Most difficult things part 1 Flashcards
Two parts of the Job Demands-Resources (JD-R) model
Job demands
Job resources
Two perspectives to diversity
- Social categorization perspective
- Information/decision-making perspective
Social categorization perspective
- Prefer to work with similar others.
- Emphasises the negative effects of work group diversity
- Focuses on relational aspects.
Information/decision-making perspective
- People prefer to work with different others.
- Emphasises the positive effects of work group diversity.
- Focuses on task performance.
Main types of diversity
- Demographic diversity: age, gender, race, etc. (non-job-related)
- Functional diversity and educational background diversity (job-related)
What does social categorization translate into?
Intergroup bias
Intergroup bias
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.
Three moderating factors of the effects of diversity
- Cooperation and Interdependence.
- Team/time tenure.
- Diversity mindsets
Why do we socially categorise?
Because we have limited cognitive capability:
We categorise and cluster people to deal with too many stimuli.
Besides interdependence, cooperation, team/time tenure, and diversity mindset, what are the remaining two moderating factors?
Collective rewards
Prosocial motivation: desire to protect and promote the well-being of others.
Stages of globalization
Domestic - International - Multinational - Transnational
Stages of globalization
Domestic - International - Multinational - Transnational
Job crafting
Employee-job redesign (bottom-up).
Three types of changes in jobs
- The tasks.
- The interpersonal relationships.
- The cognitive stance.
JD-R Model
Idea: even if you work in a demanding role, you can experience less stress if your organization provides resources to support you.
Four dimensions of job crafting
- Challenging demands
- Hindering demands
- Social job resources
- Structural resources
Two primary outcomes job analysis
- Job description: major tasks, duties, and responsibilities.
- Job specification: qualifications a person should be capable of to perform job.
The job analysis can be based on:
- Task-based compentencies
- Competency-based competencies.
Four approaches to job design
Mechanistic job design
Biological job design
Perceptual-motor job design
Motivational job design
Mechanistic job design
Make job simple and repetitive (can lead to overspecialisation, repetition, and boringness)
Biological job design
Make job physically easier to increase efficiency and lowering chances of getting injured.
Perceptual-motor job design
Lower the mental strain on the job.
Motivational job design
Make the job more meaningful to increase employee motivation.
Three approaches job redesign
- Physical environment
- Job characteristics
- Job crafting
Five core job characteristics JCM
- Skill variety
- Task identity
- Task significance
- Autonomy
- Feedback
Health Impairment Process
Poorly designed jobs or chronic demands exhaust employees, which can lead to energy depletion and health problems.
Motivational process
Job resources have a motivation impact that, intrinsically or extrinsically, lead to high work engagement, low cynicism, etc.
Person-Organization Fit
The compatibility between people and the organizations’ for which they work. Primary focus on the congruence between organizational and individual values.
Person-job fit
The compatibility between the individual and the job or tasks they need to perform.
Biggest threat to internal recruiting
Resistance to change / stifle creativity and innovation because everyone in the organization, even the “new hires” are part of the old organizational culture.
Selection biases:
- Physical appearance
- Impression management
- Confirmation bias
- Decoy effect
Implicit bias
Also known as unconscious bias. People acting on the basis of prejudice and stereotypes without intending to do so.
Impression management consists of:
- Application self-promotion: individuals hope to be seen as competent.
- Applicant integration: individuals seek to be likeable.
OCEAN personality types
Openness to experience Conscientiousness Extrovertism Agreeableness Neurotisicm
Type of fit used in the selection process
Behaviour-job fit
Three basic functions performance appraisal
Engaging
Informing
Evaluating
BARS Form
Combines graphical rating scale with critical incident method.
Herzberg
Motivational factors
Hygiene factors
Vroom
Expectancy theory.
Expectancy: effort > performance.
Instrumentality: performance > outcome.
Valence: outcome > reward.
What is closest to influencing pay satisfaction?
Perceptions of pay policies and administration
Job demands
The physical, emotional, and mental stressors in the job.
Job resources
The physical, social, and organisational factors that help you achieve your goals and reduce stress.
