I/O Psychology (Exam 2)

CHAPTER 10 WORKER STRESS AND NEGATIVE EMPLOYEE ATTITUDES

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CHAPTER 7 EMPLOYEE TRAINING AND DEVELOPMENT

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CHAPTER 8 MOTIVATION

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CHAPTER 9 JOB SATISFACTION AND POSITIVE EMPLOYEE ATTITUDES

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Conference Action Learning

* Conference -- An unstructured management training technique in which participants share ideas, information, and problems. * Action Learning -- Teams assembled to work on a company-related problem or issue to learn by doing.

Expectancy (VIE) Theory

* Expectancy theory (VIE theory) states that motivation is dependent on expectations concerning effort-performance-outcome relationships. * Three core components: -- Valence (positiveness of outcome) -- Instrumentality (beliefs in one's ability to perform the necessary behavior) -- Expectancy (belief that the behavior will actually lead to the outcome)

Behavior Modeling Training

* Exposes trainees to role models performing appropriate and inappropriate work behaviors and their outcomes and then allows trainees to practice modeling the appropriate behaviors. * PROs -- Can be effective in numerous settings and has been shown to be more effective than some other techniques (e.g., seminars) * CONs -- Needs follow ups in order to be effective

Reinforcement Schedules Fixed-Interval and Variable-Interval

* Fixed-Interval ---Reinforcement that follows the passage of a specified amount of time. --- Hourly pay/Monthly Salary * Variable-Interval --- Reinforcement that follows the passage of a specified amount of time, with exact time of reinforcement varying --- Paid once a month, but the exact time is variable/Random bonuses

Fixed-Ratio and Variable-Ratio

* Fixed-Ratio -- Reinforcement that is contingent on the performance of a fixed number of behaviors --- Paid for # of widgets completed/ piecework * Variable-Ratio -- Reinforcement that depends on the performance of a specified but varying number of behaviors ---- Sales person who is paid on commission

Expectancy (VIE) Theory

* Force = Expectancy x Valence x Instrumentality -- Force: motivation to perform, or engage in particular behavior -- If any of the 3 components is low, force will be low; If any equal 0, there will be no motivation

Training for International Assignments

* Globalization of business means more of a need for international training. * Objectives: -- Foreign language skills -- Knowledge of the host country's culture -- Knowledge of business culture and rules

Training in Diversity Issues, Harassment, and Ethical Behavior (1)

* Helps promote taking advantage of diverse work teams -- Raises awareness of differences to mitigate any negative stereotypes -- Helps implementation and success of diversity initiatives

Herzberg's Two Factor Theory

* Herzberg's two‑factor theory focuses on job satisfaction and dissatisfaction as two independent dimensions important in determining motivation. -- Motivators are factors related to job content that, when present, lead to job satisfaction. -- Hygienes are elements related to job context that, when absent, cause job dissatisfaction. * According to Herzberg, the presence of hygienes will prevent job dissatisfaction, but motivators are needed for employee job satisfaction and hence motivation.

A Model for Successful Training Program (2)

* IMPLEMENTATION OF TRAINING PROGRAM -- When and how often the training will take place, who will conduct the training, the assignment of trainees to sessions, etc. * EVALUATION OF TRAINING PROGRAM -- Determines whether the training program was effective

Involuntary Absenteeism

* Involuntary absenteeism occurs when employees have a legitimate excuse for missing work-typically illness. -- In other words, they have many of the same antecedents. * Involuntary absenteeism is inevitable; organizations can try to eliminate voluntary absenteeism, but this is difficult because it is difficult to distinguish between voluntary and involuntary absences.

Training Readiness

* It's the individual's potential for successful training. -- Is the trainee prepared to learn? -- Does the trainee feel the need for training and see the usefulness of the material that will be learn? * Trainability -- The trainee's basic ability to learning the training presented to them

Apprenticeship

* Lasts several years that combines on-the-job experience with classroom instruction * PROs -- Detailed, long-term learning process * CONs -- Unfair assignment of dyads.

