OHP

Question 1

1. Bakker & Demerouti (2017)—
2. Job Demands
3. Job Resources

Answer 1

1. Physical, psychological, social, organizational aspects of the job that required SUSTAINED physical, psychological efforts associated with physiological and psychological costs.
   Ex. High work pressure, demanding interactions with clients.
2. Physical, psychological, social, org. aspects of the job that are functional in achieving work goals, reduce job demands, associated with physiological and psychological costs or stimulate growth, learning and development.
   Ex. Autonomy, skill variety, performance feedback, opportunities for growth. Diminishes exhaustion and cynicism.

Question 2

3. JDR Model (2001) Top-down perspective, HR create work environment for their employees by setting targets, describing job tasks, providing resources. The Job Demands-Resource (JDR) Theory suggests that stress arises from the imbalance between job demands and the employee’s resources to meet those demands.
   Resources 1.) Autonomy 2.) Social Support 3.) Quality of relationship with supervisor 4.) Performance Feedback

Buffering role of resources on job demands.
First evidence of buffering role of various job resources on the relationship btwn. Job demands and burnout.
Expanded the role of the individual by modifying impact of job demands/resources on motivation/energy in form of personal resources, job crafting, self-undermining.
- Practical applications (theory) – Factors to improve JDR Model – Increase wellbeing of employee and efficiency of org. Functioning

Question 3

1. Burnout Definition

2. Work Engagement

Answer 3

1. A syndrome of chronic exhaustion; a cynical negative attitude regarding work and reduced professional efficacy that could occur in any job.
   Result of: 1.) Pattern of wrong expectations 2.) Progressive disillusionment 3.) A loss of coping strategies 4.) Emotionally demanding interactions with clients 5.) A lack of reciprocation in the exchange relationship
2. The mental state where employees feel full of physical energy (vigor), are enthusiastic about the content of their work and the things they do (dedication) and are so immersed in their work activities that time seems to fly (absorption).

Question 4

1. Personal Resources
2. Job Crafting
3. Self-Undermining

SEE MODEL.

4. Unresolved Issues (6):

Answer 4

1. Increased optimism and self-efficacy (good things happen)
   Belief that people hold regarding how much control they have over their environment.
   Motivation has a positive impact on job performance; whereas, strain has a negative impact on job performance.
2. A part of motivational process – proactive changes – employees make in their own work tasks (task crafting), cognitive crafting, relationship crafting (freq./interaction of social interaction)
3. A part of health impairment process
4. Direct link btwn job demands and resources
5. Dual Process- JDR theory proposes that the health impairment process (starting with job demands) is largely independent with the motivational process (starting with job resources).
6. Underlying Mechanisms- short of explaining underlying mechanisms builds on other theories in order to explain why job characteristics influences employee wellbeing and org. outcomes.
7. Two Types of Job Demands- Hindrance Job Demands- excessive or undesirable constraints that inhibit an individual’s ability to achieve valued goals Ex. Role conflict, role overload, role ambiguity.
   Challenge Job Demands- cost effort but promote growth, achievement of employment Ex. Workload, time pressure, and responsibility.
8. Heuristic (have to take initiative to learn on one’s own) and Flexibility (boundaries are too fluid/ambiguous)

Question 5

Other Models:

• **Job Demands Control Model (Karasek, 1979)- specific comb. Of demand and control level creates high strain.
  4 Quadrants. 4 Possible Outcomes. High Demand and High Control creates high risk of psychological strain and physical illness.
• Efforts Reward Imbalance Model (Siegrist, 1994)- mismatch btwn. Effort and reward creates high strain reactions and stress. In this model, failed reciprocity is defined as occurring when the individual expends high efforts that are insufficiently matched by rewards from the organization. The imbalance (too much effort t in relation to too few rewards) is thought to trigger negative emotions and physiological stress responses. Conversely, the positive emotions evoked by a balanced social exchange are theorized to promote general growth and well-being.
• Stress Response Model (Seyle, 1976) The AL model evolved from the stress-response work of Selye (1955), who argued that stress is the nonspecific response of the body to a demand, regardless of whether the demand resulted in pleasant or unpleasant conditions. Selye’s model of responses to stress suggested that the body adapts to stress via single-point tuning (e.g., changing blood oxygen levels).
• Social Exchange Theory (Adams, 1965)
• Conservation of Resources Model (Hobfoll, 2001) describes four main categories of resources (object, condition, personal characteristic, and energy).

