F: Outcomes Flashcards
- Burnout, boredom and engagement at the workplace
- Exhaustion, mental distancing, (cynicism, depersonalization), lack of professional efficacy
- Core of burnout= exhaustion and mental distancing
- Not limited to work with other ppl
- Boredom=low arousal, dissatisfaction, results from under-stimulation
- Work engagement= vigor, dedication, absorption
- Self-questionnaires
- Engagement severely related to burnout and boredom
A taxanomy of employee well being
- 2 dimensions of well being: pleasure-displeasure, activation-deactivation
- Engagement and workaholism have drive, but nature of drive is different (workaholics don’t enjoy work)
- Burnout and boredomopposite of engagement
- Workaholic, engaged, bored, burned-out, satisfied
Antecedents and consequences of burnout, boredom and engagement
- Main antecedents of burnout: high quantitative and qualitative job demands, poor job resources
- Burnout has negative impact on health and organization
- Monotounus, repetitive, unchallenging and meaningless jobs foster boredom
- Boredom: counterproductive work behavior more salient than burnout
- Challenging job demands and resources boost engagement
- Effects of engagement opposite to burnout
- Burnout affects health, engagement affects motivation
Individual differences in employee well-being
- Dispositions: directly or indirectly influence well being, or third variable or moderator for job characteristics or outcomes
- Burnout, boredom, engagement linked to similar individual differences and beliefs and inactivity, need for stimulation, drive
Possible explanations for burnout, boredom, engagement
- Burnout=lacking reciprocity in social exchange relationships (persons, team, organization)
- Boredom=internal arousal too high or too low
- Engagement= inherent motivational quality of (job and personal) resources
- Job satisfaction, motivation and performance
Defining job satisfaction and job performance
- Job satisfaction= global job satisfaction, facet job satisfaction
- Job performance= task performance, OCB, CWB (counterproductive work behavior) , employee withdrawal
Job sat-task perf
• Positive relation
job at-task perf relation
- Performance-satisfactionbidirectional or one causes other, or spurious
- Support for spuriousness, unlikely causal
Relation between job satisfaction, ocb cwb, employee withdrawal
- Global job sat positively linked to ocb and negatively to cwb
- Satisfaction more strongly related to cwb than task performance
- Small negative relations between job satisfaction and withdrawal
Where are job sat and job perf most strongly related
- Rewards
* Complex job creativity, social interaction
- Safety at work
Accidents at work
- Accidents bad
- Employers took no responsibilities in past
- Change from emphasis on technical measures to increased safety , individual-based prevention measures, application of general management principles
- Joint responsibility
Accidents: exposure and propensity
• Exposure=number of opportunities for accidents
• Propensity= conditional probability that accident occurs if opportunity is given
• More likely when both high
Accidents (A)= P x E
• Exposure-related factors: task itself safer
• Propensity: making workers behave more safely
Slips, lapses ,mistakes, violations
- Non-intended errors, intended errors, violations
- Slips=actions not carried out as planned
- Lapses=forgetting to perform required action
- Knowledge-based errors=poor understanding of situation
- Rule-based errors=incorrect application of rule
- Violations to achieve work goals
Active and latent failures
- Active failures=unsafe acts (cognitive errors, violatons)
- Latent failures=fallible management decisions, line management deficiencies, psychological precursors to unsafe acts and inadequate defences against unsafe acts
- Accidents when both combined Swiss cheese model
Antecedents of accidents at work
• Characteristics: physical environment issues, human behavior management practices bad maintenance of machinery and tools
Safety climate, safety management, safety citizenship behaviors
- Safety climate= organization policies, procedures and practices related to safety
- Safety climate and accident rates closely related
- Organizational intervention: involvement of the top management, clear and open communication about safety, providing workers with discretion, skills and knowledge to work safely
- Sickness Absence and Sickness Presence
Prevalence and cost of sickness absence
- Sickness absence, sickness presence
- Employee reported data
- Absence varies across indicators, countries, gender (f)
- Dysfunctional for person, team, organization, society
Forms of sickness absence
- Forms of sickness absence based on frequency, volition, duration
- Long term 3 days-12 month, short term 1 day-6 month
- Volition: voluntary vs involuntary
Traditional approaches of examining sickness
- Antecedents of sickness: on 4 levels: worker group, organization, society
- Employee health and well being major antecedent
Prevalence and cost of sickness presence
- 30% to 80%
- Only employee reports
- Dysfunctional for workers
Decision models of absence vs presence
• Worker decides how to behave when sick
• Models start from health and well being at work, enter external aspects, focus on absence and presence, consequences
• Johansson=work ability as separate step
• Aronssoon neg and pos
• Johns=personality and attribution
Multilevel framework of work attendance and sickness
