new job, Jia notices that many of her co-workers are highly aware of and attentive to what is happening in the organization. What is this an example of? a. Workplace spirituality b. Thriving at work c. Employee engagement d. Mindfulness e. Psychological capital 181. Salma has a co-worker who has an interesting characteristic. It seems that the co-worker explains positive events in terms of personal and permanent causes and explains negative events as external and situation- specific causes. What is this called? a. Self-efficacy b. Optimism c. Hope d. Resilience e. Mindfulness 182. What is a positive psychological state that is characterized by a joint sense of vitality and learning? a. Employee engagement b. Mindfulness c. Thriving at work d. Optimism. e. Hope 183. Thriving at work is characterized by a joint sense of a. vigour and learning. b. vitality and absorption. c. learning and dedication. d. vitality and vigour. e. vitality and learning. 184. What does precarious work refer to? a. Work that employees only do when they want to b. Work that is risky, uncertain, and unpredictable c. Work that is easy, certain, and predictable d. Work that is risky, challenging, and difficult e. Work that is routine, fast-paced, and hard to find 185. What percent of the workforce works in the gig economy? a. 1 percent b. 6 percent c. 8 percent d. 10 percent e. 16 percent 186. Organizations across all cultures face the same type of diversity issues as exist in North America. a. True b. False 187. Canada's top CEOs believe that retaining employees has become their number one priority. a. True b. False 188. A survey of senior executives from all over the world found that talent was ranked as the most critical challenge. a. True b. False 189. Canada's top CEOs believe that recruiting employees has become their number one priority. a. True b. False 190. The best companies to work for in Canada have an annual rate of turnover that is lower than the national average and half that of other companies. a. True b. False 191. Workplace spirituality is about religion in the workplace. a. True b. False 192. Workplace spirituality refers to religion in the workplace. a. True b. False 193. Psychological capital is characterized by vigour, dedication, and absorption. a. True b. False 194. Psychological capital is considered to be a stable personality trait. a. True b. False 195. The psychological capital of individuals can be changed. a. True b. False 196. Work engagement is characterized by vigour, absorption, and resilience. a. True b. False 197. Only one-half of all workers are engaged. a. True b. False 198. Corporate social responsibility has to do with the way that organizations treat their employees. a. True b. False 199. CSR practices can be formal and informal. a. True b. False 200. By 2031, 50 percent of the Canadian population will belong to a BIPOC group. a. True b. False 201. By 2031, 60 percent of the population in Toronto and Vancouver will belong to a BIPOC group. a. True b. False 202. A study of professionals found that 46 percent of Canadian workers feel more stressed out today than they were five years ago. a. True b. False 203. An increasing number of Canadian workers, especially men, are struggling to achieve work-life balance. a. True b. False 204. Mental illness in Canada is costing businesses billions of dollars in lost productivity and absenteeism. a. True b. False 205. POB refers to psychological organizational behaviour. a. True b. False 206. According to POB, psychological capacities can be measured and developed but not managed. a. True b. False 207. PCI refers to psychological capabilities intervention. a. True b. False 208. Communication is the foundation for a psychologically healthy workplace. a. True b. False 209. CSR practices can be external or internal. a. True b. False 210. Mindfulness is a state in which people are highly aware of and attentive to what is happening in the present and what might happen in the future. a. True b. False 211. Mindfulness is a state in which people are highly aware of and attentive to what is happening in the present. a. True b. False 212. Workplace spirituality refers to organizational values and principles centred on fulfilling employees' needs, promoting employees' best interests, and valuing employees' contributions. a. True b. False 213. Organizational care refers to organizational values and principles centred on fulfilling employees' needs, promoting employees' best interests, and valuing employees' contributions. a. True b. False 214. Thriving at work is positively related to career development initiatives. a. True b. False 215. A survey found that 9 out of 10 working Canadians are more likely to work for an employer that cares about their overall health and well-being. a. True b. False 216. Thriving at work is a psychological state that is characterized by a joint sense of vitality and vigour. a. True b. False 217. Thriving at work is a psychological state that is characterized by a joint sense of vitality and learning. a. True b. False 218. Precarious work is work that is risky, uncertain, and unpredictable to workers. a. True b. False 219. Precarious work is work that is risky, uncertain, and unpredictable for organizations. a. True b. False 220. It is estimated that about 10 percent of the Canadian workforce works in the gig economy. a. True b. False 221. Precarious workers are more likely to work in unsafe and dangerous working conditions. a. True b. False 222. A low percentage of workers in precarious jobs are women, immigrants, and racialized people. a. True b. False 223. Work engagement is characterized by vigour, dedication, and __________. 