WGU Organizational-Behaviors-and-Leadership Exam Dumps

The three forces that play a crucial role in sustaining an organization's culture are socialization methods, the selection process, and the actions of top management. Socialization methods help new employees learn and adapt to the organizational culture. The selection process ensures that individuals who fit the organizational culture are hired. The actions of top management set the tone for the culture by demonstrating appropriate behaviors and reinforcing cultural values. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

The relationship between performance evaluation and motivation is strongest when employees have confidence that the effort they exert will lead to a favorable performance evaluation. This concept is rooted in the expectancy theory of motivation, which posits that employees are motivated when they believe their efforts will result in desirable performance outcomes and subsequent rewards. Clear, transparent, and fair evaluation criteria help build this confidence, enhancing motivation and encouraging employees to put in their best efforts. Studies in organizational behavior and psychology highlight the importance of perceived fairness and transparency in performance evaluations for maintaining high levels of motivation (Vroom, 1964; Locke & Latham, 2002).

Core self-evaluation (CSE) is a concept that encompasses an individual's subconscious, fundamental evaluations about themselves, their own abilities, and their control over their environment. Employee A exhibits traits such as self-doubt, reliance on routine tasks, and a feeling of powerlessness, which are indicative of a negative core self-evaluation. Conversely, Employee B displays initiative, sets ambitious goals, and believes in the team's ability to influence the environment, which are characteristics of a positive core self-evaluation.

Judge, T. A., & Bono, J. E. (2001). Relationship of Core Self-Evaluations Traits---Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability---with Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.

Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.

An organization can transmit its culture to employees through various means, including circulating stories. Stories about significant events, achievements, and key figures in the organization's history help convey the organization's values, norms, and traditions. These stories serve as a powerful tool for communicating cultural messages and reinforcing desired behaviors. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

A cohesive group typically exhibits high levels of trust and cooperation among its members, which can lead to improved group productivity. Cohesiveness fosters a supportive environment where members are motivated to work together effectively, thereby enhancing overall performance and achieving organizational goals.