Goal-Setting Theory

* Locke and Latham (1985/1990) * Setting Performance Goals is the key to motivation. -- Goals: Internal representations of desired end-states; what a person consciously wants to attain or achieve. -- Goals should be clear, specific, attainable, and quantified. -- If goals are too difficult, they can be broken down into smaller attainable goals.

Achievement Motivation Theory

* McClelland's achievement motivation theory proposes that the three needs important in work motivation are: -- Need for achievement. -- Need for power. -- Need for affiliation. * These needs can be measured with a projective test known as the Thematic Apperception Test. * Unlike Maslow's and Alderfer's need theories, McClelland's theory has been used extensively in work settings to encourage worker motivation.

Mentoring and Coaching

* Mentoring -- An inexperienced work develops a relationship with an experienced work who serves as an advisor. * Coaching -- A one-on-one relationship where a consultant helps an executive improve performance

Organizational Citizenship Behaviors (OCBs)

* Organizational citizenship behaviors (OCBs) involve efforts by organizational members that advance or promote the work organization and its goals. -- OCBs are positively correlated with both job satisfaction and organizational commitment. -- Employees who engage in OCBs are less likely to leave the organization and have lower voluntary absenteeism.

Organizational Commitment and Job Satisfaction

* Organizational commitment consists of a worker's feelings and attitudes about the entire work organization. -- The most widely used measure of organizational commitment is the Organizational Commitment Questionnaire (OCQ). -- Other models view organizational commitment as composed of affective, continuance, and normative commitment, with separate scales to measure each.

Equity Theory: Overpayment Inequity

* Overpayment inequity -- Worker's perception that outcomes are greater than inputs * Four Possible Actions -- Increasing Inputs -- Decreasing Outcomes -- Changing Comparison Other -- Distorting the Situation

Person-Environment Fit (P-E fit)

* Person-environment fit (P-E fit) refers to the match between a worker's abilities, needs, and values, and organizational demands, rewards, and values. -- P-E fit is positively related to organizational commitment and negatively related to turnover. -- Measurement of P-E fit involves assessing worker skills and abilities, along with job demands and features of the work environment.

On-The-Job Training

* Places a worker in the workplace to learn firsthand about the job. * Old and widely used * PROs -- Little preparation -- Low Cost * CONs -- Time Consuming -- Takes up experienced workers (who act as trainers) -- Trainers may not have good characteristics to train employees

Problem-Solving Case Study Role-Playing Management Games

* Problem-Solving Case Study -- Presents a real or hypothetical organizational problem that trainees attempt to solve * Role-Playing -- Requires trainees to act out problem situations that often occur at work * Management Games -- Uses scaled-down enactments of the operations and managements of organizations

Reaction Criteria and Learning Criteria

* Reaction Criteria -- Measures of the impressions of trainees -- Doesn't measure if any learning as taken place, only trainee's attitudes about the training * Learning Criteria -- Measures the amount of learning that has taken place. -- Probably the most valid indicator that the training was effective.

Positive Affect

* Recently, there has been an explosion of research examining the role of positive affect (positive emotions that affect mood in the workplace) in affecting job satisfaction and positive employee behaviors. -- Dispositional (traitlike) positive affect is linked to higher job satisfaction and performance, and lower absenteeism and turnover. -- Emotionally positive workers are more likely to engage in OCBs than emotionally negative workers.

Extrinsic vs. Intrinsic Motivation

* Reinforcement Theory only deals with extrinsic motivation. -- Extrinsic Motivation: The notion that people are motivated by external rewards. * However, people can be intrinsically motivated. -- Intrinsic Motivation: The notion that people are motivated by internal rewards.