224. It has been estimated that the total cost of reported ______________________________________ in Canada is $16.6 billion annually. 225. Canada's top CEOs believe that __________ has become their number one priority. 226. In Canada, __________ are the fastest growing segment of the population. 227. By 2031, 30.6 of the Canadian population will be members of __________ groups. 228. In less than a decade, the workforce will be dominated by people over the age of __________. 229. Psychological capital is characterized by self-efficacy, optimism, hope, and __________. 230. Work engagement is a positive work-related state of __________. 231. ________ refers to an organization taking responsibility for the impact of its decisions and actions on its stakeholders. 232. It has been reported that only one-third of workers are __________. 233. The new national standard for workplace mental health and safety is called __________ Health and Safety in the Workplace. 234. An increasing number of Canadian workers, especially __________ (more than half), are struggling to achieve work-life balance. 235. Mental illness in Canada is costing business billions of dollars in lost productivity and __________. 236. Positive organizational behaviour is the study and application of positively oriented human resource strengths and psychological capacities that can be measured, __________ , and effectively managed for performance improvement. 237. Positive organizational behaviour is the study and application of positively oriented human resource strengths and __________ capacities that can be measured, developed, and effectively managed for performance improvement. 238. ______________________________________ practices can be external or internal. 239. __________ is the foundation of a psychologically healthy workplace. 240. __________ is a state in which people are highly aware of and attentive to what is happening in the present. 241. Thriving at work is a positive psychological state that is characterized by a joint sense of vitality and __________. 242. __________ refers to organizational values and principles centred on fulfilling employees' needs, promoting employees' best interests, and valuing employees' contributions. 243. __________ refers to work that is risky, uncertain, and unpredictable for workers. 244. Explain why "diversity" has become an important management issue in the modern workplace. 245. What is psychological capital and what does it have to do with organizational behaviour? 246. Explain why employee recruitment and retention has become an important management concern and what it has to do with organizational behaviour. 247. What is corporate social responsibility and what does it have to do with organizational behaviour? 248. How can an organization create a positive work environment and improve employee well-being? 249. Define workplace spirituality and describe what an organization can do to create a spiritual workplace. 250. Define corporate social responsibility and describe what organizations can do to be more socially responsible. 251. Define talent management and describe how organizational behaviour can help organizations improve their management of talent. 252. What is work engagement and why have organizations become so concerned about it? What does organizational behaviour have to do with employee engagement? 253. What is positive organizational behaviour and how can it contribute to employee health and well-being? 254. Why should organizations be concerned about the mental health of employees and what can they do to address mental illness in the workplace? 255. What is precarious work and what are its implications for employees, organizations, and society? 256. What is the meaing of thriving at work and why is it important for employees and organizations?  Test Name:1 1. b.survival. 2. e.All of the above 3. c.A social invention for accomplishing common goals through group effort 4. a.organizations don't exist without members. 5. c.organization. 6. a.The continuing membership of particular, specific individuals in the organization 7. e.Innovation 8. e.all of the above. 9. organizations 10. Survival 11. groups 12. innovation 13. e.all of the above. 14. e.How to get people to think and act in exactly the same way as everyone else 15. e.The legal restrictions pertaining to shared ownership in the newly merged company 16. d.programs, practices, and systems to acquire, develop, and retain employees in organizations. 