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110 Cards in this Set
- Front
- Back
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Stress |
psychological response to demands that possess certain stakes and that tax or exceed a person's capacity or resources |
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stressors |
demands that cause people to experience stress |
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strains |
negative consequences that occur when demands tax or exceed one's capacity or resources |
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when people first encounter stressors, the process of _____________ is triggered |
primary appraisal |
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primary appraisal |
occurs as people evaluate the significance and the meaning of the stressors they are confronting they consider whether demand causes them to feel stressed and if so they consider the implications of the stressor in terms of their personal goals and well-being |
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Transactional theory of stress |
explains how stressors are perceived and appraised as well as how people respond to those perception and appraisals
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benign job demands |
job demands that tend not to be appraised as stressful ex. cashier |
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Types of stressors |
hindrance challenge |
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hindrance |
stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment distress, negative, trigger anxiety and anger |
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challenge |
stressful demands that are perceived as opportunities for learning, growth, and achievement |
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challenge stressors have a: |
positive correlation to job performance and organizational commitment |
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work hindrance stressors [4] |
role conflict role ambiguity role overload daily hassles |
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role conflict |
refers to conflicting expectations that other people may have of us ex. call operators: minimize time, but give responsive feedback in conversations |
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role ambiguity |
lack of information about what needs to be done in a role, as well as unpredictability regarding the consequences of performance in that role ex. employees given minimal instructions students: certain assignments |
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role overload |
the number of demanding roles a person holds is so high that the person simply cannot perform some or all of the files effectively |
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daily hassles |
refers to the relatively minor day-to-day demands that get in the way of accomplishing the things that we really want to accomplish |
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work challenge stressors [3] push you to be successful |
time pressure work complexity work responsibility |
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time pressure |
refers to a strong sense that the amount of time you have to do a task is just not quite enough ex. deadlines |
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work complexity |
refers to the degree to which the requirements of the work, in terms of knowledge, skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the work ex. motivation, drive |
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work responsibility |
refers tot he nature of the obligations that a person has to offer ex. autonomy higher when the number, scope, and importance of the obligations in that job are higher |
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non-work hindrance stressors [3] |
work-family conflict negative life events financial uncertainty |
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work-family conflict |
refers to a special form of role conflict in which the demands of a work role hinder the fulfillment of the demands in a family role [vice versa] ex. switching off work frustration at home impatient with family/friends |
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negative life events |
they hinder the ability to achieve life goals and are associated with negative emotions ex. divorce, death usually don't happen in the work place |
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financial uncertainty |
refers to conditions that create uncertainties with regard to the loss of livelihood, savings, or the ability to pay expenses |
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nonword challenge stressors [3] |
family time demands personal development positive life events |
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family time demands
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reflect the time that a person commits to participate in an array of family activities and responsibilities ex. traveling, hosting parties |
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personal development |
participation in formal education programs, music lessons, sports-related training, volunteer work |
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positive life events |
marriage, new family member, graduating school |
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coping |
refers to the behaviors and thoughts that people use to manage both the stressful demands that they face and the emotions associated with those stressful demands |
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behavioral coping |
involves the set of physical activities that are used to deal with a stressful situation ex. doing something about it working faster, avoiding work |
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cognitive coping |
refers to the thoughts that are involved in trying to deal with a stressful situation ex. doing in my mind thinking of different ways to get things done convince themselves its not so bad after all |
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secondary appraisal |
center on the issue of how people cope with the various stressors they face ex. "what can i do?" |
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problem focused coping |
refers to behaviors and cognitions intended to manage the stressful situation itself ex. fix the problemq |
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emotion focused coping |
refers to the various ways in which people manage their own emotional reactions to stressful demands ex. fim me - ventor |
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behavioral problem focused |
working harder seeking assitance acquiring additional resources |
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cognitive problem focused |
strategizing self-motivating changing priorities |
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behavioral emotion focused |
engaging in alternative activities seeking support venting anger |
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cognitive emotion focused |
avoiding looking for the positive in the negative reappraising |
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How do people choose a particular coping strategy |
set of beliefs that people have about how well different coping strategies can address different demands degree in which they have control over the stressor |
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GAS |
general adaptation syndrome |
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general adaptation syndrome |
suggests that the body has set of responses that allow it to adapt and function effectively in the face of stressful demands |
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Step 1: alarm reaction |
stressor "sinks in" immediately the body activates several defenses mechanisms to resist and counteract the stressor panic: initial reaction to stressor |
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step 2: resistance |
increased arousal of the mind and body helps the person respond and adapt to the demand mentally/physically push back |
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step 3: exhaustion |
prolonged or repeated exposure to the stressor could cause the body to break down, and exhaustion and even death may occur absorb stressor don't want to stay too long bc leads to strains |
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The experience of strain (3) |
physiological psychological behavioral |
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physiological |
illness, high blood pressure, back pain, stomachaches BODY |
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psychological |
depression, anxiety, anger, hostility, irritability, inability to clearly think, forgetfulness MIND |
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behavioral |
grinding ones teeth at night, being overly critical/bossy, excessive smoking, compulsive gum chewing ACTIONS |
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Type A behavior |
strong sense of time urgency, impatient, hard-driving, competitive, controlling may have direct influence on the level of stressors that a person confronts influence the stress process itself |
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directly linked to coronary heart disease and other strains |
type A |
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self-induced stress |
type A |
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social support |
refers to the help that people receive when they are confronted with stressful demands |
