Organizational management test 2

Definition of Stress

Stress is a psychological response to demands that exceed an individual’s capacity.

Stressful Life Events

Significant life changes affecting an individual’s well-being, such as job loss or illness.

Primary appraisal

Assessing whether a stressor is threatening.

Secondary appraisal

Evaluating available resources to cope with a stressor.

Challenge Stressors

Positive stressors that push individuals to achieve goals, like workload.

Hindrance Stressors

Negative stressors that hinder progress, such as job insecurity.

Work Stressors

Stressors that originate from the workplace, like deadlines.

Non-Work Stressors

Stressors from outside work, such as family responsibilities.

Problem-focused coping

Addressing the problem that causes stress.

Emotion-focused coping

Managing emotional responses to stress.

Physiological Strain

Physical symptoms resulting from stress, like headaches.

Psychological Strain

Mental health issues like anxiety and depression caused by stress.

Behavioral Strain

Negative behaviors, such as substance abuse, resulting from stress.

Type A Personality

Competitive and aggressive individuals who often experience high stress levels.

Job Performance (JP)

Stress can decrease or enhance productivity depending on the nature of the stressor.

Organizational Commitment (OC)

High stress can lead to burnout and lower commitment to the organization.

Job redesign

An organizational method to manage employee stress.

Employee assistance programs (EAPs)

Support programs provided by organizations to help employees manage stress.

Wellness programs

Organizational initiatives aimed at promoting employee health and reducing stress.

Stress management training

Training programs designed to equip employees with coping strategies for stress.

Trust

The willingness to be vulnerable based on positive expectations of an authority.

Justice

The perceived fairness of treatment within the workplace.

Ethics

Conformance to generally accepted moral norms in behaviors.

Disposition-Based Trust

Trust based on personality traits.

Cognition-Based Trust

Trust based on a rational assessment of reliability.

Affect-Based Trust

Trust based on emotional bonds with another individual.

Distributive Justice

Fairness of outcomes, such as salary and promotions.

Procedural Justice

Fairness of processes and decision-making in the workplace.

Interpersonal Justice

Fairness in treatment by others.

Informational Justice

Fairness in communication and transparency.

Four-Component Model of Ethical Decision Making

A model that includes moral awareness, judgment, intent, and behavior.

Moral Awareness

Recognizing an ethical issue.

Moral Judgment

Deciding what is ethically right or wrong.

Moral Intent

Commitment to ethical behavior.

Ethical Behavior

Taking action in accordance with ethical principles.

Importance of Trust (JP and OC)

Higher trust leads to greater cooperation and better job performance.

Motivation

The energetic forces that initiate work-related effort and determine its direction.

Expectancy Theory

Motivation theory stating effort leads to performance, which leads to rewards.

Instrumentality

The belief that performance leads to rewards.

Valence

The value of the reward.

Goal Setting Theory

Theory stating that setting specific, challenging goals enhances motivation.

SMART Goals

Goals that are Specific, Measurable, Achievable, Relevant, and Time-bound.

Equity Theory

Theory where individuals compare their inputs and outcomes to those of others.

Perceived inequity

Feeling of unfairness that can lead to demotivation.

Importance of Motivation (JP and OC)

Higher motivation results in better job performance and organizational commitment.