- Allostatic Model (Ganster and Rosen, 2013) 
Initial Adaption (Primary) – Psychological, Physiological, Psychosomatic 
Set Point Adjustment (Secondary)— Immune System, Cardiovascular, Metabolic System
Health Outcomes (Tertiary)—Disease, psychological disorders, All-cause mortality

Question 6

Ma et al. (2021) - Goal orientation was found to be an important boundary condition to the stressor-appraisal relationship/process.

• *Specifically, the challenge stressor-challenge appraisal relationship was strengthened by learning goal orientation and performance-prove goal orientation.
• • The hindrance stressor-hindrance appraisal relationship was strengthened by performance-prove goal orientation and performance-avoidance goal orientation but weakened by learning goal orientation.

** Employees show their best job performance in work environments that combine challenge job demands with resources because these work environments will facilitate work engagement.

Answer 6

• LGO- Learning goal orientation (develop and master a situation)
• PPGO- Performance prove goal orientation (demonstrate competence, performance, gain positive judgments from others)
• PAGO- Performance avoidant goal orientation (reflects a desire to conceal incompetence and avoid performance failure and evaluation)
  LGO will go for both hindrance/challenge jobs b/c they will learn either way;
  PPGO will rise to challenge jobs because they will want to demonstrate;
  PPGO and PAGO will avoid or are more vulnerable to hindrance stressors
• Overall, this study shows that employees with different goal orientations appraise challenge and hindrance stressors quite differently.
• These differences subsequently affect their task performance and work proactivity.
• Moreover, goal orientation affects employees’ stress appraisals and performance in response to challenge and hindrance stressors consistently at both between- and within-person level.

Question 7

Gonzalez- Mule & Cockburn (2017)-
Main Findings: Individuals in low control jobs, high job demands are associated with a 15.4% increase in the odds of death compared to low job demands. High job demands are associated with a 34% decrease in the odds of death compared to low job demands for those in high control jobs.

Chen (2021- When supervisors who are abusive to their subordinates speak about this abuse to other subordinates, they are more likely to repeat abusive behavior/acts to subordinates in the future. This is due to the person-centeredness theory where the subordinate listening should not engage in the supervisor’s speaking of this abusive, and not give cues that they are engaged in their antidote.

Cognitive-Motivational-Relational Theory- proposes that abusive supervision talk leads to future hostility and subsequent behavior. Reliving the negative outward emotional state resulting from unfavorable interactions with subordinate and influences future impulses.

Question 8

Kundro (2021)- Customer sexual harassment through financial dependency and emotional labor (“perfect storm”).
Organizations could alleviate these issues by loosening emotional regulation requirements or putting less reliance on customer tips.

1. Emotional Labor puts pressure to produce service with a smile which acts as a behavioral deference during social interaction.
2. Outcomes are poorer health/work attitudes/employee turnover due to structural power and psychological power.

Harassment: verbal/physical conduct that denigrates or shows hostility or aversion toward an individual based on a certain social identity**.

• • Sexual Harassment: any unwanted sexual behavior appraised as offensive, threatening or stressful by the target.
• Sexual Hostility
• Unwanted sexual attention
• Abuse of Power

Quid Pro Quo (sexual exchange) or hostile work environments.

Psychological power is key proximal predictor from customers combined with emotional labor requirement which activates link high structural power contexts.

Question 9

Lim et al. (2008- Incivility is the mildest form of interpersonal stress; lack of regard for others and rudeness.

