When job performance evaluation time rolls around, Michael always comes out ahead of his coworkers, but his success comes at a price. He has been known to give his supervisors negative (and sometimes untrue) information about his coworkers, and when it looks as though someone else may be about to get a better job performance evaluation, bad things tend to happen to that person, such as lost paperwork and missed meetings due to deleted calendar appointments. In terms of organizational behavior and the principles of job performance evaluations, it is clear that
A. Michael is showing the kind of resourcefulness that rightly has earned him high job performance ratings in the past.
B. his supervisors' emphasis on results has created an environment in which an employee might use unethical behavior to get ahead.
C. other employees have failed to understand, as Michael clearly has, that personal success equates with organizational success.
D. unethical behavior on the part of his supervisors has led Michael to seek advancement by any means possible.
E. the organization has failed to create a sense of group cohesion and an attitude of organizational citizenship.
Answer: B
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