Psy 272 QUIZ 5

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five core job characteristics

1. skill variety 2. task identity 3. task significance 4. autonomy 5. feedback Motivational POtentioal work (first 3+/*4*5)

Job Satisfaction Scale

36 items, similar to JDI Circle the number that comes closest to your opinion Disagree to Agree

Performance Function

=f(motivationx ability)-stressful or difficult working conditions performance is a function of motivation, ability, or sitiutional constraints there is a multicative relationship between motivation and ability

organizational-based-self-esteem

A measure of how valuable employees view themselves as organization members

negotiation

A process by which two parties attempt to reach agreement on an issue by offering and reviewing various positions or courses of action conflicting interest determine how they are going to allocate resources or work together

Attraction-Selection-Attrition (ASA) Framework

Attraction: Some potential job applicants won't apply due to a perceived lack of fit. Selection: Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "misfits." Attrition: Those people who still don't fit will either be unhappy or ineffective when working in the organization.

Type A behavior

Behavior pattern characterized by competitiveness, impatience, hostility, and constant efforts to do more in less time

Physiological consequences

Biochemical outcomes: Stress hormones released Cardiovascular outcomes: Increased heart rate, increased blood pressure, increased probability of heart disease gastrointestinal outcomes

Job Attitudes

From Science Management to Human Relations Movement uncovering the importance of job attitudes After World War 2, from permanent employment relationships to more voluntary turnover and volitional choices in switching jobs job attitudes and turnover companies realize that they must keep employees happy to keep the employees in their job Empirical Evidence for relationships between job satisfaction and work outcomes Positive Correlation with OCB (.12-.22) Negative Correlation with CWB (-.29) Negatively correlated with abesnteeism, turnover intention (-.7) and turnover (-.27) Over 10,000 studies published on the topic of job attitudes Organizations conduct annual job attitudes survey Different Concepts are proposed to study individuals experience at work: Job Satisfaction Organizational Commitment Job Involvement Employee Engagement Affect/mood/reactions

Role Stressors

Individuals hold multiple roles in their life (family, social, friends, organization) sometimes can conflict with one another and be strain Role ambiguity: employees do not know what they are supposed to do Role overload: employees have too much to do Role conflict: Demands from different roles are incompatible, including work-family conflict

The people Stressors

Interpersonal Conflict: workplace violence:

job satisfaction

Multidimensional psychological responses to one job. have cognitive (evaluative) and affective (emotional) components A pleasurable or positive emotional state resulting from the appraisal of ones job or job experience these cognitive evaluations and emotional states are presumably followed by behavioral intentions and actual behaviors

Psychological consequences

Negative emotions and dissatisfaction Burnout: Extreme state of psychological strain resulting from overwork

Job Descriptive Index (JDI)

One of the most extensively researched and documented job satisfaction instruments; assesses satisfaction with five distinct areas: the work itself, supervision, people, pay, and promotion. 72 items

Environment Stressors

Physical: Heat, Cold, Noise Job Insecurity: Prolonged uncertainty and anticipation of a stressful event may be more detrimental than a single serious event like job loss

Measuring Job Satisfaction

Single Item measure (pick face that describes you) Multiple item measure (I feel satisfied with my job, I find real enjoyment within my job, I like my job better than the average worker does)

Job Stressors

Task stressors: Pace of work, workload,number of hours work Emotional labor:Organizaitons have certain display rules that employees must follow: (chic fil a my pleasure)

scarce resources

The amount of resources available is limited limited budget money, space, etc

attitude

The degree of positive or negative feeling or belief a person has toward a particular person, place, or thing

Minnesota Satisfaction Questionnaire

Twenty 5-item facet-level scales, and one 20-item general scale---more refined than the JDI; intrinsic vs. extrinsic satisfaction

behavioral consequences

When people change their behavior without any effort from others to influence that change information processing:memory, creativity task performance

Burnout

a condition that occurs when employees become so stressed that they experience emotional exhaustion, depersonalization, and a sense of reduced personal accomplishment

problem-focused coping

a coping style that involves behaviors or actions targeted toward solving or handling the stress-inducing problem itself

emotion-focused coping

a coping style that involves cognitive, or thought-related, strategies that minimize the emotional effects of stress-inducing events

dual-earner couple

a couple in which both members are employed and maintain a family life

affective commitment

a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization

work-family enrichment

a model of work-family relations in which positive attitudes and behaviors are believed to carry over from one domain to the other

work-family conflict

a model of work-family relations in which work and family demands are incompatible

parental leave

a program offered by organizations that enables employees to combine work and family responsibilities related to child rearing

affective events theory

a theory that describes how workplace events can generate emotional reactions that impact work behaviors

