Advanced Org

You have been asked by an organization to develop a new health initiative for the organization and its employees. a. Explain the difference between primary, secondary, and tertiary interventions. b. Based on the literature, which type of intervention would you focus on (primary, secondary, or tertiary)? c. Based on the OHP research, what are some of the factors that may influence participation in the initiative that you would need to consider? d. Explain how you would address or overcome these factors?

A. - Primary: Primary interventions attempt to alter the sources of stress at work. - Secondary: secondary interventions attempt to reduce the severity of stress symptoms before they lead to serious health problems by increasing individual and collective awareness of stress and improving stress management skills. (Deals with current situation) - Tertiary: Tertiary interventions are concerned with the rehabilitation and recovery process of those individuals who have suffered, or are suffering from, mental or physical ill health as a result of stress. B. My decision on the type of stress management intervention to focus on will be based on a variety of factors, such as the nature of the stressor, the specific situation etc. For example, primary interventions may be more effective in reducing overall stress levels in an organization but if the organizational need is to help individuals who are already experiencing high levels of stress, secondary intervention may be more suitable as they aim to minimize the effects of stress once it has already occurred. However, when dealing with individuals with severe stress-related disorders rather than milder symptoms, tertiary interventions may be necessary as they provide more intensive interventions, such as psychotherapy or medication. C. - Organizational support: Employees are more likely to participate in stress management initiatives if they perceive that their organization supports and values their participation. - Time and workload: Employees may be less likely to participate in stress management initiatives if they perceive that they do not have enough time to participate or that their workload is too high. - Access to resources: Employees are more likely to participate if SMIs are easily accessible and convenient, such as being offered on-site or during work hours. - Workplace culture: Employees may be less likely to participate if they perceive that seeking help for stress or burnout is stigmatized in their workplace culture. - Perceived effectiveness of the SMIs: Employees are more likely to participate in stress management initiatives if they believe that they will benefit from them by effectively reducing stress or improving well-being. - Perceived relevance of the intervention: Employees are more likely to participate in stress management initiatives if they believe that the program is relevant to their work and personal lives. D. - Organizational support: involve supervisors in promoting the program and encourage them to participate themselves. - Time and workload: provide resources such as online tools that make it easier for employees to participate. - Access to resources: provide resources needed to participate in the stress management initiative. - Workplace culture: create a culture where stress management is seen as a priority and employee well-being is valued by the leadership. - Perceived effectiveness of the stress management intervention: Provide information about the evidence-based strategies that will be used in the program and share success stories from previous participants. - Perceived relevance of the intervention: Customize the program to the needs and interests of the target population.

Organizational Culture and Organizational Climate are terms that are often used interchangeably. a. How are organizational culture and organizational climate different? (make sure to define each in your answer). b. What are the implications of these differences for measuring each construct? c. What are the practical implications of these differences?