17. b.Social capital 18. b.False 19. human resources 20. Social capital 21. Organizational behaviour refers to the attitudes and behaviours of individuals and groups in organizations. Human resources management refers to programs, practices, and systems to acquire, develop, and retain employees in organizations. Human resource practices can be used to help develop positive employee attitudes and behaviours, and organizational behaviour can help to understand the use and effectiveness of different human resources practices. 22. b.the art of getting things accomplished through others. 23. b.Prediction and explanation 24. b.action. 25. c.A manager designs a program to reduce absenteeism based on a principle learned in an OB course. 26. a.If we can accurately predict organizational behaviour, then we can explain the reason for the behaviour. 27. c.Managing 28. b.Prediction is a more complex process than explanation. 29. a.is predicated on good prediction and explanation of behaviour. 30. d.Management 31. a.Prediction 32. evidence-based management 33. manage 34. Explanation 35. prediction 36. analysis 37. Evidence-based management involves translating principles based on the best scientific evidence into organizational practices. An example: The director of a health care system recalls the principle that human beings can process only a limited amount of information. And, thus, the director works on redesigning a feedback system that provides feedback on a small set of critical performance indicators using terms people readily understand. 38. d.Max Weber. 39. a.bureaucracy. 40. c.psychological and social processes. 41. d.psychological and social processes affect productivity and work adjustment. 42. bureaucracy 43. Hawthorne studies 44. Weber's bureaucracy included a strict chain of command, objective criteria for selection and promotion, a detailed set of rules and regulations, highly specialized jobs, and centralized power. Today, the term has become synonymous with too many rules and regulations, resulting in inflexible behaviour. 45. Frederick Taylor is considered to be the father of scientific management. He was concerned with job design and the structure of work on the shop floor. Taylor's scientific management advocated the use of careful research to determine the optimum degree of specialization and standardization. He supported the development of written instructions that clearly defined work procedures, and he encouraged supervisors to standardize workers' movements and breaks for maximum efficiency. 46. c.management style depends on the demands of the situation. 47. d.the effectiveness of the leadership style depends on what these factors are. 48. c."If my employees work hard, I'm friendly. If not, I crack down." 49. a."We pay labourers by the hour and machinists with a piece rate system." 50. c.the type of task determines my management style. 51. a.the condition of the labour market influences the extent to which satisfaction predicts turnover. 52. a.True 53. contingent 54. depends upon 55. The contingency approach recognizes that there is no one best way to manage, and that an appropriate management style depends on the demands of the situation. The manager, therefore, has to take into consideration the characteristics of the employees (e.g., do they respond better to direction or participation) as well as the nature of the situation or task and what the group is trying to achieve (e.g., is it straightforward and routine or novel and complex). In other words, the management style will vary for different groups, in different situations, and for different tasks. 56. e.all of the above. 57. d.Figurehead 58. a.liaison. 59. b.spokesperson. 60. d.Entrepreneuring 61. e.Human resource management 62. c.National culture 63. d.behavioural requirements differ, but technical requirements are the same across cultures. 64. b.False 65. b.False 66. a.True 67. a.True 68. b.False 69. b.False 70. b.False 71. Networking 72. figurehead 73. networks 74. human resource management 75. National culture 76. intuition 77. d.$16.6 billion annually. 78. e.all of the above. 79. e.Poorly-designed jobs and stress. 80. c.Racialized people 81. a.30.6 percent. 82. d.people over the age of 40. 83. b.75 84. b.One-third 85. b.False 86. Organizational behaviour 87. b.False 88. b.False 89. a.True 90. b.False 91. b.False 92. b.False 93. b.False 94. managing 95. human 96. The main goals are to predict, explain, and manage organizational behaviour. Generally, if behaviour can be predicted and explained, it can be controlled or managed. 97. The goals of organizational behaviour are predicting, explaining, and managing. If an organization has a turnover problem, it would first want to predict it. For example, the organization might predict that new employees will quit after three months. Then, it would want to be able to explain why new hires quit after three months. The explanation is important because it can imply how the problem can be managed. Explanations might include: the job might be boring and lack challenge, the supervisor might not be providing support, or perhaps new hires are dissatisfied with their pay. Each one of these explanations will require a different approach. Managing it (lowering turnover) might involve making the job more challenging, encouraging supervisors to provide more support, or improving pay. 98. b.Frederick Taylor 99. a.using research to develop the optimum degree of specialization and standardization of work tasks. 