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