Simulation

* Replicates job conditions without placing the trainee in the actual work setting. * PROs -- Cost effective for certain jobs Allows training in some jobs that aren't necessarily open to physical training (e.g., astronauts, pilots, nuclear power plant operators) * CONs -- Very expensive -- May not simulate actual job conditions

Organizational Commitment and Job Satisfaction

* Research indicates a fairly high positive correlation between job satisfaction and organizational commitment. -- Workers maintain positive attitudes toward jobs and organizations to maintain cognitive consistency. -- Both organizational commitment and job satisfaction are affected by numerous factors, including job type and variety, job responsibility, quality of social relationships at work, compensation, chances for promotion, and so on. -- Research indicates that perceived fairness in job rewards influences job satisfaction, while congruence between organizational and worker values, and organizational values and actions, influence organizational commitment.

Job Rotation

* Rotating workers among a variety of jobs to increase their breadth of knowledge * PROs -- Increased employee knowledge of how different jobs work together. -- Workers become cross-trained. -- Increases worker flexibility, reduces boredom, and increases worker satisfaction/commitment to the organization. * CONs -- Very time consuming -- May not pay off in the end

Situational Stress

* Situational stress is stress arising from certain conditions that exist in the work environment or the worker's personal life. -- Stressful occupations include air traffic controller, health care provider, police officer, and firefighter. -- Characteristics of jobs related to worker stress include heavy workload, poor working conditions, physical dangers, and dealing with difficult clients and coworkers.

Reinforcement Theory

* State that behavior is motivated by its consequences * Consequences can be both good or bad. -- Positive Reinforcers (Rewards) -- Negative Reinforcers (Avoidance)

Organizational Commitment

* The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. * Three Sub-dimensions -- Affective: An emotional attachment to an organization and a belief in its values. -- Continuance: The perceived economic value of remaining with an organization compared with leaving it. -- Normative: An obligation to remain with an organization for moral or ethical reasons.

Global and Facet Approach to Job Satisfaction

* The global approach views job satisfaction as an overall construct. * The facet approach views job satisfaction as made up of individual elements, or facets. -- The Nature of the Work -- Supervision -- Present Pay -- Promotion Opportunities

Job Characteristics Model

* The job characteristics model involves moderators, including growth need strength- the notion that certain workers feel a need to grow in their jobs. * Workers must be high in growth need strength if programs such as job enrichment are going to produce motivation. -- Job enrichment involves redesigning jobs to give workers greater responsibility in the planning, execution, and evaluation of their work.

Audiovisual Instruction

* The use of films, video-tapes, and other electronic media to convey training material. * PROs -- Cheap (in the long run) -- Sometimes, trainee is in control of progress * CONs -- Quality of training depends on product -- No possibility of interaction -- Content may change overtime

Team Training

* Training that is focused on the group, not the individuals * Several Objectives -- Gaining an understanding of the knowledge and skills of each of the individual group members -- Training in teamwork skills: Coordination Distribution of Workload, Group Problem Solving, and Decision Making -- Developing Shared Goals

Equity Theory: Underpayment Inequity

* Underpayment inequity -- Worker's perceptions that inputs are greater than their outcomes * Four Possible Actions -- Increasing Outcomes -- Decreasing Inputs -- Changing the Comparison Other -- Leaving the Situation

Vestibule Training

* Uses a separate area adjacent to the work area to simulate the actual work setting. * PROs -- No disruption of actual production * CONs -- $$$ -- It costs money to set up a separate area that reflects the actual work conditions.

Worker Stress

* Worker stress involves the physiological and/or psychological reactions to events that are perceived to be threatening or taxing. -- Negative stress (or distress) can cause stress-related illness and can affect absenteeism, turnover, and work performance.

Web-Based Training (Computer-Assisted Instruction)

** Programmed instruction delivered by computer that adapts to the trainee's learning rate ** PROs: Allows for automatic individual instruction, ** CONs: Employees may not have the self-motivation to learn and may do better in more formal training

Web-Based Training (Programmed Instruction)

** Self-paced individualized training in which trainees are provided with training materials and can test how much they have learned. ** PROs: Efficient and Provides Immediate Feedback ** CONs: Development is time consuming, problems keeping program up to date.