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instrumental support |
refers to the help people receive that can be used to address the stressful demand directly problem focused |
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emotional support |
refers tot he help people receive in addressing the emotional distress that accompanies stressful demands emotion focused |
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hindrance stressors on performance and commitment |
weak negative to job performance strong negative to org. commitment |
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challenge stressors on performance and commitment |
weak positive to job performance moderate positive to org. commitment |
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hindrance: wek negative to jp |
result in strains and negative emotions that reduce the overall level of energy and attention that people could otherwise bring to their job duties |
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hindrance: strong negative to oc |
evoke strain, generally dissatisfying to people, and satisfaction has a strong impact on the degree to which people feel committed to their organization |
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stress management assessment |
providing resources reduce strains |
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providing resources (2) |
training intervention supportive practives |
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training interventions |
aimed at increasing job related competencies and skills |
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supportive practices |
help employees manage and balance the demands that exist in the different roles they have flex time, telecommuting, compressed work week |
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reduce strains [3] |
relaxation techniques cognitive-behavioral techniques [attempt to help cope] health and wellness programs |
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sabbatical |
gives employees the opportunity to take time off from work to engage in an alternative activity |
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motivation |
set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence |
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motivation is a critical consideration bc job performance often requires |
high levels of both ability and motivation |
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employees who are ________ completely invest themselves and their energies into their jobs |
engaged |
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expectancy theory |
describes the cognitive process that employees go through to make choices among different voluntary responses |
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expectancy |
represents the belief that exerting a high level of effort will recur in the successful performance of some task connection of effort --> performance [0-1] |
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expectancy can be hindered by |
lack of necessary resources, supportive practices, and low self-efficacy |
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self efficacy |
belief in my own capabilities needed to execute the behaviors required for task success
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instrumentality |
belief that successful performance will result in some outcome subjective of probabilities [0-1] performance --> outcomes |
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instrumentality can be hindered by |
poor methods of measuring use of policies that reward things besides performance such as attendance/ seniority |
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valence |
the anticipated value of the outcomes associated with performance; correlation don't want = 0 bc means no motivation/ don't care |
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outcomes are deemed more attractive when they help |
satisfy needs |
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needs |
cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences built off maslows |
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extrinsic motivation |
motivation that is controlled by some contingency that depends on task performance getting a result in somebody else; others control |
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intrinsic motivation |
motivation that is felt when task performance serves as its own reward citizenship makes me feel good for doing it |
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total 'motivational force' |
E-->P x sum[(P-->O) x V] --> outcome must be greater than 0 sum= various outcomes in mind |
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motivational force = 0 if |
any one of the three beliefs is zero |
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goal setting theory |
views goals as the primary drivers of the intensity and persistence of effort difficult goals but not impossible |
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assigning employees _________ & ___________ goals will result in higher levels of performance |
specific and difficult |
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SMART goals |
specific, measurable, achievable, result-driven, time sensitive |
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engagement |
high levels of intensity and persistence in work effort |
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past accomplishments |
degree to which they have succeeded or failed in similar sorts of tasks in the past |
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vicarious experiences |
taking into account their observations and discussion with others who have performed such tasks |
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verbal persuasion |
friends, coworkers, leaders can persuade employees that they can 'get the job done' |
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emotional cues |
feelings of fear or anxiety can create doubt about task accomplishment, whereas pride and enthusiasm can bolster confidence levels |
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assignment of a specific and difficult goal shapes people's own |
self-set goals |
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self-set goals |
the internalized goals that people use to monitor their own task progress |
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goals trigger the creation of |
task strategies |
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task strategies |
learning plans and problem-solving approaches used to achieve successful performance |
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moderators on task performance [3] |
feedback task complexity goal committment |
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feedback |
consists of updates on employee progress toward goal attainment |
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task complexity |
reflects how complicated the information and actions involved in a task are as well as how much the task changes challenging you? |
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goal commitment |
defined as the degree to which a person accepts a goal and is determined to try and reach it taking it as my own |
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equity theory |
acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people comparison of yourself to others |
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employees create a ___________ of the outcomes [rewards] they get from their job duties |
mental ledger |
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comparison other |
some person who seems to provide an intuitive frame of reference for judging equity |
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"cognitive calculus" |
ratio of outcomes to inputs is balance between you and your comparison other |
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imbalance of ratios triggers |
equity distress |
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equity distress |
an internal tension that can only be alleviated by restoring balance to the ratios |
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cognitive distortion |
allows you to restore balance mentally, without altering your behavior in any way |
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internal comparison |
meant that they refer to someone in the same company |
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external comparisons |
refer to someone in a different company |
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psychological empowerment |
reflects an energy rooted in the belief that work tasks contribute to some larger purpose |
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meaningfulness |
captures the value of a work goal or purpose, relative to a person's own ideals and passions easier to concentrate on and get excited about a "calling" something they were born to do |
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self-determination |
reflects a sense of choice in the initiation and continuation of work tasks high: can choose what tasks to work on come up with their own approach |
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competence |
captures a person's belief in his or her capability to perform work tasks successfully believe the can execute what needs for success |
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impact |
reflects the sense that a person's actions "make a difference" progress is made toward fulfilling some important purpose significance |