100. b.False 101. a.True 102. b.False 103. a.True 104. a.True 105. b.False 106. a.True 107. a.True 108. a.True 109. people 110. An organization is a social invention for accomplishing common goals through group effort. Non-profit organizations may include hospitals, schools, churches, and charities. The goal of a charity may be to help the needy through the group effort of many volunteers. 111. d.Organizational behaviour can help you understand human resources management. 112. b.False 113. b.False 114. b.False 115. b.False 116. b.False 117. a.True 118. b.False 119. a.True 120. a.True 121. b.False 122. a.True 123. training 124. Monitor, disseminator, and spokesperson. Examples will vary, but note that the example for disseminator should relate to internal communication, while that for spokesperson should be external. 125. Entrepreneur, disturbance handler, resource allocator, and negotiator. Examples will vary. 126. Routine communication (e.g., memos and paperwork), traditional management (e.g., planning, decision making, and controlling), networking (e.g., meetings and social events with people both inside and outside the organization), and human resource management (e.g., motivating, disciplining, and training staff). 127. It depends on how you define "managerial success." Networking is important for gaining rapid promotions in organizations, while human resource management is relatively more important for obtaining employee commitment and satisfaction. 128. Simon, Isenberg, and most modern management theorists would disagree. For the experienced manager, good intuition in problem solving is often based on years of systematic education and experience, which enable the manager to quickly locate problems within a network of previously acquired information. 129. b.False 130. b.False 131. b.False 132. b.False 133. b.False 134. b.False 135. b.False 136. a.True 137. b.False 138. b.False 139. b.False 140. a.True 141. scientific management 142. a.True 143. b.False 144. a.True 145. a.True 146. c.46 percent 147. a.Self-esteem 148. e.retaining talent. 149. d.Religion 150. e.81 percent. 151. d.taking responsibility for the impact of its decisions and actions on its stakeholders. 152. c.Corporate social responsibility 153. b.Make donations to charitable organizations 154. c.the second most critical challenge. 155. c.30 percent. 156. e.Improve talent management 157. d.vigour, dedication, and absorption. 158. b.work engagement. 159. b.Internal and external 160. a.Workplace spirituality 161. c.an individual's positive psychological state of development. 162. a.Vigour 163. b.self-efficacy. 164. c.optimism. 165. d.hope. 166. e.resilience. 167. c.lost productivity and absenteeism. 168. e.Psychological Health and Safety in the Workplace 169. e.five years ago. 170. c.work-life balance. 171. d.Positive organizational behaviour 172. c.PsyCap intervention 173. c.Communication 174. d.Employee psychological capital 175. d.Each level is influenced by organizational performance. 176. d.Motivating people 177. c.Organizational care 178. d.9 179. c.A state in which people are highly aware of and attentive to what is happening in the present 180. d.Mindfulness 181. b.Optimism 182. c.Thriving at work 183. e.vitality and learning. 184. b.Work that is risky, uncertain, and unpredictable 185. c.8 percent 186. b.False 187. a.True 188. b.False 189. b.False 190. a.True 191. b.False 192. b.False 193. b.False 194. b.False 195. a.True 196. b.False 197. b.False 198. a.True 199. b.False 200. b.False 201. a.True 202. a.True 203. b.False 204. a.True 205. b.False 206. b.False 207. b.False 208. a.True 209. a.True 210. b.False 211. a.True 212. b.False 213. a.True 214. a.True 215. a.True 216. b.False 217. a.True 218. a.True 219. b.False 220. b.False 221. a.True 222. b.False 223. absorption 224. absenteeism 225. retaining talent 226. racialized people 227. BIPOC 228. 40 229. resilience 230. mind 231. Corporate social responsibility 232. engaged 233. Psychological 234. women 235. absenteeism 236. developed 237. psychological 238. Corporate social responsibility, CSR 239. Communication 240. Mindfulness 241. learning 242. Organizational care 243. Precarious work 244. Changing demographics and the globalization of business are resulting in increasingly diverse labour forces and customer markets. In addition, many organizations have realized that in many aspects of employment, they have not treated certain segments of the population fairly such as women, members of the LGBTQ community, members of the BIPOC community, and persons with disabilities. 245. Psychological capital refers to an individual's positive psychological state of development that is characterized by self-efficacy, optimism, hope, and resilience. Each state can be changed, modified, and developed. Research has shown that PsyCap is positively related to psychological well-being as well as more positive job attitudes, behaviours, and job performance and negatively related to undesirable attitudes and behaviours. Organizational behaviour is concerned with creating a positive work environment and employee well-being, and one way of doing this is to develop employees' PsyCap which can be done through the use of PsyCap interventions. 