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36 Cards in this Set
- Front
- Back
EMOTIONS |
Psychological, behavioral, and physiological episodes that create a state of readiness; most occur without our awareness |
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2 FEATURES OF EMOTIONS |
1. All have some degree of activation 2. All have core effect--evaluation |
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CORE EFFECT |
Evaluate that something is good or bad |
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CIRCUMPLEX MODEL OF EMOTIONS |
Evaluation--Range from Negative to Positive on the x-axis
Activation--Range from Low to High on the y-axis
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ATTITUDES |
The cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event |
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ATTITUDES VS. EMOTIONS |
1. Judgement about an attitude object 2. Based mainly on rational logic 3. Usually stable for days or longer |
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ATTITUDES VS. EMOTIONS |
1. Experiences related to an attitude object 2. Based on innate and learned responses to environment 3. Usually experienced for seconds or less |
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Cognitive Dissonance |
Condition occurs when we perceive an inconsistency between our beliefs, feelings, and behavior |
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Emotional Labor |
The effort, planning, and control needed to express organizational desired emotions during interpersonal transactions |
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Display rules |
norms requiring us to display specific emotions and to hide other emotions |
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Emotional intelligence |
A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, an regulate emotion in oneself and others |
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EVLN Model |
Identifies four ways that employees respond to dissatisfaction; 1. Exit 2. Voice 3. Loyalty 4. Neglect |
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Exit |
Escaping the dissatisfying situation; includes leaving the organization or transferring to another unit. |
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Voice |
An attempt to change, rather than escape from, the dissatisfying situation. Voice can be constructive or confrontational; e.g. filing formal grievance, or forming a coalition to oppose a decision. |
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Loyalty |
Responding to the dissatisfaction by patiently waiting; to "suffer in silence" |
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Neglect |
Reducing work effort, paying less attention to quality, and increasing absenteeism and lateness. |
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JOB SATISFACTION EFFECT ON PERFORMANCE IS LOWER WHEN... |
Employees have less control over outputs. |
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REVERSE EXPLANATION OF JOB SATISFACTION AND PERFORMANCE |
Job performance affects satisfaction, but only when rewarded |
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SERVICE PROFIT CHAIN MODEL |
Job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors. This is because: 1. Job satisfaction affects mood, leading to positive behaviors toward customers 2. Job satisfaction reduces employee turnover, resulting in more consistent and familiar service |
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ORGANIZATIONAL COMMITMENT |
The employee's emotional attachment to, identification with, and involvement in a particular organization. 2 types:
1. Affective Commitment 2. Continuance Commitment |
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AFFECTIVE COMMITMENT |
Emotional attachment to, identification with, and involvement in an organization |
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CONTINUANCE COMMITMENT |
Calculative attachment - stay because too costly to quit |
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STRESS |
An adaptive response to a situation that is perceived as challenging or threatening to the person's well being. |
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EUSTRESS |
Good stress; it activates and motivates
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DISTRESS |
The physiological, psychological, and behavioral deviation from healthy functioning. |
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GENERAL ADAPTIVE SYNDROME |
A model of stress experience, consisting of 3 stages:
Stage 1: Alarm Reaction Stage 2: Resistance Stage 3: Exhaustion |
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PHYSIOLOGICAL EFFECTS OF DISTRESS |
Cardiovascular disease, hypertension, headaches |
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BEHAVIORAL EFFECTS OF DISTRESS |
Work performance, accidents, absenteeism, aggression, poor decisions |
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PSYCHOLOGICAL |
Dissatisfaction, moodiness, depression, emotional fatigue |
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JOB BURNOUT |
The process of emotional exhaustion, cynicism, and reduced personal accomplishment resulting from prolonged exposure to stressors |
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STRESSORS |
Any environmental condition that places a physical or emotional demand on the person |
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PSYCHOLOGICAL HARRASSMENT |
Repeated and hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee |
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TASK CONTROL |
Too much or too little task control can be a stressor. |
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WORK OVERLOAD |
Working more hours, more intensely than one can cope with; affected by globalization, consumerism, and ideal worker norm |
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INDIVIDUAL DIFFERENCES THAT MINIMIZE DISTRESS: |
1. Better physical health--exercise, lifestyle 2. Appropriate stress coping strategies 3. Lower neuroticism 4. Higher extraversion 5. Positive self-concept 6. Lower workaholism |
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MANAGING WORK-RELATED STRESS |
1. Remove the stressor; work/life balance initiatives 2. Withdraw from the stressors; vacations 3. Change stress perceptions; positive self-concept, humor 3. Control stress consequences; healthy lifestyle 4. Receive social support |