• Low intensity deviant behavior with ambiguous intent to harm.
• Cumulative effects wide ranging Ex. Silent treatment; hostile stares
  Not transparent/ “accidental”
  Nonverbal/ignoring/glaring

Incivility spiral defining the climate
(1) Norm Violation (2) Ambiguous Intent (3) Low Intensity
Antisocial employee behavior  Employee deviance, voluntary behavior that violates significant organizational norms and wellbeing of organization/members
Norms- shared respect and moral understanding among org. members that allows cooperation.

Reduces job satisfaction/job withdrawal (intentions to quit)
Unequal power situations; discomfort; distress; unhappiness; dissatisfaction
Neg. affects cognitive reactions at work lead to quit job and trigger lower mental and physical health outcomes
Women are possibly more “in tune” or sensitive

Question 10

Andersson and Pearson (1999) - little prior research on rude comments, thoughtless acts, and negative gestures. Verbal > physical; passive > active; subtle > overt; indirect > direct.

• Ambiguous intent yet subtle.
• Aim to introduce workplace incivility and examine how it relates to more intense workplace aggression.
• Incivility begets or gives rise to aggression.
• Spiral – “tit for tat” as there are many ways Party A may respond to Party B (including dismissing the incivility, leaving by not acting; counter aggression)
• Formation and escalation of conflict (Spiral) – Starting Point/ Tipping Points; Norm has been violated

1. ) Climate of formality
2. ) Training
3. ) Leadership
4. ) Recruitment/Selection
5. ) Work group Formation
6. ) Employee surveillance

Answer 10

PRECURSOR TO AGGRESSIVE BEHAVIOR

Interactionalist Model- adopted by Tedeschi and Felson (1994)—explains coercive actions between individuals (perp./target) are exchanged and this interchange can in turn emerge into obvious intent to harm. Processes rather than events. (1) Hot Temperament- impulsive and emotionally reactive, sensitive to insults, easily offended, alcohol and drugs, more rebellious (2) Informal Workplace Climate

Social Learning Model- prior experience - future, cannot select out for this in an org.
Managers evaluate their own behaviors, recruit ppl who characteristics are courteous and conduct multiple interviews/internships, reference checks, react swift and justly, setting strict policies and reinforcing norms “zero tolerance” for rudeness.

Workplace Aggression: type of personal coping with stress, people with prior record/violence
Efforts by individuals to harm others with whom they have worked with or org. presently/previously employed.

Individual Predictors of Aggression: 1. Trait Anger toward revenge 2. Type A, neurotic tendencies, externalization of blame 3. Alcohol consumption 4. Previous exposure 5. Frustration
Situational Predictors: (1) Job stressors (2) Supervisor treatment (3) Workgroup environment
Interactionalist Model- characteristics btwn. Perp. X target

Question 11

Berdhal (2007) social identity threat component to sexual harassment, man wins over women, remains dominant
“Uppity Women”- masculine women that deviate more from traditional characteristics are more harassed in male dominated domain due to power complex.

Quid pro quo **
Gender harassment **

Hersh and Barling (2010) Supervisor aggression has the strongest negative relationships with workplace attitudes (intentions to quit, job satisfaction, affective commitment), followed by coworker aggression, least strong was outside aggression. Supervisor aggression also related most to low job performance.

• • Tendency to associate it with the organization, hold org. responsible.
• • Aggression from peers might be more overt, where aggression towards a supervisor may be more covert.