- Organizational culture represents the basic assumptions and values that form the foundation for much of what goes on in an organization. Culture helps an organization adapt to the external environment and direct employees toward a common goal. Jex and Britt refer to three layers of an organization's culture: artifacts, shared values, and beliefs and assumptions. Artifacts are aspects of the physical environment that communicate cultural meaning. The shared values represent individual's broad tendencies to prefer certain things, or states, over others. The beliefs and assumptions are deeply ingrained in an organization, and so much so that some argue it is difficult to determine what beliefs are held. Organizational climate is the manner in which employees psychological experience the organization in which they work. By this definition, climate often drives important decisions such as whether people want to work in an organization in the first place. Climate is furthered characterized as the shared perceptions of employees regarding the psychological experience of working in a particular organization. As far as the development of climate within organizations, one of the major driving forces is organizational culture. Another driver of organizational climate is communication among employees because perceptions are shared within the workplace. - Organizational culture must be established prior to identifying an organizational climate. Thus organizational climate is perceived to be impacted by culture, and culture is typically more stable within organizations. While it is possible for a culture to experience a shift, it takes time and careful consideration as it is deeply rooted in the assumptions, values, and beliefs of the workplace. Climate is more susceptible and conducive to change. In general, alignment between culture and climate is necessary for employees to respond and behave in ways that will lead to organizational effectiveness. - The simplest way to measure culture is through the use of self-reports. The most popular self-report measure is the Organizational Culture Profile, which measures employee perceptions and values. The implication of using self-reports to measure culture is that they are easy to administer and provide quantitative data that can be used to compare cultures. The limitation to using self-reports is culture is referred to as shared beliefs and sometimes these are beliefs that are unconscious to the employees. Ethnography is another method to measure culture by recording and observing behavior over a period of time. The positive side to using ethnography is that the researcher does not have to ask employees what they believe their culture is. A downside to ethnography is the effort that it takes to use this method. - Organizational climate can be measured by self-report surveys, however in doing so one might capture the individual's psychological perspective of the organization rather than the aggregate perception. To influence group perception of climate, the referent could be changed in self-report survey. For instance, instead of asking, "what are your thoughts," the survey could ask, "what are the groups' thoughts." Another way to capture employees' perceptions is to ask them to complete measures as a group through discussion and consensus. - To assess issues and challenges that may arise in an organization, it is important to understand the difference between culture and climate for the purpose of diagnosing where and how change will occur. For instance, Tucker et al. demonstrated the importance of differentiating between culture and climate in order to determine how to enact desired change. The CEO of a company placed priority on safety, among other organizational goals, and used collective social learning theory to influence the sharing of safety experiences with frontline employees in order to reduce workplace injuries. By understanding how culture and climate differentiate and the methods required to achieve change, organizations are able to use the appropriate assessments and resources.

You have been asked to write a review of organizational psychology for an upcoming handbook of I/O Psychology. a. What are three current issues in organizational behavior that you think should be covered in your review? b. Explain why these issues are emerging as important. c. What is the direction of future research in each of these three areas?

1. Scientist practitioner gap 2. remote vs hybrid vs in person work 3. 4 day work weeks

Throughout the history of motivation research, few theories have had as large of an impact as Hackman and Oldham's (1975, 1976) job characteristics model. a. Define each of the components of the job characteristics model Job Design & Motivation. b. Provide an example of each of the components of the job characteristics model. c. Explain how you would use the job characteristics model to diagnose issues relating to motivation. d. Explain how you would use the job characteristics model to improve motivation.

A. --Core Job Dimensions - Task significance: how your work Impacts someone else - Skill variety: amount of skills you're able to exhibit - Autonomy: freeeeeedom - Task Identity: ability to see products from start to finish (working with visible outcomes) - Feedback: from others -- Psychological States - experienced meaningfulness - experienced responsibility - have knowledge of results of work --Outcomes - Internal work/Intrinsic motivation - high quality work performance - high satisfaction with work - low tunrover and absenteeism B. - I think this piece should be done by each of us Individually since It's our own examples of ^ C. Assess each of the 5 components to diagnose where the motivation Issue Is so you know where you should target D. - You employ strategies to Improve the Identified weaknesses from the 5 components, so It depends on the situation.

In recent years, researchers have begun to examine the impact of destructive leadership. a. What is meant by the term "destructive leadership?" b. Discuss the research that has investigated the consequences of destructive leadership. c. What are the practical implications of the findings of this research?

