Io Psych

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Occupational Health Psychology: Definition

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Concerned with the health and safety of workers. This includes both their psychological and physical health and safety.

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Job demands-resources model

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A model of job stress that states that strain results from mismatches between job demands and the resources available to the employee; all jobs have demands which require resources to be expended, and stress is caused when the demands of a job outweigh the resources available to the employee.

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Antecedents of stress(i.e. stressors): role demands, work-family conflict, interpersonal challenges,information overload/workload

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Research suggest that role demand stressors significantly impact many aspects of employees' lives both at work and at home.

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Consequences of stress (i.e., strain): physiological, psychological, behavioral.

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Stress leads to many physiological changes in the body. Depression, anxiety, rumination, burnout. These can lead to behavioral changes such as violence or drug abuse.

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Individual approaches to stress management: diet, exercise,sleep, social support, mindfulness, work breaks.

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35% of people deal with their stressors. Eating, moving and sleeping are all great ways to deal with stress. Vegetables and fruit change the way you feel. Exercise, sleep. time management and social support are all important.

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Organizational approaches to stress management: flexiblework, wellness programs, work-family policies

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Organizations try to create: Healthy work environments, flexible work arrangements, recovery opportunities, and employee resource programs.

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Workplace safety:compliance vs. participationllenges

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Core safety behaviors such as the following safety rules and using safety equipment. It is parallel conceptually to task performance.

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Workplace safety: Safety Climate

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The shared understanding that workers have about the priority of safety in the organization.

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Workplace safety: Safety Motivation

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An employees desire to behave safely at work and the valence or degree to which they want to behave safely.

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Work team -definition

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Interdependent collections of individuals who share responsibility for specific outcomes for their organizations.

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5 Stages of group development: Forming

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The first stage of the group process, where group members come together for the first time. Interactions include sharing general information about on another.

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Storming

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The second stage of the group forming process and the most tumultuous stage as group members work to understand their task and question how things will get done.

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Norming

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The third stage of the group forming process, when the group develops norms and roles.

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Performing

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The fourth stage of the group forming process , where groups spend a majority of their time completing and addressing any dissent constructively.

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Adjourning

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The last stage of the group forming process, when group members move on to new tasks and the group disbands.

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Team effectiveness: Composition

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One of the most important factors relating to team effectiveness is group composition. While there are many different approaches to understanding team compositions, we will cover the four most salient ones here.

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Size

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How many members belong to the group

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Social Loafing

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The tendency for group members to put forth less effort when they are participating in a joint activity then they would if they were acting individually.

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Teamwork skills

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Knowledge regarding team process such as effective meeting behaviors. Important skills to have to work in a team.

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Group norms

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The understood rules about how group members should behave. Help members understand what is expected of them and others.

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Conflict

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Conflicts may be interpersonal of between individuals. Conflicts might be over fundamental issues such as what needs to get done. Some conflict is OK.

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Cohesion

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The degree to which the group wishes to stay together in the future.

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Psychological Safety

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Perception of negative or positive consequences of taking interpersonal risks in the workplace.

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Team Efficacy

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The extent to which a group believes that it can perform its tasks well.

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Brainstorming

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Trying to generate as many ideas as possible, to not judge or evaluate the ideas during the brainstorming session, to encourage creative ideas even if they do not seem feasible, and to "piggyback" on others' ideas to improve upon them

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Group think

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A tendency to desire group harmony and avoid critical debate during decision-making.

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Current Issues: Virtual Teams

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Because of technology, many teams are online. Ten tips to help with virtual teams. Get the team together as it is forming, clarify tasks and processes, establish norms of communication, use the best communication technologies for the team, build a work rhythm within the team, develop and use a shared language, create a "virtual water cooler", clarify and track commitments, foster shared ideas, don't forget to connect one on one at least some of the time.

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Classical Organization Theory

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An approach to organizational design that emphasizes the importance of efficiency as the goal and utilizes hierarchy, structure, and written processes to achieve this goal.

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Bureaucracy

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Emphasize rule-based decision making and obeying and following the hierarchy.

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Scientific Management

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Human Relations Movement

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An approach to organization design in which it was assumed that workers were able to self-manage effectively and that they would flourish if allowed to do so.

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Organizational Culture

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Shared "taken-for-granted" assumptions that members of an organization have and which affect the way they act, think, and perceive their environment.

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Psychological Climate

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An individual person's perception of the behavioral patterns of an entity.

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Dimensions of Culture: Adhocracy

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Culture that puts innovation first.

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Market

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Culture that values being successful.

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Clan

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Culture that values employee satisfaction and commitment and therefor has a great emphasis on fairness, employee empowerment and putting employees first.

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Hierarchy

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Culture that emphasizes efficiency and timeliness.

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Why does culture matter? Performance, Attitudes, Behaviors

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Culture tends to create highly innovative companies. market cultures also have higher quality products. Higher performance, and higher profits. Also, higher job satisfaction.

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Measurement of culture

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Surveys, also through direct observation. Artifacts: Most visible elements of a culture. Values: Standards of behavior or what is important.

Assumptions: taken for granted beliefs about human nature.

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Culture Creation: Founders values

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Founders shape the culture of an organization from the beginning.

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History

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organizational culture is a port of its history.

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Attraction-Selection-Attrition

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Organizations have a particular culture because culture protects and sustains itself. For example. A company encourages taking risks, which would attract people who also take risks to work there.

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On boarding

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When beginning a job, you are taught not only the task, but the culture involved in the company.

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Leadership

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Managers set the tone in the organization as a result of their day to day actions. The behaviors they encourage, model and punish end up determining the nature of the culture the organization and a particular department have.

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Rewards

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Employees will notice others being rewarded and recognized. This also shapes the culture.

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Organizational Development

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A field of study that applies behavioral science principles to enact change.

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OD Interventions: Team Building

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Intervention for clarifying goals and objectives of the group and roles and responsibility of team members, explaining and redesigning how work actually gets done, and improving the quality of relations among members in order to increase the level of cohesiveness.

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Survey Feedback

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Systematic gathering of information from employees to identify potential problem areas, stimulating conversation around these particular areas, and establishing motivation to change.

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Appreciative Inquiry

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OD intervention that, instead of focusing on problem areas and attempting to fix the organization, identifies the unique strengths and best aspects of the organization and generates ideas about how to build on them

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Technostrucural

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OD intervention that involves changes in the technology or structure of the organization to increase its effectiveness.

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Job Enrichment

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Changing the content of jobs to increase their motivation potential.

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Re-engineering

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Re-envisioning the organizations structure to increase coordination and efficiency.

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Resistance to Change

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Cognitive; beliefs about change (The proposed change is poorly planned.

Affective; Feeling about change (I hate the new method.)

Behavioral; Behavioral reactions to change(refusing to change)

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Lewins three Stage Model of change:Unfreezing

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The sage of the change process in which those involved need to understand the necessity change and be motivated to change.

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Change

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The second stage of the process that is the actual implementation stage.

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RE-Freezing

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The final stage where the new ways of working or organizing are made permanent.

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Kotters Eight Step Model of Change

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1.Establish a sense of urgency. 2.Form a coalition. 3.Create a vision. 4.Communicate the vision. 5.Remove obstacles. 6.Create small wins. 7.Don't quit prematurely. 8.Anchor changes in corporate culture.