Employee Engagement

- (A psychological state characterized by vigor, dedication, and absorption in one's work/organization). - An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does. - Relatively newly studied construct.

Voluntary and Involuntary Turnover

- A strong predictor of employee turnover is absenteeism, particularly the rate of absences immediately before the employee leaves. - Turnover intentions refers to workers' self-reported intentions to leave their jobs. - Voluntary turnover is costly, and research indicates that employees who feel they are not treated fairly are more likely to leave an organization.

3 Components of Attitudes

- Affective: The emotional or feeling segment of an attitudes - Cognitive: The opinion or belief segment of an attitude - Behavioral: The intention to behave in a certain way towards someone or something

Training Designs

- Better evaluation designs use both a training group and a comparison, or control, group that is not subjected to the training program. - A very complex and sophisticated evaluation design is the Solomon four-group design, which uses two training groups and two control groups.

Retraining and Continuing Education

- Big deal in I/O Psychology right now - Much of the knowledge and skills that employees accrue diminishes or becomes obsolete. - Some Careers need more continuing education than others: Higher Education Academics, Lawyers, Medicine

COGNITIVE THEORIES OF MOTIVATION

- Cognitive theories of motivation emphasize the role that cognition plays in determining worker motivation. - Equity Theory - Expectancy Theory

Compressed Work Weeks & Flextime

- Compressed work weeks are schedules that decrease the number of days in the workweek while increasing number of hours worked per day. - Flextime is a schedule that commits an employee to working a specified number of hours, but offers flexibility in regard to beginning and ending times for each day.

More Work Role Stressors

- Emotional labor, which involves the demands of regulating and controlling emotions in the workplace. - Harassment, including sexual harassment, harassment due to group membership (e.g., gender, race, sexual orientation), and being singled out by a coworker or supervisor. - Organizational change, including mergers, changes in work technology, and personnel/managerial changes - Work-family conflict, which results from efforts to balance competing demands of work and family.

Equal Employment Opportunity Issues in Employee Training

- Employee diversity and certain legal issues must be considered in the design and implementation of training programs. - Training or educational prerequisites and the training programs themselves must not unfairly discriminate on the basis of ethnicity, age, sex, or disability.

New Employee Orientation and Training Cont'd

- Employees are motivated to learn early on in employment - Early training = more satisfied and less likely to quit - Often overlooked by organizations

Equity Theory

- Equity theory states that workers are motivated to keep their work inputs in proportion to their outcomes. - According to equity theory, workers are motivated to reduce perceived inequities. - The perception of equity/inequity is determined by comparing the worker's input-outcome ratio to a similar comparison of others.

Job Characteristics Model

- Hackman and Oldham proposed the job characteristics model, which states that five core job characteristics influence three critical psychological states that in turn lead to motivation. - Skill variety, task identity, and task significance all affect workers' experience of meaningfulness of their work. - Autonomy influences workers' experience of responsibility for work outcomes. - Feedback provides workers with information about the results of their work activities.

Individual Coping Strategies

- Individual coping strategies are techniques such as exercise, meditation, or cognitive restructuring that can be used to deal with work stress. -- More efficient work methods, including time management, may also be used, although their success depends on individual commitment. -- Vacation time and voluntary absences may also be used to reduce stress, although missed work may increase stress upon the employee's return to work.

Voluntary and Involuntary Turnover

- Involuntary turnover occurs when an employee is fired or laid off. - Voluntary turnover occurs when competent and capable employees leave to work elsewhere. - Meta-analyses indicate that low job satisfaction and low organizational commitment are related to higher turnover.

