IO Psych Exam 3

affective events theory

Job attitudes are overall and rather stable states but emotions can change quickly in response to events, importance of effective reactions toward work events

cognitive appraisal

Personal interpretation of the situation that triggers stress Primary: is this relevant to me? Second: Harm? Threat? Challenge? Problem focused & emotion focused

Hans Selye

Stress = non specific response of human body to any demand made to it Eustress and Distress

Umich and OSU studies Three dimensions

Task-oriented - similar to initiating of structure Relations-oriented - similar to consideration Participative - key to group effectiveness

low affiliation need

not greatly desire approval/connections with others

team innovation

number of creative solutions, type/quality of creative ideas

team performance

often reflected in objective measures

shared mental models

organized ways of thinking how the team will work, allowing to understand and predict teammates behaviors

cognitive dissonance theory

people maintain consistency between attitudes or attitudes and behaviors; if inconsistency exists, adjust behaviors or attitudes

fairness heuristic theory

people rely on fairness heuristics to make judgements

percieved behavioral control

perceived ease with which people believe they can perform the behavior

Interactional Justice

perceptions of the sensitivity with which employees are treated and respected by the employer

Distributive Justice

perceptions of whether allocation of outcomes or rewards to organizational members is fair

procedural justice

perceptions of whether the process used to make a decision was fair - formal

charisma

personal attributes of a leader which compel followers to identify with and emulate the leader

instrumental motivation

personal benefits of being leader

surface acting

pretending to feel the expected emotion even though they actually experience a different emotion

negative affectivity

prone to experience anxiety, depression, hostility, guilt

positive affectivity

prone to feel/describe themselves ad cheerful, enthusiastic, confident, active, energetic

commitment

psychological and emotional attachment an individual feels to something

high activity inhibition

psychological term used to describe a person who is not impulsive

Leader-Member Exchange (LMX) Theory

quality of the relationship between leaders and followers , leaders don't treat all subordinates the same

Stability of job satisfaction over time

r = .19 over a 5 year period, previous satisfaction better predicts future satisfaction than changes in pay or status do

job performance: are happy workers productive workers?

r= .3 with job performance r = .29 for low medium complexity jobs and .52 for complex jobs

experience sampling methods (esm)

records specific, temporary psychological states occurring in the moment, within person design

emotion-focused coping

reducing the emotional response to the problem

team members well-being

satisfaction, stress level

how job satisfaction is measured

single-item measures, overall satisfaction, facet satisfaction, job descriptive index, facet satisfaction, Minnesota Satisfaction Questionnaire,

social exchange

social costs & rewards

Input-Process-Output Model

team inputs directly affect team outputs inputs indirectly affect outputs through team processes feedback loop from outputs to inputs

virtual teams

teams that have widely dispersed members working together towards a goal, linked through technology

group membership

the group we identify with, plays an important part to self esteem and sense of identity

Theory of Planned Behavior

the idea that people's intentions are the best predictors of their deliberate behaviors, which are determined by their attitudes toward specific behaviors, subjective norms, and perceived behavioral control

subjective norms

the perceived social pressure to perform or not to perform the behavior

organizational justice

the perceptions of people in an organization regarding fairness

work-family conflict

work interferes with family

compressed workweek

work longer per day but fewer days a week

cons of telecommuting

worker alienation, lack of identity derived from work experience, less likely to get promotions, harms relationship with coworkers

three counterfactuals

would - what would have happened in other situations? could - what could have happened in this situation? should - what should have happened morally?

Does attitude cause behavior?

yes

facets of employee engagement

Vigor: energy, time, and effort devoted to work Dedication: meaningfulness, the significance of work Absorption: engrossed in work, concentration

fringe benefits

benefits outside of salary like health insurance, not a good antecedent

strain

body's long term reaction to stress

social identity

build up inclusive and supportive workgroups to help diverse individuals identify themselves as a group member

Organizational commitment

commitment to an organization

person-environment fit theory

compatibility between individual and work environment, fit predicts job satisfaction, OCB and less quit intentions and turnover

role conflict

conflict among the roles connected to two or more statuses

dispositional approach

consider affect in individual difference sense Positive affectivity & Negative affectivity

project teams

created to solve a particular problem/set of problems, mix of autonomy and dependence

affective identity motivation

desire to be in charge and lead others

Burnout

extreme state of psychological strain resulting from a prolonged response to chronic job stressors that exceed an individual's resources to cope with them

Fairness Theory

fairness is determined through engaging in counterfactual thinking

family-work conflict

family interferes with work

prevent groupthink

group leaders remain impartial members should be encouraged to express doubt create independent subgroups that meet seperately before anonymous opinion devils advocate

norms

informal and sometimes unspoken rules that teams adopt to regulate member behavior

behavioral component of attitude

intention to perform certain actions

cognitive component

intention to perform certain actions

person-vocation fit

interest congruence

facet satisfaction

more details - helps identify sources of low satisfaction: pay, promotion, work itself, etc.

intentions

motivation of performing behaviors

person-supervisor fit

mutual understanding

social capital

networks of relationships among people who live and work in a particular society, enabling that society to function effectively

Single-item measures

"are you satisfied with your job?" faces scale, poor reliability - not recommended

Three elements of OC

- Acceptance and belief in an organizational values - Willingness to exert effort on behalf of the organization to help meet its goals - strong desire to remain in the organization

Flextime

A schedule that allows workers to choose work hours that fit their particular needs.

5 types of power

1. Legitimate 2. Reward 3. Coercive 4. Expert 5. Referent

Minnesota Satisfaction Questionnaire (MSQ)

20 facets & general satisfaction, intrinsic and extrinsic satisfaction scores

Vroom-Yetton Model

A model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making.