246. Organizations will be facing severe shortages of labour in the coming years due to a number of factors such as the retirement of baby boomers, fewer Canadians entering skilled trades, and the willingness of knowledge workers to relocate anywhere in the world. Talent management refers to an organization's processes for attracting, developing, retaining, and deploying people with the required skills to meet current and future business needs. These are issues that are also associated with organizational behaviour. Organizational behaviour provides the means for organizations to be designed and managed in ways that optimize the attraction, development, retention, engagement, and performance of talent. 247. Corporate social responsibility refers to an organization taking responsibility for the impact of its decisions and actions on its stakeholders. Many CSR issues are associated with organizational behaviour (treating employees fairly, creating a positive work environment, promoting employee well-being, having a diverse workforce, encouraging work-family balance, and ensuring employment equity). Thus, organizational behaviour plays an important role in CSR, and organizational behaviour programs and practices are necessary for CSR. 248. Organizational behaviour is concerned with creating a positive work environment and improving employee well-being. The chapter describes the essential components of a psychologically healthy workplace according to the American Psychological Association for Organizational Excellence which states that the practices that help to create a healthy and productive work environment include employee involvement, health and safety, employee growth and development, work-life balance, and employee recognition. Communication is also important and the foundation for the five psychologically healthy workplace practices. The chapter also discusses how workplace spirituality, organizational care, and positive organizational behaviour also contribute to a positive work environment. Workplace spirituality refers to workplaces that provide employees with meaning, purpose, a sense of community, and a connection to others. Employees in a spiritual workplace have opportunities for personal growth and development and feel valued and supported. Organizational care refers to organizational values and principles centred on fulfilling employees' best interests, and valuing employees' contributions. Organizations that care about their employees are responsive to employees' needs, interests, concerns, and well-being. The chapter also describes the importance of positive organizational behaviour and psychological capital which contributes to employee success and well-being as well as more positive attitudes and behaviours. Thus, a positive work environment and employee well-being can also be created by developing employees' PsyCap which can be achieved through the use of PsyCap interventions. 249. Workplace spirituality refers to workplaces that provide employees with meaning, purpose, a sense of community, and a connection to others. Employees in a spiritual workplace have opportunities for personal growth and development and feel valued and supported. Organizations can create a spiritual workplace by providing employees with a meaningful work life that is aligned with their values, interesting work that provides meaning and a feeling of purpose, a caring and supportive work environment, and connections to others. Providing employees with opportunities for growth and development is also important. 250. Corporate social responsibility refers to an organization taking responsibility for the impact of its decisions and actions on its stakeholders. There are many things that organizations can do to be more socially responsible: treating employees fairly, having a diverse workforce, providing programs for work-family balance, having employment equity programs, being involved in the community, making donations to charitable organizations, and showing concern for the environment and green initiatives. 251. Talent management refers to an organization's processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs. Many organizational behaviour practices are associated with attracting, developing, retaining, and utilizing people. Organizational behaviour provides the means for organizations to be designed and managed in ways that optimize the attraction, development, retention, engagement, and performance of talent. Examples described in the chapter include providing opportunities for learning, designing jobs that are challenging, meaningful, and rewarding, providing recognition and monetary rewards for performance, managing a diverse workforce, offering flexible work arrangements, and providing effective leadership. These are some of the things associated with organizational behaviour that can help an organization improve the management of talent. 