Establishing Training Objectives

- Is important in guiding the design of the training program. - Training objectives should be: --- Specific --- Associated with measurable outcomes

Major Job Attitudes Studied in I/O

- Job Satisfaction - Job Involvement - Organizational Commitment - Perceived Organizational Support - Employee Engagement

JOB DESIGN THEORIES OF MOTIVATION

- Job design theories of motivation stress the structure and design of jobs as key factors in motivating workers. - Herzberg's Two-Factor Theory - Job Characteristics Model

The Measurement of Job Satisfaction

- Job satisfaction can be measured through interviews or with self-report measures. - Most widely used measures are the Minnesota Satisfaction Questionnaire (MSQ) and the Job Descriptive Index (JDI).

Cognitive Theories of Learning

- Learning theories that emphasize that humans are information processors - Focuses on how information is: -- Stored -- Retrieved -- Influences work behavior

Social Learning Theory

- Learning theory that emphasizes the observational learning of behavior - Modeling: Learning that occurs through the observation and imitation of the behavior of others

NEED THEORIES OF MOTIVATION

- Maslow's Need Hierarchy - Alderfer's ERG Theory - McClelland's Achievement Motivation Theory

Measurement of Stressful Life Events

- Measurement of stressful life events involves self-reports of significant events in a person's recent history that can cause stress. -- One measure is the Social Readjustment Rating Scale, a checklist where individuals total the numerical "stress severity" scores associated with significant life events experienced in the past year. -- Research suggests that persons with high personal stress indexes perform more poorly, have higher absenteeism, and change jobs more frequently.

Differences between mentoring and coaching?

- Mentoring can be informal or formal; Coaching is almost always formal - Mentors can be internal or external to the organization; Coaches are typically external - Mentoring can last several years; Coaching is a predetermined amount of time - Mentoring can occur at any level of the organization; Coaching is typically only at the executive level

Profit-Sharing

A plan where all employees receive a small share of an organization's profits.

Attitudes

A relatively stable evaluative disposition toward a specific person, situation, or other entity, which varies in intensity and favorability and tends to guide an individual's responses to that object.

Is it true that the "happy worker is a productive worker?"

- Meta-analyses indicate a moderate correlation between job satisfaction and performance. - The Porter-Lawler model (1968) states that job satisfaction and performance are not directly linked, but are related when workers perceive fairness in receipt of work-related rewards.

Different Types of Motivations Theories

- Needs Theories - Behavior-based Theories - Job Design Theories - Cognitive Theories

AREAS OF EMPLOYEE TRAINING

- New Employee Orientation and Training - Retraining and Continuing Education Programs - Employee Career Development - Training Workers for International Assignments - Training in Diversity Issues, Harassment, and Ethical Behavior -Team Training

The Relationship Between Motivation and Performance

- Numerous factors related to systems/technology variables, individual differences, group dynamics, and organizational factors may affect work performance directly-regardless of levels of worker motivation. - Although motivation is important, it is only one determinant of work behavior

EMPLOYEE TRAINING METHODS: On-Site Methods

- On-The-Job Training - Apprenticeship - Vestibule Training - Job Rotation

Work Role Stressors

- Organizational sources of worker stress include work role stressors, such as: -- Job ambiguity, which results from a lack of clearly defined jobs and/or work tasks. -- Lack of control, a feeling of having little input or effect on the job and/or work environment. -- Physical work conditions, including extreme temperatures, loud/distracting noises, crowding, poor lighting and ventilation. -- Interpersonal stress, which results from difficulties dealing with others (coworkers, customers, supervisors) in the workplace.

Work Task Stressors

- Organizational sources of worker stress include work task stressors, such as: -- Work overload, which results when a job requires excessive speed, output, or concentration. -- Underutilization, resulting from workers feeling that their knowledge, skills, or energy are not being fully used.

A Model for Successful Training Program (1)

ASSESSING TRAINING NEEDS - The organization must first have some idea of what workers need to know to perform their job. ESTABLISHING TRAINING OBJECTIVES - Goals for what the training is supposed to accomplish. DEVELOPMENT AND TESTING OF TRAINING MATERIALS - Different types of training methods.

