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PSY4409 > Module 6 > Flashcards

Module 6 Flashcards

1
Q

Nowadays, what kinds of skills are employers looking for in employees?

A
  • Flexibility
  • Adaptability
  • Innovation
  • Resilience
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2
Q

Due to technological advances, work roles have changed from being ____ to ____ ?

A

Technical to monitory

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3
Q

In what ways have companies tried to make themselves more attractive to potential employees?

A
  • Introducing family-friendly policies

- Promoting career development opportunities

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4
Q

What 3 things hallmarked the 1980s?

A
  • Organisational downsizing
  • Redundancies
  • More complex operations
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5
Q

What is one societal change that has influenced the nature of work in recent times?

A

Ageing population

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6
Q

What does Simon Moss spend most of his time at work doing?

A

Dealing with bullying within organisations

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7
Q

According to Simon Moss, what is the main cause behind interpersonal issues within organisations?

A

Rather than it being about individual problems such as narcissism, these difficulties are usually due to general feelings of uncertainty about job roles, security etc, within the workplace environment.

Ie. the environment is as much to blame as the individuals

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8
Q

According to Simon Moss, what helps individuals flourish most within organisations?

A

When they have a clear vision of the future

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9
Q

What are the characteristics of good visions of the future for organisations?

A
  1. Consistent with past achievements of the organisation, not something revolutionary
  2. The vision should align with employees’ values (clench left fist)
  3. Don’t change the vision too quickly - bring it in gradually after 1-2 years after new leader starts
  4. Unique vision to the organisation
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10
Q

What are some of the positive forces of diversity?

A
  • Increased job satisfaction amongst staff leading to reduced costs associated with recruitment
  • Enhanced customer relations through meeting the needs of diverse customers
  • Enhanced organisational creativity, flexibility, and innovation
  • Sustainable development and business advantages
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11
Q

What are some of the negative forces of diversity?

A
  • Diminished cultural relatedness among employees
  • The need for financial support to support flexibility where it doesn’t occur naturally
  • Workplace harmony being jeopardised when there is conflict
  • Potential for conflict between organisations
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12
Q

What is one of the negative impacts of globalisation on organisations?

A

Events in one country impact events in another eg: 2008 GFC

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13
Q

What are some of the things that separate bullying from other forms of workplace conflict?

A
  • Repeated over a long period of time
  • Perception of being bullied
  • Negative consequences experienced
  • Power imbalance
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14
Q

What are some specific ways bullying can occur in the workplace?

A
  • Being given unreasonable deadlines
  • Receiving persistent and undue criticism
  • Rumours and gossip spread about them
  • Social isolation
  • Physical and verbal abuse
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15
Q

What are some personality factors that may contribute to bullying victimhood?

A
  • High conscientiousness
  • High neuroticism
  • Low extraversion
  • Low assertiveness
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16
Q

In Aquino and Lamertz (2004), what are the 4 roles they talk about?

A
  • Provocative victim
  • Submissive victim
  • Domineering perpetrator
  • Reactive perpetrator
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17
Q

What are the 2 types of victimisation Aquni and Lamertz (2004) talk about?

A

Episodic and institutionalised

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18
Q

What type of triggers happen in episodic cases of victimisation? What type of triggers happen in institutionalised?

A 
Episodic = exogenous triggers
Institutionalised = endogenous triggers
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19
Q

What is the main difference between episodic and institutionalised victimisation?

A

Institutionalised is when the victimisation is a defining characteristic of the relationship, episodic is when it’s not

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20
Q

What levels of victimisation would you see between a dominating perpetrator and submissive victim?

A

High institutionalised

Low episodic

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21
Q

What levels of victimisation would you see between a dominating perpetrator and provocative victim?

A

Low institutionalised

High episodic

22
Q

What levels of victimisation would you see between a reactive perpetrator and submissive victim?

A

No significant levels of institutionalised or episodic victimisation

23
Q

What levels of victimisation would you see between a reactive perpetrator and provocative victim?

A

High institutionalised

Low episodic

24
Q

What are the organisational factors discussed by Aquino and Lamertz (2004) that may moderate whether victimisation occurs?

A
  • Dyadic social power
  • Access to social capital (3rd party actors, central role)
  • Organisational culture (norms supporting punitive measures, norms supporting incivility and rude behaviour)
25
Q

What is the major constraint for workers with families?

A

Time

26
Q

What proportion of Australians have seen an improvement in their work/life balance in the past 5 years?