A. A destructive leader can be defined as volitional behavior by a leader that can harm or intend to harm a leader's organization and/or followers by encouraging followers to pursue goals that contravene the legitimate interest of the organization. B. - Organizational Consequences- employees react actively and, in a target-specific manner to bad leadership including interpersonal injustice from a supervisor. A study was conducted by Jerald Greenberg showed that employee theft is likely viewed as payback for unacceptable unjust treatment. - Organizational withdrawal- employees may cope with bad leadership by avoiding the source of mistreatment either on short-term basis through absenteeism or permanently through turnover. A study by Hugo Westerlund found that poor leadership is associated with higher absence levels. Greensberg discussed above also investigated whether perceived supervisory mistreatment might lead people to leave the organization. The effect on turnover were as immediate and dramatic as the effect on theft. - Organizational performance- research has shown that psychologically aggressive behaviors perpetrated by leaders in the workplace exert consistent negative effects on job performance. They also limit employees' creativity - Physical and psychological health consequences- sometimes individuals do not feel that the option to react is available to them, so they absorb mistreatment and are affected physically and psychologically. Studies have shown that supervisory behavior can lead to physical illness, drunkenness, mental illness such as depression. C. Destructive leadership is harmful and should be recognized as such by organizations. The Krasikova et al. (2013) model could be used to assess leaders and the environment to decrease the likelihood of destructive leadership occurring. For instance, organizations could examine the organizational context, such as allocation of resources or perhaps the design of the organization (e.g., hierarchical). If destructive leadership is prevalent, it could be minimized through altering the environment of the workplace, controlling behaviors through incentive alignment, and regulating sanctions. Additionally, organizations should not limit their focus to direct targets of destructive leadership because they may underestimate the prevalence and consequences of such behavior. Organizations could also offer training for leaders on appropriate methods and goal setting techniques. Lastly, organizations could decide not to promote an individual who they are inclined to believe demonstrates destructive leadership qualities.

At a general level, job performance can represent behaviors employees engage in while at work that contribute to organizational goals. Given the recent trends and findings in performance research, how should job performance be conceptualized or modeled? Why? What are the practical implications of your proposed conceptualization of job performance?

A. Job performance should be conceptualized in one of three categories. The first category is Occupational Citizenship Behaviors. These are the behaviors an employee performs that are altruistic in nature towards other employees, the organization, or both. These behaviors might not be part of their job description, but ultimately impact the organization for the better. The second category is Counterproductive Work Behaviors. These are any behaviors an employee participates in that are harmful to other employees, the organization, or both, that ultimately impact the organization in a negative way. The final way job performance should be conceptualized as task performance. This is how well an employee performs the facets of their job, whether that be well, mediocre, or poor. Conceptualizing job performance into these three categories can be good for organizations because all behavior falls into one of these categories. Even if you are doing nothing at work, that could be considered counterproductive work behavior. On the opposite end of the spectrum, doing more than is expected of you, or extra role behavior, fits into occupational citizenship behavior. B. One major practical implication of conceptualizing performance this way is that it can be tricky to include Organizational Citizenship Behaviors as part of job performance. As part of their nature, Organizational Citizenship Behaviors are not necessarily part of the job description because they involve voluntarily going above and beyond what the job expects. Including this as a measure of job performance would mean the Organizational Citizenship Behavior is no longer voluntary. On the positive side, including Organizational Citizenship Behaviors can have a positive impact on many parts of the organization, including the overall culture of the organization. The key to balancing this fine line is to reward Organizational Citizenship Behaviors occasionally, but not measure them as part of performance appraisals. Including Counterproductive Work Behaviors as part of a measure of performance allows organizations to track those who are negatively impacting the organization. If you can identify what Counterproductive Work Behaviors are being committed, you might be able to work backwards to determine what is causing the behavior, and solve the problem by altering the situation, or punishing the employee if necessary. Eliminating Counterproductive Work Behaviors, when possible, will allow the organization to maximize their overall performance. Finally, including general job performance will allow the organization to track how employees are meeting basic aspects of the job for performance appraisals.

Workplace recovery is gaining increasing attention in literature. a. Explain what is meant by workplace recovery. b. Explain each of the four recovery experiences and give an example of each. c. Based on the readings, what recommendations about workplace recovery would you give to practitioners who want to have fully engaged employees?