Question 12

Matthews et al. (2015) - Adaption Models- stressors will relate to lower subjective well-being, however, over time, most individuals adapt and return to more positive levels of subjective well-being (even though the stressor is still present).
- Return to “set-point”.
- An individual’s emotion system adjusts or adapts to current life conditions such that they become “the new normal”.
Conservation of Resources Theory (Hobfoll, 1989) – explored Time 1 vs. Time 2. Increased exposure, WFC depletes resources and subjective well-being; with major life events can be nearly impossible to replace resources - person will start a new “set point”- to evaluate future stressful experiences
- Cognitive- reframing and searching for meaning (search for meaning in experience, mastery over the event or positive self-evaluations)
- Emotional adaption (negative and positive affect)
- Behavioral (coping skills and relationships)

Question 13

12. Greenhaus and Beutell (1985)  WORK FAMILY CONFLICT SEMINAL PAPER

Role Conflict—simultaneous occurrence of two (or more) sets of pressures that such compliance with one would make more difficult compliance with the other (Kahn, 1964).
Interrole Conflict – role conflict in which the sets of opposing pressures arise from participation in different roles.

Work Family Conflict—a form of interrole conflict in which the role pressures from the work and family domains are mutually incompatible in some respect. Participation in the work (family) role is made more difficult by virtue of participation in the family (work) domain.

Work Domain vs. Family Domain – demands occur simultaneously from Work and Family Domains based on 3 Role Pressure Incompatibility Factors
Produce Conflict between the role and another role when either of the 3 are affected:
1.) Time Based – devoted to one role makes it difficult to fulfill requirements of another role
2.) Strain Based – produced by one role makes it difficult to fulfill requirements of another role
3.) Behavior Based – required in one role makes it difficult to fulfill requirements of another role

Moderators: (1) Role Salience—central to a person’s self-concept
(2) Negative Sanction for Noncompliance with role demands – punishments for not
complying with demands, traditionally have differed btwn. men and women
Men have traditionally experienced stronger sanctions for noncompliance for work demands than family demands (work demand rules are more clear than family demand rules)

Question 14

Casper
5 Dimensions to Singles Culture—
1.) Social Inclusion 2.) Equal Work Opportunities 3.) Equal access to Benefits 4.) Equal Respect for Nonwork Life 5.) Equal Work Expectations
“Equity Theory”
Employees with families perceived more equity in most of these facets than singles….
Singles perceive less equal treatment with respect to nonwork support than employees with families.
Single Friendly Culture—shared assumptions, beliefs, values regarding the extent to which an organization supports integration of work and nonwork that is unrelated to family and the degree to which equity is perceived in the support of an organization provides for employees’ nonwork roles, irrespective of work family status. – Schein (1990)

Outcomes of perceived org. support on these 5 dimensions= Affective org. commitment and turnover intentions

Answer 14

Kelly et al. (2020)—COR THEORY, whether or not time spent in leisure has a positive or negative
impact on career sustainability by either generating or depleting resources. -Leisure seriousness
-Work Leisure Similarity (resembles work role, skills/activities involved)
- When leisure activities are not similar and also not seriousness, or when seriousness was low and similarity was high, time spent in leisure was positively associated with self-efficacy.
- When seriousness and similarity are both high, time spent in leisure was negatively associated with self-efficacy.

Sustainable career  “employees remain healthy, productive, happy, enjoyable throughout its course and that fits into broader life context”.
Enrichment Theory resources such as self-efficacy, resilience are born out of nonwork domain and can be used to sustain career
Self-Determination Theory autonomy supportive environment is important for resource generation

Question 15

16. Wilson and Bauman (2015)  Development of new interrole conflict constructs

Personal Role personal role is defined as including activities one pursues due to his or her own interests or for people outside of his or her family (i.e., other than one’s significant other, children, and/or relatives). Examples of personal activities include working on a hobby, spending time with friends, volunteering, religious activities, and exercising.
Need to understand this ‘Personal Domain’, without it researchers cannot clearly understand how roles other than family interfere with individuals’ work role including how interrole conflict impacts employees who do not have significant responsibilities in the family domain.
Thus, organizations should carefully consider the programs or benefits offered to their employees including employee discount programs (e.g., discounts on gym memberships, retail outlets, car rentals, resorts, and amusement parks; Stanger, 2013) and relocation or other travel options (if employees relocated and left a community for their current job) that might help employees fulfill their personal roles in addition to their family and work roles.