Production Team

Everyone involved in the production, both staff and talent.

fault lines

Hypothetical dividing lines that can split a team into subgroups based on one or more attributes

team

Interdependent collection of individuals who work together toward a common goal and who share responsibility for specific outcomes for their organizations

contingency theory

Leadership style interacts with situations to dtermine effectiveness

Employee Assistance Program (EAP)

Provides counseling and other help to employees having emotional, physical, or other personal problems

trait theories

Theoretical views stressing that personality consists of broad, enduring dispositions (traits) that tend to lead to characteristic responses.

job demands

Workload or intellectual requirements

Attraction-Selection-Attrition (ASA) Framework

a model that explains how personality may influence organizational culture Attraction: applicants self-select and weed out companies based on compatible values Selection: Applicants are selected by organizations based on values congruent with the organizations culture Attrition: Employees quit or are forced to leave when their values oppose company values

stressor

a physical or psychological demand that requires a person to adapt to a situation - demand

job satisfaction

a positive emotional state resulting from evaluating one's job experiences, how much you like your job

employee engagement

a positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one's work opposite of psychological burnout

attitude

a psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor

role overload

a state in which too many expectations or demands are placed on a person

Great Man Theory

a theory of leadership that explained leadership, galvanizing experiences most common source of leader greatness

equality norm

everyone should get the same rewards, regardless of effort

person-job fit

ability fit demands

Telecommuting

accomplishing work tasks from a distant location using electronic communication media

ABC model of attitudes

affect, behavior, cognition

Walter Cannon

animals and humans adaptively respond to stressful situations: fight or flight stress is a response to danger

Hawthorne studies & human relations movement

attitudes matter in changing behaviors and performance

Job Attitudes

attitudes towards your job: feelings, beliefs, attachment, job satisfaction, organizational commitment employee engagement

pros of telecommuting

autonomy, job satisfaction, performance, less work-family conflict, turnover intentions, stress

consideration

behaviors indicating trust, respect and warmth between leader ad members

Overall satisfaction

can be multi-item, simple - no risk of missing important facets in job, sometimes works as effectively as detailed facet satisfaction

cognitive restructuring

change of perceptions and thought processes that lead to stress, switch negative thoughts to more positive ones

deep acting

changing internal feelings to match display rules

job control

combination of autonomy and discretion for using different skills

diversity

differences in surface level: demographic and deep level: characteristics, values abilities, interests and experiences

adverse ipact

different selection ratio in employment decisions between majority and minority groups

Types of Justice

distributive, procedural, interactional

Genetic markers related to job satisfaction

dopamine receptor and serotonin transporter genes

social-normative

duty to lead and honor/privilege of leading

affective component of attitude

emotions/feelings

Job Characteristics Model

employees are satisfied with their jobs because of the positive characteristics of the job - skill variety: requires many skills - task identity: completion of a whole piece of work, sense of ownership for the whole job - task significance: the importance of job for the organization or society as a whole - autonomy: freedom of control on schedules, procedures, etc. - task feedback: direct and clear info about how one is doing

high power motive

enjoyment of exercising control over others or the environment

emotion

feeling in reaction to a specific event, thought etc. - accompanied by physiological changes in various systems of the body - can interrupt thought process - observable

successful leadership

follower changes his or her behavior as a function of the leader's effort

virtual-collaboration behaviors

freely exchange ideas

core self-evaluation

fundamental premises that individuals hold about themselves and their functioning in the world, combo of emotional stability, self esteem: confidence, self-efficacy, and locus of control

mood

general state of feeling - not identified with a particular stimulus - not sufficiently intense to interrupt though process - usually described as a positive or negative

informational justice

give people clear and thorough explanations about the procedures used to make decisions - informal

Justice Perceptions

individuals view/judgments about whether their work situation is fair

quality circles

groups of workers who meet to discuss ways of improving products or processes, moderately effective

equity norm

hardest workers should get the greatest rewards

active job

high demand and high control

high strain job

high demand, low control

Type A behavior pattern

hostility, achievement striving, impatience/irritability, time urgency

attempted leadership

leader accepts the goal of changing a follower and can be observed attempting to change the follower

effective leadership

leader changes follower's behavior, both parties are satisfied

Power Theory

leaders are different from followers because they have the power to make decisions

initiating structure

leaders organize, and define group activities and his/her relationship to the group

Transactional Leadership

leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded

low strain job

low demand, high control

passive jobs

low demands and low control

Manage by exception

management of punishments when something goes wrong

problem-focused coping

managing or altering the problem causing the stress

employee engagement criticisms

may be a blend of old constructs, popular but relatively new and more research is needed

group

members who work together but can do their jobs independently

economic exchange

monetary costs and rewards

difference between mood and emotion

moods last longer, less intense, moods lack specificity to a particular object and a behavioral response

virtual-communication skills

rephrase unclear messages

stress

response of the human body to demands

contingent reward

reward when set goals are accomplished within and beyond expectations, or when desirable behaviors are exhibited

need norm

rewards should be distributed based on need

role stressors

role ambiguity, role conflict, role overload

virtual-socialization skills

solicit for feedback appreciate other's ideas adn tasks

autonomous work groups

special kind of production team that has control over a variety of its functions

emotional labor

the process of managing feelings and expressions to fulfill the emotional requirements of a job

Interpersonal Justice

treat people with dignity and respect

Charismatic Leadership

type of influence based on the leader's personal charisma

affect

umbrella term of emotions and moods, broad range of feelings that people experience

Fairness

value judgment about actions or decisions based on test scores

person-organizational fit

value or goal congruence

Behavioral Theories

what leaders do rather than how they are

role ambiguity

when role expectations are not clearly understood