A. Workplace recovery refers to the process where an employee has refreshes and replenishes themselves. Moving from a negative state to a more positive state. Recovery refers to the process of restoring or regenerating where negative states are reduce and positive states are enhanced (Hahn et al. 2011). The conservation of resource (COR) theory is an approach commonly used in reference to the recovery process. With the COR theory it assumes that people seek to gain and protect resources. Resources in this theory are valued by the individual and it is assumed that stress occurs when the resources are lost/threatened/or does not lead to gain of more resources (Hahn et al. 2011). B. FROM AO READING "Sonnentag et al. 2012" 1. Psychological detachment: this refers to a person's experience to be mentally disconnected from work. No only to refrain from job-related activities but also refrain from job-related thoughts. Example: you scheduled time off after a hectic couple of months to rest at home. During this time you are not completing job-related tasks (meetings or emails) but also you have turned off the work schedule and are not thinking about what is going on at work. 2. Relaxation: this refers to a psychological and physical state of low activation. Example: performing meditation, yoga, or other leisure time activities (anything that calm the body and mind). Listening to classical music! 3. Mastery challenge: this refers to off-job experiences that provide challenges and opportunities for learning. Recovery does imply being passive or engaging in activities that calm down the activated systems. Recovery can also occur by getting fully immerse in an experience that stretched one's boundaries and broadens one's horizon. Example: someone could learn a new sport/join a sport club that challenges them. 4. Control: this refers to self-determination during off-job time. During this recovery experience one would gain control in something during off-job time. Example: choosing to participate in social events after work or not. C. Through the research on recovery intervention training programs there is evidence that recovery is malleable and can be learned. A secondary intervention training is more common and shown to result in being more effective (Richardson & Rothstein 2008). Specifically, relaxation would be my suggestion as the use of relaxation can be self-taught through audio tapes. This would also be cost effective for the organization. In reference to healthy habits, in the Mazzola article, which discuses barriers and facilitators for healthy nutrition and exercise, it supports that when employers create more facilitators in an environment employees would likely participate in healthy behaviors. The article found supporting evidence that facilitators worked as moderators between the relationship in planned behavior theory when looking at intention and behavior. For the realm of recovery if the intention is to have more employees be more engaged in recover, employer can create facilitators which help aid recover. A facilitator could be employers creating a space for individuals to meditate or relax at work. Through this facilitation it would result in a behavior, specifically a work behavior. The Heinen 2011 article mentioned that the "Rand company" found that employees would participate in healthy options if that were in front of them. Based on the research I would strongly suggest providing employees with opportunities to participate in some sort of on site meditation room. There would not be a need to force this, all voluntary. There was mention in the H 2009 article that employees feel a sense of stress if their privacy feels invaded to participate in activities they do not want to do. So again, this should be practices on voluntary basis only.

Tett & Burnett (2003) proposed a personality trait-based interactionist model of job performance. a. Describe the basic arguments of this theory and trait activation. b. How can this theory be used to understand behavior in the workplace? c. How can you use this theory to improve behavior and performance in the workplace?

A. personality traits -> work behavior -> job performance (negative or positive). -moderators: influence relationship between personality traits & work behaviors: organizational, social, & task relevant cues/characteristics of the environment. moderators trigger trait activation -> outcome of work behaviors. -Trait activation: traits influenced by moderators produce an outcome (work behavior) ->job performance. -Evaluations of the characteristics of the environment moderating work behavior to job performance. - rewards (extrinsic and intrinsic) -> work behavior ->performance (positive or negative). B. Like most models we can use Tett & Burnett's Model as a diagnostic tool. For example, if we want to ide3ntify why certain work behaviors are being produces, we can check to see what is occurring with that specific individual on an organizational, social, and task level. We can also use the model to see if maybe the characteristics in the environment (organizational, social, and tasks) are not the reault of the issue but maybe a company does not have rewards systems in place that are motivating employees enough. C. To understand how to use this theory to improve work behavior an example I will use is an employee with introverted personality traits put into a social environment where everyone is very talkative and loud. When in this situation the introverted person may be uncomfortable and find that the loud setting is not what they like which would in turn not activate traits to lead to good work behaviors.