Alcohol and Drug Use in the Workplace

Alcohol and drug use in the workplace is related to workplace accidents, decreased productivity, increased absenteeism and turnover; it costs billions of dollars annually. - Workers who report problems with alcohol or drugs have greater job instability and lower job satisfaction. - Employee Assistance Programs (EAPs) involve counseling that is provided for a variety of worker problems, particularly drug and alcohol abuse.

Stressor

An environmental event that is perceived by an individual to be threatening

Physiological Measures of Stress

- Physiological measures of stress include blood pressure monitoring, EKGs for heart rate, or blood tests for stress-linked hormones (cortisol) and cholesterol. -- Difficulties with such measures include variation of such physiological processes within each person throughout the day and variation between individuals. -- Medical personnel are needed to administer such measures.

Models of Job Attitudes

- Porter-Lawler Model - Affective Events Theory - Social Information Processing Theory - Cornell Model - Comparison Level Model of Satisfaction - Job Characteristics Model of Satisfaction - Core Self Evaluations Model - Attitude-Behavior Relationship

EMPLOYEE TRAINING METHODS: Management/Leadership Training Methods

- Problem-Solving Case Study - Role-Playing - Management Games - Conference - Action Learning - Mentoring/Coaching

BEHAVIOR-BASED THEORIES OF MOTIVATION

- Reinforcement Theory - Extrinsic vs. Intrinsic Motivation - Goal-Setting Theory

Equity Theory: Types of Comparisons

- Self-inside - comparison to self in a different position in same organization - Self-outside - comparison to self in a different position in a different organization - Other-inside - comparison to another individual or group inside the organization - Other-outside - comparison to another individual or group outside the organization

Self-Report Assessments of Stress

- Self-report assessments of stress include reports about organizational conditions and reports about psychological and/or physical states. -- Reports on organizational conditions involve questions about job autonomy, feedback, task identity, task significance, skill variety, workload, etc. -- Self-report measures of psychological /physical stress include the Stress Diagnostic Survey, the Occupational Stress Indicator, and the Job Stress Survey.

EMPLOYEE TRAINING METHODS: Off-Site Methods

- Seminars - Audiovisual Instruction - Behavior Modeling Training - Simulation Techniques - Web-Based Training

FUNDAMENTAL ISSUES IN EMPLOYEE TRAINING

- Social Learning Theory - Cognitive Theories of Learning - Transfer of Training - Training Readiness - Training Program Structure

Minnesota Satisfaction Questionnaire (MSQ) & Job Descriptive Index (JDI).

- The MSQ measures satisfaction with 20 job facets, including supervisor competence, working conditions, task variety, and chances for advancement. - The JDI measures satisfaction with five job facets: the job itself, supervision, pay, promotions, and coworkers.

Individual (Dispositional) Sources of Work Stress

- The Type A behavior pattern: a personality characterized by excessive drive, competitiveness, impatience, and hostility. - Susceptibility to stress vs. hardiness: the notion that some people may be more resistant to the health-damaging effects of stress. - Self-efficacy: an individual's beliefs in his/her abilities to engage in courses of action that will lead to desired outcomes.

Job Involvement

- The degree to which a person identifies with a job, actively participates in, and considers performance important to self-worth

Training Designs: Pretest‑Posttest Design

- The pretest‑posttest design is a common (but inadequate) means of assessing a program in which measures of criteria are collected both before and after a training intervention- allowing for a comparison of changes in learning or work behaviors. - However, this method is inadequate because of the lack of a good comparison group.

Changes in Job Structure

Changes in job structure can be used to increase satisfaction and commitment. - Job rotation - Job enlargement - Job enrichment.

