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55 Cards in this Set
- Front
- Back
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moods |
longer lasting cannot necessarily explain why a mood is happening not as intense |
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emotions |
temporary/short term very intense can explain why |
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Stress in the workforce |
when one is in a positive mood, recall happy memories and vice versa |
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6 basic emotions |
happy sad angry fear surprise disgust |
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emotional labor |
discrepancy between what one is feeling and what one displays to people |
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surface acting |
putting on a quick face to get through a situation |
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deep acting |
the ability to pretend an emotion to the point where one feels the pretense emotion |
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Facial Feedback Theory |
muscles within face sending signals to brain saying one should be feeling a certain way....and eventually feeling that way |
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spillover effect |
what happens at work spills over to home life |
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affective events theory |
Identifies actors that lead to people's emotional reactions on the job and how they affect individuals |
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stressor |
threatening event perceived that happens outside body reactions include increased blood/heart rates may feel anger or fear still short term lead to strain |
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strain |
comes from constant stressors |
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stress response (2 types) |
physical and psychological |
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coping (2 ways) |
problem-focusing |
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demands |
quantitative overload |
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hazards |
dangers on the job can be physical/psychological |
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responsibilities |
higher stress jobs are those without control |
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sexual and gender harassment |
focused on body |
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Pollution |
distractions of the workforce |
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Role conflict/ambiguity |
being put in a situation where decision is uncertain |
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moderators (3) |
protective factors (outside body) |
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Type A personality |
hostile, very angry very often perform quickly |
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Burnout |
emotional exhaustion helplessness/hopelessness no energy, tired, body gives out |
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Demand, Control, Support Theory |
jobs that have high quantitative overload control: if high demand but high control - fun if high demand but low control - stressful support: role conflict family/friend support impacts ability to recharge from work |
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Effort-Reward Imbalance Theory |
goes back to distributive justice if feeling being treated poorly, can be stressed may lead to illness |
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Transactional Theory |
stressor appraisal of that stressor how people view a stressful situation what choice do people make to cope |
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Impacts of work stress |
physio/medical behavior psychological |
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Interventions: After Stress-related absence |
Return-to-work programs Early Treatment |
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Interventions: Before Stress-related absence |
what is common doesn't always pay cognitive behavioral changes very expensive time management |
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Interventions: During Stress-related absence |
Employee Assistance Program (EAP) complete confidentiality will pay for treatment if needed job stays put, but only if one gets help |
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job-related attitudes |
set of beliefs shape feelings about belief attitude can influence actions |
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job satisfaction components |
slippery slope job itself coworkers pay time/policies benefits/prospect for promotion boss |
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3 Theories of satisfaction |
2 factor theory value theory dispositional theory |
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2 Factor Theory |
critical incident technique most satisfying is job itself motivators and hygienes job itself is motivator around the job is hygiene |
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value theory |
discrepancy between what is real and what is ideal more dissatisfied with more discrepancies |
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dispositional theory |
all about personality negative personalities more like to jump from thing to thing |
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Motivational theories (4) |
Need theories (maslow and McClelland) 4 Drive theory equity theory expectancy theory |
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Need Theories |
Maslow - basically bull McClelland achievement, power, affilliation, peter-principle |
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4 Drive Theory (ABCD) |
acquire needs bond with others curiosity/comprehend defend |
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Equity Theory |
social comparison theory compensation for working think ratio makes prediction on what people do when there is injustice 2 tiered wage structure one (older) group paid more than less experienced group |
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Expectancy Theory |
effort leads to performance leads to reward doesn't involve comparison - all about beliefs all about beliefs instrumentality if i perform well at practice - I get playing time valence cafeteria style benefits |
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Goal Setting: SMARTER & I |
specific
measurable achievable relevant time frame evaluate reasonable incentive |
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Problems of goal setting |
may lose track of other obligations due to goal may harm quality due to quantity goal |
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Reward systems (4) |
Pay-for-Performance Scanlon Plan Profit-Sharing Skill-Based Pay |
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Pay-for-Performance |
basis on how many/ how good quantity is changes behavior |
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Scanlon Plan |
team based if goal is met, increase for specific group work may not have resources to reward team |
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Profit-Sharing |
if business succeeds, employee shares in success stock ownership higher pay if profit is high |
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Skill-Based Pay |
more skills one can bring into the business, the more profitable one is will increase amount of training necessary |
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Job Redesign |
job enlargement/enrichment think horizontal stretch adding more to the job without changing pay |
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Hackman/Oldham Job Characteristics Model (3) |
meaningfulness variety/skills task significance task identity autonomy feedback |
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Career paths (4) |
Steady state Linear Spiral Transitory |
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Holland's hexagon |
Realistic Social Investigative Artistic Enterprising Conventional |
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Donald Super's career stages |
0-14 understand what careers look 15-24 tentative choices 25-44 stabilizing work 45-64 maintenance mentoring 65+ retirement |
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Socialization (3) |
Anticipatory - job preview Encounter - formal/informal Metamorphosis |
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Mentoring |
Positive for people's occupational rise in position Negative because of babysitting |