An organization has collected data and found it has a negative climate. The organization has decided it is ready for an organizational development initiative. You have been asked to make a recommendation about how to change the negative climate. (In each of the parts below, make sure you support your answer with evidence from the readings). a. What should the organization do to change the negative climate? b. Explain how this change might impact individual behavior. c. Explain how this change might impact organizational performance. d. What is the primary challenge with measuring an organizational change, like this one? Explain your answer.

Climate: collective perceptions of employees on procedures, values, practices, and policies. Climate is what people think that way, culture is why people think that way. both are linked bc of the actual practices, policies, & procedures. Culture affects the processes, structures, policies, and routines. a. - collect data about differet pieces of climate (broad things like practices, policies, and procedures, or those same categories in specific areas like safety. b. -

"A happy worker is a productive worker." This happy-productive worker hypothesis is one of the major assumptions underlying much organizational psychological research. Yet several meta-analyses on the relationship between job satisfaction and performance have produced small, corrected correlations. At best job satisfaction shares about 10% of the variance in job performance. So why should I/O psychologists continue to place so much emphasis on satisfaction at work? (Make sure your answer is supported by research).

I/O psychologists should keep paying attention to job satisfaction because while it only explains 10% of the variance in the relationship, this is actually a decent amount in social science research (Jackson, 2018, in class). For instance, organizations across the country such as Molson Coors Brewing Company and Caterpillar saved up to millions per year due to highly engaged employees (Vance, 2006. Harter et. al, 2002. Attridge, 2009). Thus, being able to increase the happiness and thus potentially engagement and performance level of individuals even just a little could end up impacting the company in a large way. Also, and because of this, this is a known, manipulatable variable. That is, perhaps the other 90% is not known, and/or may not be as manipulatable. Knowing this and being able to do something about it means that I/O practitioners should be concerned about it. Moreover, managers should be concerned about their employee's happiness. A central goal of organizational psychology research is to explain, predict and modify behavior in the workplace (Jex & Britt, 2014) and if job satisfaction can provide even some of that explanation and predictive ability, it matters. Further, Judge et al. found there are several mediators and moderators that influence the relationship between job satisfaction and job performance, like task specific self-efficacy, autonomy, and feedback. This takes that 10% of explained variance and offers a framework for assessing aspects of the person and environment to help increase that relationship and variance explained with performance and satisfaction. Also, job satisfaction is related to many other work attitudes like job engagement, job involvement, and job commitment, tenure, stress (Jex & Britt, 2014). As these are important for dedication, connectedness, and likelihood to stay or leave an organization, respectively, and by keeping an emphasis on the importance of satisfaction, other work attitudes may be positively influenced. Also, they themselves may explain incremental variance in performance directly or indirectly. Our measures will always have error, thus a true estimate may be hard to achieve especially through self-report data. Thus, many of these estimates and others may be unrepresentative and an underestimate to explaining variance in performance. Satisfaction has been shown, and most likely is a major contributor to many factors/perceptions an employee experiences and thus makes sense to contribute largely to job performance. Also, a .3 correlation found by Judge et al. shows that there is a relationship between performance and satisfaction, so if we stopped attending to satisfaction, it could lead to decreased performance, or disengaged employees, and employees who want to leave. There are other reasons beyond caring about performance to why organizations should care. Clark (2000) family border theory suggesting they impact one another. Ford (200) FIW WIF. This study found a 7% incremental validity increase in job sat impacted family sat. Thus, caring about job sat means caring about people's family and personal life.

