Organizational management test 2

Chapter 5: Stress

Definition of Stress

Stress is a psychological response to demands that possess certain stakes for the individual and that tax or exceed the person’s capacity or resources.

Stressful Life Events

Stressful events are significant life changes that can affect an individual’s physical and psychological well-being, such as job loss, illness, or personal conflicts.

Transactional Theory of Stress

This theory explains how stressors are perceived and appraised. It involves two stages:

• Primary appraisal – Assessing whether a stressor is threatening.

• Secondary appraisal – Evaluating available resources to cope with the stressor.

Types of Stressors

• Challenge Stressors – Positive stressors that push individuals to achieve goals (e.g., workload, time pressure).

• Hindrance Stressors – Negative stressors that hinder progress and performance (e.g., role conflict, job insecurity).

• Work Stressors – Stressors originating from the workplace (e.g., deadlines, conflicts with colleagues).

• Non-Work Stressors – Stressors from outside work (e.g., family responsibilities, personal issues).

Coping Strategies

• How People Select Strategies: Individuals choose coping strategies based on their assessment of the situation and available resources.

• Types of Coping Strategies:

  • Problem-focused coping – Addressing the problem causing stress.

  • Emotion-focused coping – Managing emotional responses to stress.

Types of Strain

• Physiological Strain – Physical symptoms such as headaches and high blood pressure.

• Psychological Strain – Mental health issues like anxiety and depression.

• Behavioral Strain – Negative behaviors such as overeating or substance abuse.

Individual Differences in the Stress Process

• Type A Personality: Individuals who are competitive, impatient, aggressive, and highly driven, often experiencing higher stress levels.

Importance of Stress (Connection to JP and OC)

• Job Performance (JP): Stress can decrease productivity and efficiency or, in some cases, enhance performance through challenge stressors.

• Organizational Commitment (OC): High stress levels can lead to burnout and lower commitment to the organization.

Organizational Methods to Manage Stress

• Job redesign

• Employee assistance programs (EAPs)

• Wellness programs

• Stress management training

• Supportive leadership

Chapter 6: Motivation

Definition of Motivation

Motivation is the set of energetic forces that originate both within and outside an individual and that initiate work-related effort and determine its direction, intensity, and persistence.

Expectancy Theory

This theory explains motivation based on:

• Expectancy: Belief that effort leads to performance.

• Instrumentality: Belief that performance leads to rewards.

• Valence: Value of the reward.

Goal Setting Theory

• Setting specific, challenging goals enhances motivation and performance.

• Goals should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound).

Equity Theory

• Individuals compare their inputs (effort, experience) and outcomes (salary, recognition) to others.

• Perceived inequity can lead to demotivation or changes in behavior.

Importance of Motivation (Connection to JP and OC)

• Job Performance (JP): Higher motivation leads to better job performance.

• Organizational Commitment (OC): Motivated employees are more committed to the organization.

Chapter 7: Trust, Justice, and Ethics

Definitions

• Trust: The willingness to be vulnerable to an authority based on positive expectations.

• Justice: The perceived fairness of treatment in the workplace.

• Ethics: The degree to which behaviors conform to generally accepted moral norms.

Factors of Trust

• Disposition-Based Trust: Trust based on personality traits.

• Cognition-Based Trust: Trust based on rational assessment of a person’s reliability.

• Affect-Based Trust: Trust based on emotional bonds.

Dimensions of Justice

• Distributive Justice: Fairness of outcomes (e.g., salary, promotions).

• Procedural Justice: Fairness of processes and decision-making.

• Interpersonal Justice: Fairness in treatment by others.

• Informational Justice: Fairness in communication and transparency.

Four-Component Model of Ethical Decision Making

1. Moral Awareness: Recognizing an ethical issue.

2. Moral Judgment: Deciding what is ethically right or wrong.

3. Moral Intent: Commitment to ethical behavior.

4. Ethical Behavior: Taking action in line with ethical principles.

Importance of Trust (Connection to JP and OC)

• Job Performance (JP): Higher trust leads to greater cooperation and productivity.

• Organizational Commitment (OC): Employees are more committed when they trust their leaders and organization.