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43 Cards in this Set
- Front
- Back
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EMOTIONAL INTELLIGENCE |
Refers to qualities such as understanding one’s own feelings, empathy for others, and the regulation of emotion to enhance living |
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EMOTIONAL INTELLIGENCE |
It has to do with the ability to connect with people and understand their emotions |
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self awareness social awareness self management relationship management |
Four Key Factors in Emotional Intelligence |
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Self-awareness |
the ability to understand one’s own emotions and is the most essential of the four emotional intelligence competencies. |
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Self-management |
the ability to control one’s emotions and act with honesty and integrity in a consistent and adaptable manner. |
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Social Awareness |
having empathy for others and having intuition about organizational problems |
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Relationship management |
includes the interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds |
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ATTITUDES |
Are evaluative statements – either favorable or unfavorable about objects, people or events. They reflect how one feel about something. |
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Cognitive component Affective component Behavioral component |
Main Components of Attitudes |
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Cognitive component
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the aspect of an attitude that is description of or belief in the way things are
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Affective component
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the emotional or feeling segment of an attitude
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Behavioral component
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refers to an intention to behave in acertain way
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job satisfaction job involvement organizational commitment occupational commitment |
Major job attitudes |
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Job satisfaction |
describes a positive feeling about a job,resulting from an evaluation of its characteristics.
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job involvement |
measures the degree to which peopleidentify psychologically with their job and consider their perceivedperformance level important to self-worth.
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Psychological empowerment
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a closely relatedconcept to job involvement, which is employees’ beliefs in thedegree to which they influence their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their work.
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Organizational Commitment
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a state in which an employee identifies witha particular organization and its goals and wishes to maintain membership in the organization
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affective commitment continuance commitment normative commitment |
dimentions to organizational commitment |
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Affective commitment
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is an emotional attachment to organization and a belief in its values
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Continuance commitment
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is the perceived economic value of remaining with an organization compared to leaving it.
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Normative commitment
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is an obligation to remain with the organization for moral or ethical reasons.
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Occupational commitment
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becoming a more relevant variable than organizational commitment as it reflects today’s fluid workforce
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perceived organizational support employee engagement |
Dimensions to Occupational Commitment
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Perceived organizational support (POS)
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is the degree to which employees believethe organization values their contribution and cares about their well-being. Peopleperceived their organization to be supportive when rewards are deemed fair, whenemployees have a voice in decisions, and when their supervisors are seen assupportive.
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Employee engagement
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an individual’s involvement with, satisfaction with, and enthusiasm for, the work he/she does. Highly engaged employees have a passion for their work and feel a deep connection to their company; disengaged employees on the other hand have essentially “checked out”- putting time but energy or attention into their work
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single global rating method summation of job facets |
job satisfaction measurement |
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Single global rating method
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a response to one question such as , “Allthings considered, how satisfied are you with your job?” Respondentscircle a number between 1 to 5 that corresponds to answers from “highlysatisfied” to “highly dissatisfied”
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Summation of job facets
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it identifies key elements in a job and asks forthe employee’s feelings about each. Typical elements includes the nature ofthe work, supervision, present pay, promotion opportunities, and relations withcoworkers .
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Work itself
Pay Advancement opportunities Supervision Coworkers Personality. |
Causes of Job Satisfaction
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exit voice loyalty neglect |
Impact of Satisfied and Dissatisfied Employees on the Workplace
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Exit
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involves directing behavior toward leaving the organization, including looking for a new position as well as resigning
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Voice
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involves actively and constructively attempting to improve conditions,including suggesting improvements, discussing problems with superiors andundertaking some forms of union activity
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Loyalty
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involves passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do” the right thing
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neglect |
involves passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate
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STRESS
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An adaptive response moderated by individual differences, that is a consequence of any action, situation, or event that places special demands on a person
A physical and mental condition that results from a perceived threat that can be dealt with easily |
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Stressors
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An external event or situation that is potentially harmful to a person
Force that creates stress reaction |
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importance uncertainty duration |
Three key factors that will determine whether anexperience is likely to result in stress
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Importance
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relates to how significant the event is to theindividual
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Uncertainty
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a lack of clarity about what will happen
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Duration
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the longer the demands are placed upon us, themore stressful the situation
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1. Role conflict
2. Role overload 3. Pace of change |
Individual Stressors
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Participation
Intra and inter-group relationshipsOrganizational politics Lack of performance feedback Inadequate career development opportunitiesDownsizing |
Group and Organizational Stressors
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1. Raising children
2. Caring for elders 3. Volunteering in the community 4. Taking college courses 5. Balancing family and work |
Non-work Stressors
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