psych 3050- exam 3

chapters 9-12, haley cobb, lsu

what was one of the first concepts explored by early I-O psychologists?

job satisfaction

what is job satisfaction

a positive attitude or emotional state resulting from the appraisal of one’s job or job experience

hawthorne effect

a change in behavior or attitudes that was the result of increased attention on workers"

“the researchers discovered that because of the experiment, the workers received considerably more attention from their supervisors and managers than they had previously. This increased attention was viewed positively by the workers and may explain why attitudes toward supervision improved."

what leads to job satisfaction

“the work itself, reward structures, physical work conditions, goal attainment, social support, job security, rate of job change (promotions, etc.)

what does job satisfaction lead to?

employee satisfaction and customer satisfaction; reduced turnover and turnover intention; increased (OCBS) ; decreased absenteeism

organizations believed that if they had ___ workers, they would have ___.

satisfied, high productivity

does being happy at work matter?

not really; happy employees are not necessarily more productive.

measuring job satisfaction

looked as an “overall idea” or “satisfied with components”

overall job satisfaction

“overall, how satisfied are you with your job”

satisfaction with components

work itself, supervisors, people, pay, and promotion

intrinsic satisfaction

having a positive attitude/appraisal of the actual work that one does

extrinsic satisfaction

having a positive attitude/appraisal of factors outside of the job, like pay, benefits, etc.

organizational commitment

“attitude and emotion directed at work focuses on the organization itself and how dedicated/attached one feels towards their workplace”

affective commitment

the employee’s emotional connection with the organization

normative commitment

the employee’s loyalty and moral connection with the organization

continuance commitment

the cost employee associates with leaving an organization

employees with high affective commitment

• are happy to stay with the organization

• enjoy talking about their organization to others

• feel the organization’s problems are their own

• feel part of the family and emotionally attached to the organization

• feel a strong sense of belonging to the organization

organizational identification

refers to the sense of pride or self-esteem someone derives from being part of an organization

similar to school spirit

identification

pride, self-esteem

disidentification

distancing, not seen self in org

ambivalent identification

identify with some parts of the org but not all

neutral identification

“i dont take sides, i just do my job”

employee engagement

a positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one’s work

job embeddedness

workers feeling committed to various aspects of the job beyond the organization

attitude

a relatively stable feeling or belief that is directed towards a specific person, group, idea, job, or other objects

moods

a more general state

positive and negative affectivity describe how someone feels generally

if someone is generally a happy person, how would they be at work?

they would reasonably be happy

affective events theory

tells us that certain situations inspire us to feel (affect) certain ways

emotional labor

regulation of one’s emotions to meet job or organizational demands; can be achieved through surface acting and deep acting

withdrawal behaviors

occur when people aren’t showing up to work. they are quitting (turnover), not coming to work (absenteeism) or coming to work late (tardiness), or retiring early

progression hypothesis

states that individuals start with smaller, work withdrawal behaviors, like showing up late or skipping work entirely, to full job withdrawal like increased turnover intention, which leads to actual turnover or early retirement

how does job loss affect people?

it can be unbearable for some. it is generally unwanted and can happen to people even if they are engaged, committed, and identify with the organization. is related to decreased psychological health (depression, insomnia, irritability, low self-esteem, etc.)

telecommuting

virtual work, allows workers to get work done outside of the office

negatives of telecommuting

allows workers to feel alienated, lack of organizational identification, miss out on promotions without facetime 

work-family research

examines how work and family influence each other in positive/negative ways

how do personal lives impact job satisfaction

when people don’t feel a sense of balance or that their work is encroaching on their personal lives

job satisfaction around the world

• aspects of the culture might influence job satisfaction

• mostly focused on differences in individualistic cultures vs. collectivists ones

• fir between the individuals wants and the organization’s culture can also be important

• the way we measure satisfaction and commitment might differ across cultures

occupational health psychology

a field dedicated to the application of psychology to improving the quality of work life and to protecting and promoting the safety, health, and well-being of workers

who is hans selye

“the father of stress”

eustress

things that positively motivate us, like challenges we know we can overcome and benefit from

distress

the kind of stress that deteriorates our health and wellness over time

HPA axis

• a complex set of direct influences and feedback interactions among three components: the hypothalamus (a part of the brain located below the thalamus), the pituitary gland (a pea-shaped structure located below the hypothalamus), and the adrenal (also called "suprarenal") glands (small, conical organs on top of the kidneys)

• a major neuroendocrine system that controls reactions to stress and regulates many body processes, including digestion, immune responses, mood and emotions, sexual activity, and energy storage and expenditure

general adaptation syndrome

describes 3 phases (alarm, resistance, exhaustion) that an individual goes through when they encounter a stressor

alarm stage

the body mobilizes resources to cope with added stress, increases stress hormones (e.g., adrenaline, noradrenaline, epinephrine, cortisol)

resistance stage

the body copes with the original source of stress but resistance to other stressors is lowered (e.g., less capacity to deal with other things that stress us out)

exhaustion stage

overall resistance to stress drops and negative consequences of stress being to appear (e.g., burnout, illness, death)

acute stress

• you have 3 exams in one day

• a worker has a high-stakes presentation

• a subordinate go an ambiguous email from their boss

chronic stress

• doing the work for 3 people with the resources of one

• dealing with irate clients everyday

• always-on expectations with no real weekends, breaks, or holidays

stressors

physical and/or psychological demands that we respond to

strains

the reactions that we have to stressors, like burnout, high blood pressure, etc.