Question 16

Shao - Covid paper
We also found that experiencing work–family boundary stressors promote the likelihood of working in the office on the next day, regardless of the pandemic context. This may be because COVID-19 presents difficulties for employees to manage family demands with little preparation (Shockley et al., 2021). Thus, the need to reduce and recover from family-to-work interferences by distancing from home may be particularly pronounced, prompting employees to choose office as their next-day work location irrespective of potential health threats.

First, the current research highlights that employees may make daily work location choices to cope with various stressors in the pandemic.

Our results indicate that though COVID-related stressors alone do not necessarily deter employees from going to the office, their effects become apparent when considered in tandem with work-related stressors. Specifically, employees place greater importance on coping with workload stressors that encourage them to work from home when health-related threats (reflected by COVID-related stressors) are salient, while technology stressors may only surface as a critical demand to cope with when health concerns are less prominent.

Answer 16

Barber et al. (2015)—Telework Pressure; feel the need to be continuously connected to the workplace through ICTs to meet the needs of supervisors/colleagues and clients. “Autonomy Paradox”- continuous connection to one’s work is increasing employee stress by not allowing employees to take a substantial break from work. Telepressure= psychological state that encourages continued connection to work activities. Maintaining social relationships and impressions at work through computer mediated communication.
Limit message responding and checking to certain times of day or outlining “blackout” days or times when employees are not expected to respond.

Having influence via prescriptive norms (WHAT IS EXPECTED) over workplace tele-pressure also positions an organization to demonstrate support for a health workplace and work life balance.

Question 17

Diener (2006)  Revision of Hedonic Model Theory; happiness and sadness—always return to neutral (adaption theory); yet Diener argues that there are subjective “set points” within this. Something that drives what people determine to be life satisfaction, beyond ‘everyone just returning to the mean’.

• Set points change with life events, and there are things that change how people can perceive happiness.
• Adams (1965) Relative deprivation- comparing oneself to others; your happiness/unhappiness; what you have or don’t have  Based on who you compare to; what is salient to the individual ** Comparing upwards, more dissatisfied.

Kahneman & Deaton (2010)  Income has little to do with emotional wellbeing, but does have to do with life satisfaction; after $75,000 cut off threshold, where after that increases in income do not affect emotional wellbeing as much as spending time with people you like or keeping your health in check.
Emotional Wellbeing = emotional quality of an individual’s everyday life experience- the frequency and intensity of experiences of joy, stress, sadness, anger, and affection that make one’s life pleasant or unpleasant. (Health, caregiving, loneliness, smoking)
Life Evaluation = thoughts ppl have about their own life when they think about it. (Income and Education)
High income buys life satisfaction but not happiness, and low income is associated with both low life evaluation and emotional wellbeing.

Answer 17

Tay and Diener
Ryff and Keyes (1995) and Ryan and Deci (2000), like Maslow (1954) before them, proposed that there are universal human needs and that fulfillment of them is likely to enhance a person’s feelings of well-being. These theorists suggest that there are psychological needs, such as for close social relationships, mastery, and autonomy, which are wired into humans, and therefore, fulfilling these needs should lead to higher SWB
· Subjective wellbeing= happiness
· Contains two components: cognitive and affective
3 hallmarks in its definition that separates it from other indicators
o Subjective in nature o Positive o Global assessment
· Key life domains proposed by Diener o Work o Leisure o Health o Finance o Family o Self o One’s group
· Work and family receive a lot of attention
· Emerging is leisure domain
· Major theoretical frameworks
o Self determination theory by Deci and Ryan
From that need fulfillment theory is derived – Food Shelter, Safety Security, Social Support and love, Feeling respected and pride in activities, Mastery and Self-Direction and Autonomy
 1.) Life Evaluations 2.) Positive Feelings 3.) Negative Feelings

o DRAMMA model § Detachment from work-related thoughts § Recovery from work stress § Autonomy § Mastery § Meaning § Affiliation