A

3/10

27
Q

How much money is lost in Australia in unpaid overtime (each year?)?

A

$110 billion

28
Q

How many more hours per week do Australians work than they would like? What proportion of Australians work as many hours as they would like?

A
  • 2.5 hours

- 1 in 5

29
Q

What is the planning fallacy?

A

When we underestimate how long it takes to complete a task

30
Q

What mistakes to people often make when planning to get tasks done, specifically in terms of addressing potential obstacles?

A
  • They completely ignore potential obstacles, and thus overestimate how much they’ll get done
  • Or, they will think hard about all the different types of obstacles, then think that there’s not really that many obstacles, and become overconfident again

It’s best to think of 2-3 obstacles, then you’ll tell yourself, “well there must be many more out there”, and you’ll become less optimistic

31
Q

According to Moore and Miceli (1997), what are the 3 core elements of workaholism?

A
  1. Great deal of time spent in work activities
  2. Preoccupation with work, even when not working
  3. Working beyond what is reasonably expected
32
Q

Explain the syndrome-based model of addiction.

A

The syndrome-based model of addiction suggests that similar underlying mechanisms operate regardless of the object of addiction

33
Q

What are the 6 components of the components model of addiction?

A
  • Cognitive and behavioural salience
  • Mood modification
  • Tolerance
  • Withdrawal symptoms
  • Relapse and reinstatement, loss of control
  • Conflict
34
Q

Which work addiction scale is based on the components model of addiction?

A

Bergen Work Addiction Scale

35
Q

What is the rough prevalence of work addiction?

A

10%

36
Q

What has been the most widely used assessment measure of work addiction?

A

Workaholism Battery Scale

37
Q

What 3 elements combine to produce a workaholic? Provide examples

A
  • Biological (eg: genetics)
  • Psychological (eg: achievement-oriented personality traits)
  • Social (eg: organisational environment)
38
Q

Who is at risk of becoming a workaholic?

A
  • Those exposed to classical conditioning
  • High neuroticism
  • High conscientiousness
  • Those exposed to external motivators
  • Those with introjected regulation (the internalisation of of external standards of social approval and self-worth
  • Those from highly demanding families
39
Q

What dimensions of burnout are most associated with workaholism?

A
  • Emotional exhaustion
  • Cynicism
  • Depersonalisation
40
Q

What is one determinant of work that is more harmful for the well-being or workaholics than non-workaholics?

A

Working at night

41
Q

What is the masking mechanism? Provide example

A

When people engage in a more socially acceptable addiction (eg: work) to mask an addiction that is less socially acceptable eg: internet

42
Q

What are the 3 psychosocial working conditions that are the foundation of the demand-control-support model?

A
  • Job demand
  • Job control
  • Social support
43
Q

What makes a more significant contribution to employee health, over and above psychosocial conditions?

A

Organisational justice

44
Q

What do traditional workplace health promotion programs focus on? What approach do they take?

A

They focus on the individual with a lifestyle-oriented approach

45
Q

What are the 3 threads that need to be combined to reach an integrated intervention approach for workplace mental health?

A

1) Protect mental health by reducing work-related risk factors for mental health problems
2) Promote mental health by developing positive aspects of work as well as worker strengths and positive capacities
3) Address mental health problems among working people regardless of cause

46
Q

What are the 3 main areas of ergonomics?

A
  • Physical
  • Cognitive
  • Physical work environment
47
Q

What 4 areas of physical ergonomics need to be considered?

A
  • The user
  • Posture
  • Clearance - space needed to get in/out
  • Reach
48
Q

What does Bakker (2008) believe are the 3 key dimensions of flow?

A
  • Complete absorption
  • Enjoyment
  • Intrinsic motivation
49
Q

In terms of flow, what is dynamic equilibrium?

A

When there is exact synergy between the demands of a task and our ability to complete it

50
Q

What conditions and circumstances increase the likelihood that flow will occur?

A
  • Opportunities for growth and work autonomy
  • High self-efficacy
  • Social support
  • Innovation policies
  • Clear work goals
51
Q

What are some individual factors that may contribute to more flow?

A
  • Curiosity
  • Low self-centredness
  • Interest in life
  • Persistence
  • Resilience
  • Ability to make boring tasks more challenging and enjoyable
52
Q

What are some of the key work outcomes of flow?

A
  • Activities become rewarding and engaging - good for organisation
  • Increased positive affect
  • Personal development

PSY4409 (6 decks)

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