MGT 3620 Chapters 4 and 5 Flashards

Job Satisfaction

A pleasurable emotional state resulting from the appraisal of one’s job or job experiences.

People subconsciously and consciously seek to attain a job that meets their values.

Is Job Satisfaction Important?

Yes, job satisfaction has a moderate positive effect on job performance and a STRONG effect on organizational commitment along with job continuance.

Value Percept Theory

Job satisfaction depends on whether an individual perceives that their job provides what they value

Job Satisfaction Components

1. Pay (contingent on job duties)

2. Promotion (contingent on fairness and equity)

3. Supervision (contingent on usefulness and likeability)

4. Coworker (contingent on usefulness and likeability)

5. Work (contingent on interesting and challenging)

What Matters More: Work or Pay?

Work, we spend more time thinking about the work itself than the pay

Job Enrichment

Includes duties and responsibilities of the job being expanded to provide more variety

Job Characteristics Theory

Jobs are more intrinsically enjoyable when work tasks are (1) challenging; and (2) fulfilling. Made up of five core job characteristics.

5 Core Job Characteristics

1. Variety

2. Identity

3. Significance

4. Autonomy

5. Feedback

Job Crafting

Includes employees shaping, molding, and redefining their jobs in a proactive way

Task Crafting

Involves employees altering the tasks they perform by adapting their role or taking on tasks that fit their strengths and interests

Relational Crafting

Involves employees altering the nature or quality of interactions they have at work

Cognitive Crafting

Involves employees reframing their mindset about the job or task in a way that’s more meaningful to them

Affective Event Theory

A theory that describes how workplace events can generate emotional reactions that impact work

Emotional Intelligence

The ability to monitor one's own and other people's emotions, to discriminate between different emotions and label them appropriately and to use emotional information to guide thinking and behavior

Emotional Labor

The need to manage emotions to complete job duties

Emotional Contagion

One person can “catch” the emotions of another person.

3 Components of Burnout

Exhaustion, Cynicism, and Inefficacy

Stress

A psychological response to demands where there is something at stake and where coping with the demands taxes or exceeds a person’s capacity or resources.

Yerkes-Dodson Law

More physiological and mental arousal can increase performance but only up to a certain threshold.

Surface Acting

Faking emotional expressions to meet expectations

Deep Acting

Adapting emotions to feel and express the expected emotion

Transactional Theory of Stress

A theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions and appraisals.

Challenge Stressors

Stressful demands that people tend to perceive as opportunities for learning, growth, and achievement

Hindrance Stressors

Stressful demands that don’t allow you to grow or go forward. They decrease job performance and organizational commitment.

Emotions

States of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance.

Moods

States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything

Anger

Certainty of unfairness

Anxiety

Uncertainty of future threat

Fear

Certainty of danger

Guilt

Feeling responsible for a moral failure

Shame

Feeling responsible for an identity failure

Sadness

Certainty of a loss

Strains

The negative consequences that occur when demands tax or exceed a person’s capacity or resources

Stressors

The demands that cause people to experience stress

4 Categories of Stressors

1. Hindrance Work (role conflict, role ambiguity, role overload)

2. Hindrance Non-work (family conflict, financial uncertainty)

3. Challenge Work (time pressure, work complexity)

4. Challenge Non-work (Family time demands, personal development)

Primary Appraisal

Is this stressful?

Secondary Appraisal

How can I cope with the stress?

3 Types of Strains

1. Physiological strains (difficulty sleeping, strained eyes)

2. Psychological Strains (burnout, mental health)

3. Behavioral Strains (less productivity, more absenteesim)

Exhaustion

Profound physical, cognitive, and emotional fatigue

Cynicism

Erosion of engagement

Inefficacy

Feelings of incompetence and a lack of achievement and productivity

Signs of Burnout

1. Decreased productivity and quality of work

2. Self doubt and pessimism

3. Low energy

4. Withdrawal from favorite activities and social groups

5. Increased negative emotions

How can YOU manage your stress?

1. Create a routine that prioritizes your mental and physical health

2. Shift your perspective

3. Reduce your exposure to job stressors

4. Choose non promotable tasks that are right for you

Organizational/Manager Strategies for Stress

1. Conduct an assessment

2. Reduce stressors

3. Provide resources

4. Reduce strains