252. Work engagement refers to a positive work-related state of mind that is characterized by vigour, dedication, and absorption. Organizations have become concerned about it because it has been reported that only one-third of workers are engaged in their work and yet engaged workers have more positive work attitudes and higher job performance. In addition, work engagement is considered to be a key factor for an organization's success and competitiveness and can have a significant effect on productivity, customer satisfaction, profitability, innovation, and quality. 253. Positive organizational behaviour (POB) is "the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace." The psychological capacities are known as psychological capital (PsyCap) and they refer to an individual's positive psychological state of development that is characterized by self-efficacy, optimism, hope, and resilience. Self-efficacy refers to one's confidence to take on and put in the necessary effort to succeed at challenging tasks; optimism refers to an attributional style that involves explaining positive events in terms of personal and permanent causes, and negative events as external and situation-specific causes; hope refers to persevering toward one's goals, and when necessary making changes and using multiple pathways to achieve one's goals; and resilience refers to one's ability to bounce back or rebound from adversity and setbacks to attain success. PsyCap is positively related to employee psychological well-being as well as more positive job attitudes, behaviours, and job performance, and negatively related to undesirable attitudes and behaviours such as employee anxiety, stress, and turnover intentions. POB can contribute to employee health and well-being by developing employees' PsyCap. This can be done with PsyCap interventions (PCI) that focus on enhancing each of the components of PsyCap and have been found to be effective for developing employees' PsyCap. Thus, POB is an effective approach for organizations to improve employee health and well-being by developing employees' PsyCap. 254. Organizations should be concerned about the mental health of their employees for a number of reasons. Mental illness in Canada is on the rise and is said to be costing business billions of dollars in lost productivity and absenteeism. It is the leading cause of disability in Canada, and has a huge cost on productivity and the Canadian economy. In 2013 a new national standard for workplace mental health and safety (Psychological Health and Safety in the Workplace) was introduced to help Canadian organizations create workplaces that promote a mentally healthy workplace and support employees dealing with mental illness. The standard provides guidelines to help organizations identify potential hazards to mental health and how they can improve policies and practices. To address mental illness in the workplace, organizations can implement mental health initiatives and make mental health a priority at work. In addition, according to the American Psychological Association for Organizational Excellence, the practices that help to create a psychologically healthy workplace include employee involvement, health and safety, employee growth and development, work-life balance, and employee recognition. Communication is also important and the foundation for the five psychologically healthy workplace practices. 255. Precarious work refers to work that is risky, uncertain, and unpredictable for workers. This is work that tends to be unstable or short-term, the pay is low or unreliable, there are no benefits, the hours are uncertain and inconsistent, and workers have few rights and protections. Precarious work can have many negative consequences for employees, organizations, and society. The consequences of precarious work include decreased trust, morale, job satisfaction, and commitment, and a negative effect on workers' mental health and well-being. Many workers in precarious work situations lost their jobs during the pandemic making them vulnerable to the consequences of unemployment such as financial and mental distress. Precarious workers are more likely to work in unsafe and dangerous working conditions and to suffer the consequences of economic crises which can result in mental and physical health problems. A high percentage of workers in precarious jobs are women, immigrants, and racialized people which means that they are especially vulnerable to economic disruptions and most likely to lose their jobs. 256. Thriving at work is a positive psychological state that is characterized by a joint sense of vitality and learning. Vitality has to do with a positive feeling of having energy and feeling alive, and learning has to do with having a sense of continually acquiring and applying valuable knowledge and skills. Thriving at work is important for employees' health and personal development and it contributes to human sustainability at work. It is positively related to career development initiatives, job performance, leadership effectiveness, and general health and well-being.