Question 18

22. Shin & Hur (2021) – Emotional Exhaustion = indicator of customer incivility, costly to the organization to not have protective measures. Thus, our research advances JDC research by examining
    the moderating effect of enacting high job control (i.e., job crafting) and low job control (i.e., service scripts) on service employees’ reactions to customer incivility.
    The JDC model proposes the strain hypothesis and the buffer hypothesis. The strain hypothesis contends that high job demands result in strain, which is harmful to employee well-being (Karasek, 1979). The buffer hypothesis asserts that high job control attenuates the negative impact of job demands on employee well-being (Van der Doef & Maes, 1999). Job demands refer to psychological stressors, such as work overload, time pressure, conflicting demands, and interpersonal conflict, which drain employees’ mental and emotional resources (Karasek, 1979).
    Job crafting:
    Promotion focused (i.e., increasing structural job resources, social job resources, and challenging job demands) OR Prevention focused (i.e., decreasing hindering job demands) depending on whether it pursues positive outcomes or seeks to avoid negative outcomes.
    - Flexible and confident manner in control.
    - Job crafting acts as a guard against customer incivility by allowing service employees to exercise greater skill discretion. Job crafting involves learning and expanding skills that make one’s job more meaningful (Bakker & Demerouti, 2007; Tims et al., 2012). While crafting their job, service employees actively learn how to handle customer mistreatment effectively and regulate their negative emotions. Due to improved customer service skills and emotion regulation ability, employees become less vulnerable to customer incivility.
    -Job crafting facilitates the allocation of work-related resources (Tims et al., 2014) and enhances self-efficacy, work engagement, and perceived person-job fit.
    Within the JDC framework, job control comprises two components: Decision-making authority (i.e., the authority to make decisions on the job) and skill discretion (i.e., the variety of skills used on the job).
    In this regard, it would be more realistic for service organizations to enhance their employees’ coping capabilities and cultivate a work environment in which employees vent their stress and negative emotions. To this end, service organizations are recommended to implement counseling, coaching, and stress-management programs for their employees.
    Although job crafting is an employee-initiated job intervention, organizations can facilitate it by providing employees with more autonomy and discretion in determining their work goals, content, and methods (Thompson & Prottas, 2006). Encouraging service employees to craft their job not only curbs the negative effect of work stressors, but also boosts their work engagement, thereby contributing positively to their job performance.

Question 19

Sonnetag and Bayer (2005)  Etzion et al. (1998) Psychological detachment from work refers to the off-job experience of “switching off” mentally. It is hypothesized that a high degree of workload encountered during the work day has a negative impact on subsequent detachment processes and that psychological detachment from work is positively related to well-being. Psychological detachment from work was associated with positive mood and low fatigue.
predictor: High chronic specific day workload.
The results of this study point to a paradoxical situation. Previous research has shown that individuals who work long hours report a higher need for recovery after work (Sluiter, Van der Beek, & FringsDresen, 1999). The results of the present study show that when confronted with high workload, individuals are less successful at detaching themselves psychologically from work. Thus, when workload is high, need for recovery increases—but at the same time this high need for recovery is less likely to be satisfied. In addition, our study shows that psychological detachment from work is positively associated with positive mood and low fatigue at bedtime. Moreover, after working days characterized by high time pressure, the effect of psychological detachment on fatigue was particularly strong.
Helpful strategies to “switching off”: deliberate relaxation exercises, flow experiences during leisure activities, reduction of workload. Avoid chronic time pressure and refrain from long specific working days. Enhances work life-balance.

Answer 19

Sonnetag (2011)- 1. Workload 2. Emotional Labor  2 highly prevalent job stressors  High spillover to other domains.

