Q1
What is the primary assumption of Festinger's Social Comparison Theory?
A
People evaluate themselves by consulting internal standards only
B
People have an innate desire to evaluate their opinions and abilities by comparing to others
C
People only compare when they are unhappy
D
People compare only with similar others in their age group
Correct Answer: B
A: Incorrect – Internal standards are part of evaluation, but Festinger emphasized interpersonal comparison.
B: Correct – This is the core idea of social comparison theory.
C: Incorrect – Comparison is constant and not limited to negative moods.
D: Incorrect – Comparisons are often with similar others, but not limited to age.
Q2
According to Brosnan & de Waal’s monkey study, what behavior demonstrated inequity aversion?
A
Monkeys tried to outperform their peers
B
Monkeys refused or threw cucumbers when others received grapes
C
Monkeys avoided food exchange
D
Monkeys imitated the behavior of higher-rewarded peers
Correct Answer: B
A: Incorrect – It was not about outperforming but rejecting unfair treatment.
B: Correct – Monkeys protested unequal rewards, showing inequity aversion.
C: Incorrect – They did not avoid exchange, but protested during it.
D: Incorrect – Imitation wasn’t the key behavior observed.
Q3
Which of the following best describes 'upward comparison'?
A
Comparing oneself to someone less skilled
B
Comparing oneself to someone of equal status
C
Comparing oneself to someone more successful or higher performing
D
Avoiding comparisons altogether
Correct Answer: C
A: Incorrect – That is downward comparison.
B: Incorrect – That is lateral comparison.
C: Correct – Upward comparison involves comparing to someone better off.
D: Incorrect – Comparison is ubiquitous and often unconscious.
Q4
Which motive for social comparison involves boosting one’s self-esteem?
Correct Answer: C
A: Incorrect – This focuses on understanding one’s standing.
B: Incorrect – This aims at learning and growth.
C: Correct – Self-enhancement is about feeling better about oneself.
D: Incorrect – Altruism focuses on understanding others to help.
Q5
What factor increases the likelihood of downward comparison?
Correct Answer: B
A: Incorrect – Low self-esteem leads to upward comparisons.
B: Correct – People in a good mood prefer downward comparisons.
C: Incorrect – Threat increases likelihood, but mood is more predictive here.
D: Incorrect – That prompts upward or threat-based comparisons.
Q6
Which of the following is NOT one of the six motives for social comparison identified in the 1995 study?
Correct Answer: B
A: Incorrect – This is a central motive.
B: Correct – Self-efficacy is related, but not one of the six motives identified.
C: Incorrect – Altruism is a documented motive.
D: Incorrect – Self-destruction is one of the six motives.
Q7
What type of comparison is most likely to lead to increased pay satisfaction?
Correct Answer: C
A: Incorrect – Typically leads to frustration.
B: Incorrect – Tends to lead to neutral or slightly positive feelings.
C: Correct – Seeing others earn less often boosts satisfaction.
D: Incorrect – Refers to how information is obtained, not direction.
Q8
Which two factors initiate the “selection” phase of the 3-phase social comparison model?
C
Information acquisition and comparison motivation
Correct Answer: C
A: Incorrect – These are not part of the selection phase.
B: Incorrect – These are moderating variables, not phase initiators.
C: Correct – These jointly determine whether a comparison begins.
D: Incorrect – These are part of the appraisal phase.
Q9
What is the final phase in the three-phase model of social comparison?
Correct Answer: C
A: Incorrect – Appraisal is the middle phase.
B: Incorrect – Assimilation is one type of response.
C: Correct – Response is the final phase (emotional, cognitive, behavioral).
D: Incorrect – Selection is the initial phase.
Q10
According to research, which generation is more likely to share salary information with coworkers?
Correct Answer: C
A: Incorrect – Only 8% share pay data.
B: Incorrect – Not highlighted in the cited research.
C: Correct – About 30% share salary info.
D: Incorrect – Not part of study population.
Q11
Which of the following is a *passive* method of acquiring comparison information?
A
Asking a coworker directly about pay
B
Overhearing a promotion conversation
C
Looking up salary benchmarks online
D
Sending a survey to other teams
Correct Answer: B
A: Incorrect – This is active.
B: Correct – This is passive information encountering.
C: Incorrect – This is active.
D: Incorrect – This is an active strategy.
Q12
What type of response involves moving closer to the comparison target?
Correct Answer: B
A: Incorrect – Contrastive involves distancing.
B: Correct – Assimilative responses emulate the target.
C: Incorrect – Not a response type.
D: Incorrect – More about emotion regulation than comparison.
Q13
Why is managing information flow important in the workplace?