2 kinds of stressors

challenge and hindrance

challenge

• eustress

• work demands or circumstances that, although potentially stressful, have the potential for individual gains and positive outcomes

hindrance

• distress

• job demands or circumstances that tend to limit or interfere with an individual's work achievement, negative outcomes

transactional stress theory

• part of stress is that we must appraise or experience something as a stressor for it to influence us (e.g., the difference between eustress and distress) and before we decide how to cope with it

interventions to combat and reduce stress

• primary prevention: stressor-directed

• secondary interventions: response-directed

• tertiary interventions: symptom-directed

primary interventions

• concerned with modifying or eliminating stressors in the work-environment 

• alter the employee’s perceptions of the work environment

secondary interventions

• concerned with modifying responses to inevitable demands or stressors 

• stress management training

• relaxation and biofeedback techniques

• social support

tertiary interventions can include

• Employee Assistance Programs 

• the use of medical care

workplace violence

victims or survivors have lower organizational commitment, increased job stress, and increased strain

level 1 violence

• refuses to cooperate with immediate supervisor

• spreads rumors or gossip to harm others

• consistently argues with co-workers

• displays belligerence toward customers or clients

• constantly swears at others

• makes inappropriate sexual comment

level 2 violence

• argues increasingly with customers, vendors, co-workers, and management

• refused to obey company policies and procedures

• sabotages or destroys equipment or property of employer or co-worker

• verbalizes wisher to hurt co-workers or management

• sends sexual or violent notes to co-workers or management

• sees self as victimized by management

level 3 violence

frequent display of intense anger resulting in 🇦

• recurrent physical fights

• destruction of property

• recurrent suicide threats

• use of weapons to harm others

• murder, rape, or arson

frustration-aggression hypothesis

a worker experiences constraints to their wanted behavior/outcome leads to feelings of frustration and dissatisfaction, which can lead to aggressive behavior and violence (especially when the worker feels they have low control over the situation)

justice hypothesis

a worker feels that their violent behavior is justified or they engage in that behavior or seek justice

procedural justice

• sense of fairness or due process; whether individuals are treated equally

• the process by which ratings or rewards are given is perceived as fair

distributive justice

• whether actual outcomes (e.g., layoffs) are deserved, rational

• the perceived fairness of the allocation of outcomes or rewards to organizational members

interpersonal justice

• how decisions are communicated (e.g., compassionate and respectful versus callous and demeaning)

• element of organizational justice – the sensitivity with which employees are treated and linked to the extent that they feel respected by the employer

justice and fairness

describe an event or an exchange relationship – I was treated with respect in this interaction.

trust

describes our expectations about how a person or an organization will act – I trust that my boss will treat me with respect.

distrust

"lack of confidence in the other, a concern that the other may act as to harm one, that he does not care about one's welfare or intends to act harmfully, or is hostile"

strategies for rebuilding trust

• focus on explanations rather than justifications (e.g., "Here are other options that I could have went with, and here is why I chose this one.")

• apologize for poor performance or mishandling a situation (e.g., "I am sorry that the way I handled this situation hurt you and that my actions undermined the trust that we have built up.")

• leadership should NOT IGNORE the event! It is common for leadership to avoid talking about these painful or harmful events but creating distance only makes things worse

title VII of the civil rights act of 1964

employment discrimination is illegal in the US

EEOC (equal rights opportunity commission)

• responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy and related conditions, gender identity, and sexual orientation), national origin, age (40 or older), disability or genetic information

• the laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits

most employers with at least ___ employees are covered by EEOC laws

15

under the laws enforced by EEOC, it is illegal to

discriminate against someone (applicant or employee) because of that person's race, color, religion, sex (including gender identity, sexual orientation, and pregnancy), national origin, age (40 or older), disability or genetic information. It is also illegal to retaliate against a person because he or she complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit

americans with disabilities act (ADA)

• cannot discriminate workers with disabilities

• must provide reasonable accommodations (* some practices differ by state)

diversity

refers to the differences in demographic characteristics between people, such as their race, gender, nationality, but can also include their values, interests, abilities, and experiences

assimilation model

a model for addressing diversity that recruits, selects, trains, and motivates workers so that they share the same values and culture (not great – increases homogeneity)

protection model

identify disadvantaged and underrepresented groups and provide special protection for them (ok but can lead to perceptions of injustice between groups)

value model

value each diverse element of the organization for what it uniquely brings to the organization (good – recognizes that diversity is an asset and a natural outcome of a modern workforce)

DEI

diversity, equity, inclusion

who is a leader

the individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group

leader emergence

whether (or to what degree) an individual is viewed as a leader by others

leader effectiveness

refers to our understanding of what behaviors result in a valued outcome, regardless of how that person became a leader

tyrannical leader

manipulates and humiliates subordinates

derailed leader

abusive and engage in CWBs (lazy, fraud, theft)

supportive-disloyal leader

supports subordinates but against the goals of the organization

destructive leaders

• charisma

• personalized power

• narcissism

• negative life themes

• ideology of hate

may come into power during times of uncertainty or when cultural values appear to be challenged

attempted leadership

a leader accepts the goal of changing a follower (e.g., managing performance) and can be observed attempting to do so

successful leadership

a leader has adequately been able to change a follower's behavior (e.g., performance)

effective leadership

the leader and follower/subordinate are satisfied with the leader's style and has resulted in positive outcomes

managers

in charge of directing job tasks and performance

supervisors

oversee the team's performance or their subordinates' performance

leaders

guide and direct follower behavior, and should contribute to organizational or individual growth and development

“___” concerns us with the individual

leader

“___” concerns us with the leader and their subordinates

leadership

mcclelland’s achievement motivation theory

need for

• power

• achievement

• affiliation

affiliation need

the desire to connect or have approval from others

great man theory

theory that we can examine someone's life and determine what leads to greatness

trait theory

leaders possess important characteristics that mean they will be a good leader and only certain people have these traits

• Intelligence

• Age

• Height

• Gender