Positive and Negative Affect

a. overall general personality trait where you may see your life in positive or negative terms PA= Individuals Pre Disposition to be happy, self assured, and attentive NA= reflects an individuals predisposition to be sad, anxious, hostile, and to feel guilty Measured by PANAS "to what extent you felt doing something the past few weeks " with adjectives Most people feel more positive than negative across situation .49PA Job satisfaction -.33 NA can predict job satisfaction 50 years later

ambiguous

ambigious goals rules or performance criteria can lead to conflict ambiguous performance criteria are a frequent cause

interpersonal conflict

an expressed struggle between interdependent parties who perceive incompatible goals, scarce resources, and interference from one another when one person, or group, or organizational subunit frustrates the goal attainment of another

workaholic

an individual whose high drive to work and high job involvement become so intense that they result in work-life imbalance issues

perceived behavioral control

an individual's belief about how easy or difficult performance of a behavior is likely to be

employee engagement

an individual's involvement, satisfaction, and enthusiasm for work commitment, passion, enthusiasm feelings of urgency feelings of being focused feelings of intensity feelings of enthusiasm very popular concept in Business Makes sense to the executives and has gained some ground in the busines world .91 correlation Old wine in new bottle more research is needed to clarify its construct and boundary

subjective norms

an individual's perceptions about whether significant others think he or she should (or should not) perform the behavior in question

psychological contract

an unwritten agreement that sets out what management expects from an employee and vice versa when broken, negative outcomes occur, lower trust, lower job satisfaction, turnover risk

Stressor

any disruptive event or force that pushes a psychological or physical function beyond its range of stability, producing a strain within the individual

organization-motivated aggression

attempts by someone inside or outside the organization to cause injury or to be destructive as a result of some organizational factor

Depersonalization

become hardened and treat other poorly

Presenteeism

being present at work but not fully functioning due to illness or injury

core self-evaluation

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person Neuroticism Self-Esteem Generalized Self-Efficiency Locus of Control For people that dont see themselves in a positive light, will not see themselves positively in job meta analytic correlation of.37 with job satisfaction

emotional exhaustion

burnout that occurs when individuals feel emotionally drained by work

Coping

efforts that help people manage or reduce stress

Emotions at work

emotions that emerge from relationships in the workplace Emotion: Feeling related to specific events or occurrences whcih are intense enough to disrupt the thought process mood generalized state of feeling not identified with a particular stimulus and not sufficiently intesne to interrupt ongoing thought processes Affect characteristics in whcih individuals are prone to experience a diverse array of negative/positive states Workers emotions likely to fluctuate due to percipitating events (shocks)

perceived organizational support

employees' global beliefs concerning the extent to which the organization values and cares about them

low personal accomplishment

feel that you cannot deal with problems effectively powerless

normative commitment

feelings of obligation or moral binds to the organization ("feel obligated to stay in the organization")

Staw & Ross, 1985

found that job satisfaction is somewhat stable over time r=.19 over a five year period for a sample who changed both employers and occupations previous satisfaction was a better predictor of future satisfaction than changes in status .3 correlation of twins reared apart up to 45 percent of gentic influences on job satisfaction are expresed through stable personality

continuance commitment

organizational commitment based on the fact that an individual cannot afford to leave

Mindfulness

paying attention to present experiences with nonjudgemental awareness

stressors

physical or psychological demands to which an individual responds

work engagement

positive, fulfilling state of mind characterized by vigor, dedication, and absorption

Secondary Prevention strategies

stress management training, relaxation & biofeedback techniques, social support 1.Educate about stress 2. rehearse coping strategies 3.Apply steps 1 and 2 in simulations

Primary Prevention strategies

stress prevention strategy concerned with modifying or eliminating stressors in the work environment work/job redesign Cognitive Restructuring

tertiary prevention

sympton directed employee assistance program

Types of Conflict

task conflict, relationship conflict, process conflict There has been an emphasis on the negative conflicts conflict can be good, can be functional when it promotes necessary organizational change conflict-change-adapt-survive can bring change when conflict itself can bring consideration into new ideas each party monitors the other parties perforamcne carefully signals a redistribution of power is necessary there are times when a manager might use a strategy of conflict stimulation to cause change new collaboration opportunities for the new parties for a bigger gain

work centrality

the degree of importance that work holds in one's life

job involvement

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

organizational commitment

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization .59 correlation with job satisfaction

person-environment fit

the degree to which the needs and resources of a person and the needs and resources of an environment complement each other Increased Job Satisfaction (.44) Increased Identification with the organizational commitment (.51) Increased levels of contextual performance and extra role behavior such as OCB (.27) Vice versa Withdrawal/quitting(-.35)

emotional labor

the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

organization-motivated violence

the negative effects on people or property that result from organization-motivated aggression

organizational justice

the role of fairness in the workplace

affective disposition

the tendency to respond to classes of environmental stimuli in predetermined, affect-based ways

emotion regulation

the ways in which individuals monitor their emoitons and the expression of those emotions

Strains

undesirable personal outcomes resulting from the combined stressful experiences of various life domains

Underemployment

when a worker is in a job that, by some standard, is inferior or below his or her capacity or ability

Interdependence

when individuals are mutually dependent on each other to accomplish their own goals implies that each party has some power over the other does not always lead to conflict, good for collaboration


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