A
It limits competition among departments
B
It reduces social media use
C
It shapes perceptions and influences social comparisons
D
It prevents employees from quitting
Correct Answer: C
A: Incorrect – Limiting competition is not always a goal.
B: Incorrect – Not directly related to internal information flow.
C: Correct – Leaders manage info to guide comparisons and motivation.
D: Incorrect – May help retention, but not a direct purpose.
Q14
In what way can relative performance dashboards help organizations?
B
Undermine collaboration
C
Inspire healthy competition
Correct Answer: C
A: Incorrect – Dashboards increase transparency.
B: Incorrect – If well-managed, they enhance collaboration.
C: Correct – They can motivate through visibility.
D: Incorrect – They provide data for comparisons, not eliminate them.
Q15
How can job rotation affect employees’ social comparison tendencies?
A
Decrease exposure to feedback
B
Narrow their comparative perspective
C
Broaden perspective and increase understanding
D
Increase resistance to change
Correct Answer: C
A: Incorrect – Feedback may increase.
B: Incorrect – Rotation broadens perspective.
C: Correct – It encourages empathy and broader comparisons.
D: Incorrect – Not related to comparison theory.
Q16
What does “dimension” refer to in the appraisal phase?
A
The number of comparisons made
B
The emotional reaction to comparison
C
The attribute being compared, including valence
D
The role of organizational hierarchy
Correct Answer: C
A: Incorrect – Quantity is not the issue.
B: Incorrect – That’s part of the response phase.
C: Correct – Includes both the attribute and how favorable it is.
D: Incorrect – Could be a target, not a dimension.
Q17
What leadership strategy may increase unethical behavior if misused?
C
Competitive comparisons
Correct Answer: C
A: Incorrect – Profit-sharing encourages shared success.
B: Incorrect – Dashboards can inspire or inform.
C: Correct – Competition, if poorly managed, can prompt cheating.
D: Incorrect – Encourages collaboration.
Q18
What condition increases the chance of *contrastive* responses?
A
High similarity with the target
B
Belief that success is attainable
C
Large perceived gap and threat
D
Frequent lateral comparisons
Correct Answer: C
A: Incorrect – Similarity tends to promote assimilation.
B: Incorrect – Attainable goals promote assimilation.
C: Correct – Perceived gap and threat trigger withdrawal.
D: Incorrect – Lateral comparisons usually validate.
Q19
Which construct is conceptually linked to both Social Comparison and Organizational Justice?
Correct Answer: A
A: Correct – Equity concerns are central to both theories.
B: Incorrect – Not directly relevant to fairness or comparison.
C: Incorrect – Not linked to justice or comparison.
D: Incorrect – Related to self-improvement, but not central to justice.
Q20
What is a core benefit of aligning individual and team comparisons?
A
Encouraging individualism
C
Balancing competition and collaboration
D
Avoiding measurement altogether
Correct Answer: C
A: Incorrect – Alignment promotes collective goals.
B: Incorrect – Transparency is generally increased.
C: Correct – Alignment encourages both personal and shared excellence.
D: Incorrect – Measurements are essential in performance feedback.
Application Questions
Application Q1
Think about a time when you engaged in upward comparison in a professional setting.
- What dimension (e.g., performance, salary, recognition) were you comparing?
- How did this comparison influence your motivation and job satisfaction?
Application Q2
Identify which of the six motives for social comparison best explains your typical comparisons in your dissertation research.
Application Q3
In your dissertation research design, how could you ethically measure the impact of social comparison on workplace behavior?
- What variables would you track?
Application Q4
Festinger originally proposed a unidirectional drive upward in social comparison.
- Do you see this pattern in your dissertation context? Why or why not?
Application Q5
Identify an instance in your professional setting where a downward comparison helped you feel more confident.
- How did this affect your behavior and mindset?
Application Q6
How would you incorporate relative performance feedback into your leadership practice?
- Provide a concrete example from your work or research context.
Application Q7
Consider the contrastive and assimilative responses.
- Which response are you more prone to, and why?
Application Q8
How might cultural background influence your interpretation of comparative information in leadership?
Application Q9
Design a survey item that could assess self-enhancement motives among employees.
Application Q10
How could you use the 3-phase model (selection, appraisal, response) to study leadership behavior in a dissertation?
Application Q11
What steps could you take to ensure that comparison data (like dashboards or benchmarks) are interpreted accurately by team members?
Application Q12
How might shadowing programs impact new employees' social comparisons?
Application Q13
How can pay transparency influence both upward and lateral comparisons?
Application Q14
Consider Festinger’s “unidirectional upward drive.”
- How could this explain both burnout and high achievement in doctoral students?
Application Q15
Reflect on your own team or organization.
- How could you use mentoring to shape more productive comparisons?
