F: Outcomes

Question 1

12. Burnout, boredom and engagement at the workplace

Answer 1

• 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

Question 2

A taxanomy of employee well being

Answer 2

• 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 boredomopposite of engagement
• Workaholic, engaged, bored, burned-out, satisfied

Question 3

Antecedents and consequences of burnout, boredom and engagement

Answer 3

• 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

Question 4

Individual differences in employee well-being

Answer 4

• 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

Question 5

Possible explanations for burnout, boredom, engagement

Answer 5

• 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

Question 6

13. Job satisfaction, motivation and performance

Defining job satisfaction and job performance

Answer 6

• Job satisfaction= global job satisfaction, facet job satisfaction
• Job performance= task performance, OCB, CWB (counterproductive work behavior) , employee withdrawal

Question 7

Job sat-task perf

Answer 7

• Positive relation

Question 8

job at-task perf relation

Answer 8

• Performance-satisfactionbidirectional or one causes other, or spurious
• Support for spuriousness, unlikely causal

Question 9

Relation between job satisfaction, ocb cwb, employee withdrawal

Answer 9

• 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

Question 10

Where are job sat and job perf most strongly related

Answer 10

• Rewards

* Complex job creativity, social interaction

Question 11

14. Safety at work

Accidents at work

Answer 11

• 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

Question 12

Accidents: exposure and propensity

Answer 12

• 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

Question 13

Slips, lapses ,mistakes, violations

Answer 13

• 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

Question 14

Active and latent failures

Answer 14

• 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

Question 15

Antecedents of accidents at work

Answer 15

• Characteristics: physical environment issues, human behavior management practices bad maintenance of machinery and tools

Question 16

Safety climate, safety management, safety citizenship behaviors

Answer 16

• 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

Question 17

15. Sickness Absence and Sickness Presence

Prevalence and cost of sickness absence

Answer 17

• Sickness absence, sickness presence
• Employee reported data
• Absence varies across indicators, countries, gender (f)
• Dysfunctional for person, team, organization, society

Question 18

Forms of sickness absence

Answer 18

• 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

Question 19

Traditional approaches of examining sickness

Answer 19

• Antecedents of sickness: on 4 levels: worker group, organization, society
• Employee health and well being major antecedent

Question 20

Prevalence and cost of sickness presence

Answer 20

• 30% to 80%
• Only employee reports
• Dysfunctional for workers

Question 21

Decision models of absence vs presence

Answer 21

• 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