TAMU MGMT 309 Chapter 14

causes of stress

>task demands: quick decisions, incomplete info for decisions, critical decisions -surgeon vs general practitioner >physical demands: temperature extremes, poorly designed office, threats to health -coal mining, poultry processing, law enforcement >role demands: role conflict, role ambiguity -employee w/ more pressure, new employee >interpersonal demands: group pressures, leadership styles, conflicting personalities

burnout

a feeling of exhaustion that may develop hen someone experiences too much stress for and extended period of time

workplace behaviors

a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness

agreeableness

a person's ability to get along with others

extraversion

a person's comfort level with relationships

stress

a person's response to a strong stimulus (stressor)

openness

a person's rigidity of beliefs and range of interests

negative affectivity

a tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood

positive affectivity

a tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood

big five

agreeableness, conscientiousness, negative emotionality, extraversion, openness

organizational commitment

an attitude that reflects a person's identification with and attachment to the organization itself

job satisfaction/disatisfaction

an attitude that reflects the extent to which an individual is gratified by or fulfilled in his/her work

self-efficacy

an individuals beliefs about his or her capabilities to perform a task

myers-briggs

based on work by Carl Jung >extraversion vs introversion: energy from other people vs worn out by others >sensing vs intuition: concrete things vs abstract concepts >thinking vs feeling: logic and reason vs feeling and emotion >judging vs perceiving: completion vs enjoying the process

Machiavellianiasm

behavior directed at gaining power and controlling the behavior of others EX: >Kozlowski, CEO of Tyco International- got prison time, had a high degree of Machiavellianiasm

cognitive dissonance

caused when an individual has conflicting attitudes

attitudes

complexes of beliefs and feelings that people have about specific ideas, situations, or other people >affective: reflects feeling and emotions a person has toward a situation -"I don't like that company" >cognitive: derived from knowledge about a situation; subject to individual perceptions -"They are the worst office supply firm I have ever dealt with" >intentional: how one expects to behave toward or in the situation -"I'll never do business with them again"

negative emotionality

extent to which a person is poised, calm, resilient, and secure

general adaptation syndrome

general cycle of the stress process: >alarm: panic, wonder how to cope, feel helpless -"how will I ever get this done by tomorrow?" >resist: gain strength and start to do something about it -stay late and work on it; get it done or step 3 >exhaustion: gives up and can no longer resist the stressor -might fall asleep and never finish

type A

individuals who are extremely competitive, very devoted to work, and have a strong sense of time urgency

type B

individuals who are less competitive, less devoted to work, and have a weaker sense of time urgency

individual differences

personal attributes that vary from one person to another >may be physical, psychological, or emotional

the creative process

preparation: training or education --> incubation: ideas mature and develop --> insight: spontaneous breakthrough --> verification: determines validity/truthfulness of insight

stereotyping

process of categorizing or labeling people on the basis of a single attribute >race, gender, age, skills

creativity

the ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas >background experiences: creativity was nurtured or by neccesity -Mozart vs Frederick Douglass >personal traits: openness, an attraction to complexity, high levels of energy, independence and autonomy, strong self-confidence, believes they are creative >cognitive abilities: power to think intelligently and analyze situations and data -divergent: differences -convergent: similarities

organizational citizenship

the behavior of individuals that makes a positive overall contribution to the organization

locus of control

the degree to which a person believes that his or her behavior has a direct impact on the consequences of that behavior >internal: believe that individuals are in control of their lives >external: believe that forces beyond their control dictate what happens

risk propensity

the degree to which an individual is willing to take chances and make risky decisions

self-esteem

the extent to which a person believes he/she is a worthwhile and deserving individual

authoritarianism

the extent to which a person believes that power and status differences are appropriate within hierarchical social systems like organizations

organizational engagement

the extent to which an employee sees him/herself as part of the organization, and is involved with the organization in multiple ways >high levels: personal; "we make high-quality products" >low levels: less personal; "they don't pay their employees very well"

emotional intelligence

the extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others and possess social skills >self-awareness: capacity for being aware of how they're feeling >managing emotions: capacity to balance anxiety, fear and anger >motivating oneself: ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure >empathy: person's ability to understand how others are feeling >social skill: ability to get along w/ others and to establish positive relationships

person-job fit

the extent to which the contributions made by the individual match the inducements offered by the organization seldom achieved bc: >organizational selection procedures are imperfect >people and organizations change >each individual is unique

conscientiousness

the number of things a person can effectively work on at one time

psychological contract

the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return

attribuion

the process of observing behavior and attributing causes to it >consensus: the extent to which other people in the same situation behave the same way >consistency: the extent to which the same person behaves in the same way at different times >distinctiveness: the extent to which the same person behaves in the same way in other situations

selective perception

the process of screening out information that we are uncomfy with or that contradicts our beliefs

personality

the relatively permanent set of psychological and behavioral attributes that distinguish one person from another

perception

the set of processes by which an individual becomes aware of and interprets info about the environment

dysfunctional behaviors

those that detract from, rather than contribute to, organizational performance >theft, sabotage, harassment, workplace violence, etc.

performance beahviors

total set of work-related behaviors that the organization expects the person to display >narrow: assembly-line worker >broad: R&D scientist for Merck

contrubutions

what the individual provides to the organization

inducements

what the organization provides to the individual

absenteeism

when a person does not show up for work; can be legit or feigned

turnover

when people quit their jobs; poor person-job fit