Chapter 5 - Exam 2

Managing Stress

1. Changing the situation through direct action (quitting the job or hiring an assistant) 2. Changing the way we think about the situation through cognitive reappraisal (focusing on the development aspects of a challenging assignment) 3. Focusing on managing the stress reaction symptoms (working out or meditating)

Where Do Attitudes Come From?

-Beliefs: your judgements about the object of the attitude that result from your values, past experiences, and reasoning. (doing hard work: some might think its healthy, some might think its stressful) -Feelings: reflect your evaluations and overall liking of the object of the attitude, and can be positive or negative. (some people enjoy hard work, others dislike it) -Behavioral Intentions: reflect your motivation to do something with respect to the object of the attitude. (might intent to avoid or get involved in hard work)

How Values Differ Around the World

-Latin Americans value family loyalty: leads to hiring family members -Americans value individual achievement: leads them to emphasize previous performance and skill assessments rather than family ties -traditional/secular-rational values: reflect the contrast between societies in which religion is very important and those in which it is not (reflected in high levels of national pride, important parent-child ties) -survival/self-expression values: emphasizes economic and physical security, subjective well being, self-expression, and quality of life, giving high priority to environmental protection, diversity tolerance, and participation in decision making

Employee Engagement

-a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that influences him/her to apply additional discretionary effort to their work -engaged employees give their full effort to their jobs, often going beyond what is expected

Instrumental Values

-are our preferred means of achieving our terminal values or preferred ways of behaving -terminal values influence what we want to accomplish, instrumental values influence how we get there -honesty, ambition, and independence are examples

Dysfunctional Stress

-bad stress -an overload of stress from a situation of either under- or over-arousal stemming from too few or too many demands that continues for too long -ex: getting loaded with work non-stop

Intrapersonal Value Conflict

-conflict between the instrumental value of ambition and the terminal value of happiness -if being happy pulls us towards spending time with our family, but personal ambition pulls us to work longer and pursue promotions, there is a conflict

Attitude

-expresses our values, beliefs, and feelings toward something, and inclines us to act or react in a certain way towards it -negative attitude: believe something bad is going to happen -positive attitude: believe something good is going to happen -attitude influences work performance: bad attitude=bad performance, good attitude=good performance

Functional Stress

-good stress -the experience of manageable levels of stress for a reasonable period of time that generates positive emotions including satisfaction, excitement, and enjoyment -ex: boss gives me a new challenging job

Cognitive Dissonance

-incompatibility between behavior and an attitude or between 2 different attitudes. (just got hired as a CEO of a company that pollutes, I'm very environmentally friendly but if we switch up the company we wont make a profit anymore, what do I do?) You Can... -change your behavior and reduce the companies carbon admissions -reduce the felt dissonance by reasoning that the pollution is not so important when compared to the goal of running a profitable company -change your attitude toward pollution to decrease your belief that pollution is bad -seek additional information to better reason that the benefits to society of manufacturing the products outweigh the societal costs of polluting

Terminal Values

-reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment -people who value their family more than career success will work fewer hours of the day

Job Satisfaction

-reflects our attitudes and feeling about our job -factors on job satisfaction: the work itself, attitudes, values, and personality

Organizational Commitment

-reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization 1. Affective Commitment: positive emotional attachment to the organization and strong identification with its values and goals. (leads employees to stay with the business because they want to/like what the business is doing) 2. Normative Commitment: feeling obliged to stay with an organization for moral or ethical reasons. (if your employer just paid for your education to get a degree, you should stay with them) 3. Continuance Commitment: staying with an organization because of perceived high economic and/or social costs involved with leaving. (employee stays because they feel like they have to)

Intrinsic Work Values

-relate to work itself -some people want challenging jobs where you learn something new everyday, other people want jobs where you do a simple task everyday, you need to find the intrinsic value that fits you for your job

Extrinsic Work Values

-related to the outcomes of doing work -employees who work just to earn money or have health benefits -having high status in a company, getting recognized for quality work, and having job security are examples

Values

-ways of behaving or end-states that are desirable to a person or to a group -can be conscious or unconscious -what we believe in (effect the business based on who we hire, what our system is, what relationships we have/want with employees & customers)

Interpersonal Value Conflict

-when 2 different people hold conflicting values -"Your old job paid so well!" "Yah, but my new job treats me better" -one person likes the job for one reason, another person dislikes the job for a different reason

Individual-Organizational Value Conflict

-when an employees values conflict with the values of an organization -while hiring, show potential employees different videos of how to act when doing their job, and see if they believe they can cooperate with the attitude