You have been asked by an organization to develop an assessment of P-E fit for the organization. a. What are the important methodological considerations of assessing P-E fit? b. What are the important statistical considerations of assessing P-E fit? c. How would you measure P-E fit for the organization? Why?

a. - Impression management - error In measurement - faking/not knowing how to articulate one's values - fit should be considered In both directions (person->environment and environment -> person) - differences In org's values & person's values - people will go where they are similar to so It can restrict complimentary or supplementary fit b. - Stability of result over time - Sample size (need large sample size If using regression to measure), smaller orgs tend to have smaller sample sizes & restriction of range - Direct or Indirect measurements have different Implications c. - Interactions between a person & their environment (polynomial regression: employee score, score required by org, & Interaction between two) - Profile matching (looking @ profile similarity Indexes) - Discrepancy scoring (looking at singular value & comparing differences to measure fit) - correlations - direct measures: asking people how well they think they fit - Indirect measures: 1. Objective: Infer fit by asking about their values & compare those to org values 2. Subjective: ask ppl about their skills and values and what skills and values are needed by the org & Infer fit

In the work-life balance literature, research has examined how work may impact one's life domain and how one's life domain may impact work. Ford et al. (2007) sought to test two models of the work-life interface. a. Describe the 2 models that Ford et al. (2007) proposed. b. Describe the overall findings of the Ford et al. (2007) study. c. What are some of the practical implications of their findings? d. Based on the results of their study, what recommendations would you make to an organization regarding the work-life interface? Why?

a. The two models focus on the impact of work and family related stressors on satisfaction. In the Work to family conflict cross-domain model, Ford proposed work to family conflict (WFC) as a mediating factor through which work-related variables (job involvement, job stress, work support, work hours) impacts family satisfaction - In the Family to work conflict cross-domain model, he proposes family to work conflict (FWC) as a mediating factor through which nonwork-related variables (family conflict, family stress, family support, family hours) impacts job satisfaction b. The study found a moderate negative correlation between WFC and job satisfaction, meaning that when individuals experienced conflict between their work and family lives, they were less satisfied with their jobs. Similarly, there was a moderate negative correlation between FWC and family satisfaction, indicating that when individuals experienced conflict between their family and work lives, they were less satisfied with their family life. c. The study also found that work-family conflict and family-work conflict were positively related. This means that individuals who experienced high levels of conflict between their work and family roles were also likely to experience high levels of conflict between their family and work roles. The meta-analysis also explored potential moderators of these relationships, such as gender, age, and occupation. The study found that women experienced higher levels of WFC than men, but there were no gender differences in FWC. Additionally, older individuals experienced lower levels of WFC and FWC, and professionals experienced higher levels of WFC than non-professionals. Overall, the study's findings suggest that work-family conflict and family-work conflict can have negative impacts on both job and family satisfaction, and these conflicts are interrelated. These findings highlight the importance of addressing work-family conflict in order to improve job and family satisfaction for individuals. c. The findings of the meta-analysis conducted by Ford, Heinen, and Langkamer in 2007 have several practical implications: 1. Encourage work-family balance: Organizations cannot optimize employee satisfaction without considering influences from the non-work domain. Hence, organizations should make effort to positively impact family outcomes by providing flexible work arrangements. 2. Focus of stress intervention: Organizations must consider and aim to address different sources of stress such as work overload, role ambiguity, job demands, when choosing stress interventions. 3. Reducing work hours: the results suggest that the impact and perceptions of work hours differ across samples and populations. Family satisfaction is more likely to be negative when individuals work long hours and have children than when they do not have children, hence, reducing the number of hours spent at work, although tending to result in lower WFC, may not necessarily by itself enhance family satisfaction. d. 1. Rather than reducing the hours spent on work, organizations can do better by providing flexible work arrangements and offering family-friendly policies, 2. Stress interventions will be more successful if they address different sources of stress. 3. The study found that women experience higher levels of work-family conflict than men. Organizations and policymakers can address gender differences by promoting gender equity in the workplace, providing equal pay for equal work, and supporting women's career development. 4. The study's findings highlight the importance of increasing awareness and education about work-family conflict and its impact on job and family satisfaction. Organizations and policymakers can provide training and education to help individuals manage work-family conflict and support work-family balance.

A major aspect of managing people is making decisions and making judgments about employees. a. Discuss 2 different heuristics that may impact judgments about performance. b. Based on the decision-making literature, how should hiring decisions be made? c. Discuss how and why people make hiring decisions using suboptimal decision-making strategies.

tbd