• Emotional dissonance— refers to a discrepancy between the requirement to express specific emotions at work and the genuinely felt emotions.
• Emotional Exhaustion—‘‘feelings of being overextended and depleted of one’s emotional and physical resources”
• Accordingly, we propose that psychologically detaching from work during non-work time provides a temporary break from job demands which allows recovery to occur (Meijman & Mulder, 1998) which in turn should reduce the need for recovery and prevent emotional exhaustion.
• Our study showed that high workload, emotional dissonance, and low spatial work-home boundaries were negatively related to psychological detachment from work during non-work time. Low psychological detachment in turn was related to emotional exhaustion and need for recovery. In addition, psychological detachment partially mediated the relationship between workload and emotional exhaustion as well as between workload and need for recovery. Moreover, psychological detachment was a partial mediator between emotional dissonance and the self-report measure of emotional exhaustion and need for recovery.

Question 20

26. Richardson and Rothstein (2008) Stress management interventions (SMI) is an activity or a or program initiated by an organization that focuses on reducing the presence of work-related stressors or on assisting individuals to minimize the negative outcomes of exposures to these stressors.
    Primary- source of stress (targets)
    Secondary- reduce the severity of stress symptoms before they lead to serious health problems; cope with stress like cognitive-behavioral skills training, meditation, relaxation, deep breathing, exercise, journaling, time management, and goal setting.
    Tertiary- employee assistance programs- are designed to treat the employee’s health condition via free and confidential access to qualified mental health professionals.

• Relaxation and meditation aim to refocus attention away from the source of stress, to increase the person’s awareness of the tension in his or her body and mind, and to reduce this tension by “letting go.” Although they may reduce or eliminate troubling thoughts or feelings, they do not direct the individual to confront dysfunctional ideas, emotions, or behaviors. Thus, these are basically passive techniques.
• Cognitive–behavioral interventions, on the other hand, are more active. These interventions encourage individuals to take charge of their negative thoughts, feelings, and resulting behavior by changing their cognitions and emotions to more adaptive ones and by identifying and practicing more functional behavioral responses. In other words, cognitive–behavioral interventions promote the development of proactive as well as reactive responses to stress.
• Despite the stronger effects of cognitive–behavioral interventions, the most popular treatment components among the 55 interventions were relaxation and meditation techniques.
• Less expensive, easy to implement, medium effect.
• Cognitive– behavioral interventions, in contrast, are generally taught by a trained professional in a group session, and therefore require a greater investment of organizational resources.
• Organizational researchers may be tempted to institute a combination of treatments in hopes of producing more effective stress management.
• We suggest that when single components are resource intensive and relatively multifaceted at the outset, as is the case with cognitive–behavioral skills training, the organization’s ability to implement additional components effectively may decrease and work to the detriment of the more complex individual components.

Question 21

27. Holman and Axtell’s (2016) study, job redesign indirectly affects employees’ well-being, job performance, and psychological contract fulfillment through the change of job control and feedback.
28. Butts et al. (2013)  availability of policies vs. use at work; only availability is significant. Avail. And use were looked at for family supported policies as they relate to positive work attitudes including job satisfaction, affective commitment, and intention to stay. Small positive relationships.
29. ) On site child care
30. ) Dependent care resources/referral services
31. ) Financial assistance on dependent care
32. ) Paid family leave, elder care assistance
    * *How work life policies relate to organizational performance suggesting that policy availability is more affective over work attitudes through perceptions of support.
    * *Signaling Theory people interpret org. observable actions as signals of less observable signals making impressions about a firm’s motives. Symbolic corporation concern, how individuals “view the org.”
    * *Policy use improves employee outcomes through reductions in WFC.
33. Mandeville (2016)  likely to utilize family benefits if employees observe support from supervisors/coworkers for family/friendly benefit utilization.
    ‘Social Norms Theory’ people always align themselves with perceived social norms (even if it is diff than what one prefers); what they perceive of others, individual/social factors

Pluralistic Ignoranc- Misalignment and Misperception increase WFC and decrease utilization (occur simultaneously)

