Most difficult things part 1

Question 1

Two parts of the Job Demands-Resources (JD-R) model

Answer 1

Job demands

Job resources

Question 2

Two perspectives to diversity

Answer 2

• Social categorization perspective

- Information/decision-making perspective

Question 3

Social categorization perspective

Answer 3

• Prefer to work with similar others.
• Emphasises the negative effects of work group diversity
• Focuses on relational aspects.

Question 4

Information/decision-making perspective

Answer 4

• People prefer to work with different others.
• Emphasises the positive effects of work group diversity.
• Focuses on task performance.

Question 5

Main types of diversity

Answer 5

• Demographic diversity: age, gender, race, etc. (non-job-related)
• Functional diversity and educational background diversity (job-related)

Question 6

What does social categorization translate into?

Answer 6

Intergroup bias

Question 7

Intergroup bias

Answer 7

Tendency to evaluate one’s own membership group (the in-group) or its members as more favourable than a non-membership group (the out-group) or its members.

Question 8

Three moderating factors of the effects of diversity

Answer 8

1. Cooperation and Interdependence.
2. Team/time tenure.
3. Diversity mindsets

Question 9

Why do we socially categorise?

Answer 9

Because we have limited cognitive capability:

We categorise and cluster people to deal with too many stimuli.

Question 10

Besides interdependence, cooperation, team/time tenure, and diversity mindset, what are the remaining two moderating factors?

Answer 10

Collective rewards

Prosocial motivation: desire to protect and promote the well-being of others.

Question 11

Stages of globalization

Answer 11

Domestic - International - Multinational - Transnational

Question 12

Stages of globalization

Answer 12

Domestic - International - Multinational - Transnational

Question 13

Job crafting

Answer 13

Employee-job redesign (bottom-up).

Question 14

Three types of changes in jobs

Answer 14

1. The tasks.
2. The interpersonal relationships.
3. The cognitive stance.

Question 15

JD-R Model

Answer 15

Idea: even if you work in a demanding role, you can experience less stress if your organization provides resources to support you.

Question 16

Four dimensions of job crafting

Answer 16

1. Challenging demands
2. Hindering demands
3. Social job resources
4. Structural resources

Question 17

Two primary outcomes job analysis

Answer 17

1. Job description: major tasks, duties, and responsibilities.
2. Job specification: qualifications a person should be capable of to perform job.

Question 18

The job analysis can be based on:

Answer 18

• Task-based compentencies

- Competency-based competencies.

Question 19

Four approaches to job design

Answer 19

Mechanistic job design
Biological job design
Perceptual-motor job design
Motivational job design

Question 20

Mechanistic job design

Answer 20

Make job simple and repetitive (can lead to overspecialisation, repetition, and boringness)

Question 21

Biological job design

Answer 21

Make job physically easier to increase efficiency and lowering chances of getting injured.

Question 22

Perceptual-motor job design

Answer 22

Lower the mental strain on the job.

Question 23

Motivational job design

Answer 23

Make the job more meaningful to increase employee motivation.

Question 24

Three approaches job redesign

Answer 24

1. Physical environment
2. Job characteristics
3. Job crafting

Question 25

Five core job characteristics JCM

Answer 25

1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

Question 26

Health Impairment Process

Answer 26

Poorly designed jobs or chronic demands exhaust employees, which can lead to energy depletion and health problems.

Question 27

Motivational process

Answer 27

Job resources have a motivation impact that, intrinsically or extrinsically, lead to high work engagement, low cynicism, etc.

Question 28

Person-Organization Fit

Answer 28

The compatibility between people and the organizations’ for which they work. Primary focus on the congruence between organizational and individual values.

Question 29

Person-job fit

Answer 29

The compatibility between the individual and the job or tasks they need to perform.

Question 30

Biggest threat to internal recruiting

Answer 30

Resistance to change / stifle creativity and innovation because everyone in the organization, even the “new hires” are part of the old organizational culture.

Question 31

Selection biases:

Answer 31

• Physical appearance
• Impression management
• Confirmation bias
• Decoy effect

Question 32

Implicit bias

Answer 32

Also known as unconscious bias. People acting on the basis of prejudice and stereotypes without intending to do so.

Question 33

Impression management consists of:

Answer 33

• Application self-promotion: individuals hope to be seen as competent.
• Applicant integration: individuals seek to be likeable.

Question 34

OCEAN personality types

Answer 34

Openness to experience
Conscientiousness
Extrovertism
Agreeableness
Neurotisicm

Question 35

Type of fit used in the selection process

Answer 35

Behaviour-job fit

Question 36

Three basic functions performance appraisal

Answer 36

Engaging
Informing
Evaluating

Question 37

BARS Form

Answer 37

Combines graphical rating scale with critical incident method.

Question 38

Herzberg

Answer 38

Motivational factors

Hygiene factors

Question 39

Vroom

Answer 39

Expectancy theory.

Expectancy: effort > performance.
Instrumentality: performance > outcome.
Valence: outcome > reward.

Question 40

What is closest to influencing pay satisfaction?

Answer 40

Perceptions of pay policies and administration

Question 41

Job demands

Answer 41

The physical, emotional, and mental stressors in the job.

Question 42

Job resources

Answer 42

The physical, social, and organisational factors that help you achieve your goals and reduce stress.