Changes in Pay Structure

Changes in pay structure can be used to increase satisfaction and commitment. - Skill based pay - Merit pay - Gainsharing - Profit-Sharing

Alderfer's ERG Theory

Collapses Maslow's Five Needs into Three * Existence Needs -- Similar to Psychological and Safety Needs * Relatedness Needs -- Similar to Social and Status Needs * Growth Needs -- Similar to Esteem and Self-Actualization Needs

Gainsharing

Compensation based on effective group performance.

Merit Pay

Compensation in which employees receive a base rate and additional pay based on performance.

Skill-Based Pay

Compensation in which workers are paid based on their knowledge and skills rather than their organizational positions.

Counterproductive Work Behaviors (CWBs)

Counterproductive work behaviors (CWBs) are deviant, negative behaviors that are harmful to an organization and its workers. - Meta-analyses suggest that CWBs are more prevalent in younger employees and those with lower job satisfaction. - CWBs, and workplace aggression and violence, are linked to trait negative affectivity, anger, and other personality variables. - The incidence of CWBs is negatively related to the incidence of organizational citizenship behaviors.

Flexible Work Schedules

Flexible work schedules can be used to increase satisfaction and commitment.

EVALUATION OF THE TRAINING PROGRAM

Four Criteria -- Reaction Criteria -- Learning Criteria -- Behavioral Criteria -- Results Criteria Test Designs -- Posttest-Only Design -- Pretest-Posttest Design -- Solomon Four-Group Design

Employee Career Development

Great for everyone (Typically) MANAGERS -- Increases bond between manager and subordinates -- Reflects well on performance evaluations -- Motivates the employee to take on more responsibility EMPLOYEES -- Creates clear career goals -- Enriches current job and increases job satisfaction --Better feedback on performance ORGANIZATION -- Employees stay longer and are more loyal -- Enriches communication -- Helps recruit better employees

Training in Diversity Issues, Harassment, and Ethical Behavior (2)

Helps fight sexual harassment. - 25% of women have been sexually harassed at work - 50% report that they experience potentially harassing behavior - Helps increase and define harassing behaviors - Helps counter "harassment cultures"

Training in Diversity Issues, Harassment, and Ethical Behavior (3)

Helps promote ethical behavior - Needed in health-care, law offices, and other professions - Now taught in business schools

Job Burnout

Job burnout is a syndrome resulting from prolonged exposure to work stress that leads to withdrawal from the organization. - Burnout is especially high in human service professions. - Burnout occurs in three phases: --- Emotional exhaustion --- Depersonalization --- Feelings of low personal accomplishment

Job Satisfaction

Job satisfaction consists of the positive and negative feelings and attitudes about one's job.

Maslow's (1943) Need Hierarchy Theory

Lower order needs such as physiological (e.g., need to eat, need to breath) or Safety (e.g., need for shelter) need to be satisfied first before moving onto higher order needs such as Esteem or Self-Actualization. ----- Self actualization ---- Esteem --- Love -- Safety - Physiological

Maslow and Alderfer

Maslow's and Alderfer's basic need theories propose that needs are arranged in a hierarchy from the lowest, most basic needs, to higher‑order needs such as the need for esteem or self-actualization.

Motivation

Motivation is the force that energizes, directs, and sustains behavior.

Assessing Training Needs (1)

ORGANIZATIONAL ANALYSIS - Identifies long and short-term organizational goals, available training resources, climate for training, and internal/external forces that may affect training in the organization. TASK ANALYSIS - Used to determine the KSAOs that a worker need to have in order to perform a specific job effectively.

Training Program Structure Characteristics

OVERTRAINING - Leads to overlearning (typically good) MASS VS. SPACED PRACTICE - Mass Practice: Those in which individuals practice a task continuously without rest. - Spaced Practice: Those in which individuals are given rest intervals within the practice session - Mass practice typically better

Organizational Coping Strategies

Organizational coping strategies are techniques that organizations can use to reduce stress for all or most employees. - Organizational strategies include: improving person-job fit and employee training and orientation; increase employees' sense of control; eliminating punitive management; removing hazardous work conditions; providing a supportive work environment; and improving organizational communication

Assessing Training Needs (2)

PERSON ANALYSIS - Examines the current capabilities of the workers themselves to determine who needs what sort of training DEMOGRAPHIC ANALYSIS - Determining the specific training needs of various demographic groups, such as women and men, certain ethnic minorities, and workers of different age brackets.

Reinforcement vs. Punishment

Reinforcement vs. Punishment * Reinforcement -- Designed to strengthen the motivation to performance a particular desired behavior. * Punishment -- Goal is to stop unwanted behavior * Reinforcement is better because punishment... --- Creates feelings of hostility and resentment --- Reduces worker moral and job satisfaction --- Creates retaliatory climate --- Only suppresses behavior --- Leads to Inefficient Supervisors --- Gender differences

Stress and Illness

Stress-related illnesses include ulcers, colitis, high blood pressure, heart disease, and migraine headaches. Stress can also worsen common colds and infections. - The relationship between stress and performance is complex, and generally is curvilinear (involving an inverted U), where both very low and very high stress are associated with poor performance.

Perceived Organizational Support

The degree to which employees believe an organization values their contribution and cares about their well-being.

Job Rotation

The systematic movement of workers from one type of task to another to alleviate boredom and enhance worker training.

Voluntary Absenteeism

Voluntary absenteeism is when employees miss work because they want to do something else (i.e., not because they are ill or unable to work).

Training Program Structure Characteristics

WHOLE LEARNING VS. PART LEARNING - Whole Learning: Present the material in it's entirety - Part Learning: Divide and present the training material into parts. FEEDBACK - Immediate feedback is better than delayed feedback - More feedback the better (to a certain point) STRUCTURE - Providing trainees with a general overview of the material that will be covered helps increase learning.

Seminars

* An expert provides job-related information in a classroom-like setting * PROs -- Allows lots of people to be trained at once -- Low Cost * CONs -- No interaction between instructor and trainees -- Hard to translate information presented in seminars to job behaviors -- Only as good as the presenter

Behavioral Criteria and Results Criteria

* Behavioral -- Measures of the amount of newly learned skills displayed once the trainee has returned to the job. -- Best indication of transfer-of-training * Results Criteria -- Measure of the outcomes that are important to that organization -- Best indicator of whether training was necessary

Benefits Programs

* Benefits programs are perhaps the most common way for employers to increase employees' job satisfaction and commitment. -- Benefit programs can include flexible working hours, a variety of health care options, retirement plans, career development, health promotion programs, and employee-sponsored childcare. -- On-site child care programs increase job satisfaction, but have little effect on employee absenteeism.

Transfer of Training

* Concept dealing with whether training is actually applied in the work setting. * Lots of things affect whether training transfers - TRAINEE CHARACTERISTICS --- Ability, Skill, Motivation, Personality - TRAINING DESIGN --- Whether design features of the training facilitate learning and subsequent transfer of training - WORK ENVIRONMENT --- If workers are presented with the opportunity to exhibit behaviors that were trained. - SETTING GOALS AND FEEDBACK --- Without setting goals and getting feedback, training my deteriorate relatively quickly.

New Employee Orientation and Training

Design to accomplish many things: - Organizational Goals, Philosophy, Policies, and Procedures - Physical Structure and Personnel Structure - Organizational Assets: (like the compensation benefits and safety rules)

Training Program Structure

Details of the training program's structure, approach, and methods of training. - When and how often does training place? - How long are the graining sessions? - How much opportunity is there for trainees to practice or apply what they have learned? - How much guidance and individual attention does each trainee receive?

Psychological Empowerment

Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.

Job Enrichment

Involves raising the level of responsibility of a job by allowing workers a greater voice in planning, execution, and evaluation of their own work activities.

Job Enlargement

Involves the expansion of a job to include additional and more varied work tasks.

Employee Training

Planned organizational efforts to help employees learn job-related knowledge, skills, and other characteristics