• Solutions: Monitor social norms (carefully) to ensure employees understand the realities of what is truly accepted by their org., supervisor, coworker.
• Create work environment accepting utilization
• More outspoken managers

Answer 21

30. Hammer (2011)  Supervisor training to increase support for family is among frequently advocated interventions by work and life experts. Support of supervisors is important for increasing work family supportive behaviors.
    Increases: Job satisfaction/ Physical Healthy Decreases: Intentions to turnover
    Set goals to self monitor frequency of FSSB (Family Supportive Supervisor Behavior) postraining, behavioral self monitoring
    Worked for high WFC but detrimental outcomes for employees with lower levels of WFC

Question 22

31. Gajedran/Harrison (2007)  Telecommuting had small but mainly beneficial effects on proximal outcomes, such as perceived autonomy and (lower) work–family conflict.
    Telework increase work life balanced, heightened moral, increased productivity
    Enhance job related attitudes, improve performance, and reduce stress.

Decreased WFC, decreased Face to face increased freq./richness of communication, supervisor and employee relationship got better quality; but it got worse for coworkers relationships.
Meta-analytic findings by Gajendran & Harrison
Telecommuting related to autonomy (0.22)
- Modest effects with work-family conflict, relationship with supervisor, job satisfaction, and performance
- 59% of employers allow some form of telecommuting
- Moderate amount of telecommuting related to job satisfaction
- There may be a difference between existence and utilization

Answer 22

32. Beus (2015)  personalities related to safety, conscientiousness and agreeableness were seen as more favorable to safety; where extraversion and neuroticism were seen to unsafe behaviors.
33. Griffin & Neal (2006) 2 year lag on safety compliance; should take time to produce changes in the accident rate for the group
    Safety Compliance vs. Safety Participation core activities that an individual needs to carry out to make the environment safe vs. does not directly impact an individuals’ safety but builds environment of safety (safety meetings).
    Safety Motivation  Social Exchange Theory – if org. cares about their safety, they will reciprocate.
    Expectancy Valence Theory When individuals expect safety is valued, they will treat it valuably.
    Accidents- low frequency events that are typically triggered by unintentional errors, such as slips, mistakes.
    When employees believe safety is important, they are more likely to carry out activities that do not necessarily contribute to their own safety but that do help to make the broader work environment safer.

Question 23

Frazier et al. (2017)  Psychological Safety—the belief that the workplace is safe for interpersonal risk taking (Edmonson, 1999). In order for them to grow, learn, contribute, and perform effectively in the world. No retaliation or guilt, reduces threats and barriers in the work environment. Being able to show one’s self without fear of consequences to self-image or career. Contribution of ideas.
Psychological empowerment, work engagement, and trust, are similar, they are distinct bc they refer to ones concerns about certain work tasks. Psych safety refers to the perceptions of the broader social and work environment and how people perceive that others in the workplace will respond to risk taking behaviors.
Trust- vulnerability and risk vs. Psychological Safety- where others will give you the benefit of the doubt when taking risks. 1) Interpersonal Relationships 2) Group Dynamics *****3) Leadership 4) Org norms
Whether it is performance gains, increased learning, engagement, in
Formation sharing, or improved satisfaction and commitment, we demonstrate
that psychological safety impacts important organizational outcomes (Performance/Learning)
Job engagement/org. commitment/info. Exchange/voice behaviors

Zohar & Luria (2015)  Policies = define goals and means of attainment
Procedures= guidelines for these goals / actions
Practices= implementation in each subunit

Studied how routinization results in lowered supervisor discretion and therefore, stronger safety climate alignments and stronger predictive relationships between organizational climate and safety behaviors.

One possible speculation is how this could in turn lead to greater predictability of behaviors at the workplace. If individuals are more aligned to the organization’s expectations of safety behaviors, the reduced variability may be more desirable for a workplace at least from a physical safety perspective.

Studies of organizational climate have repeatedly shown that distinctive group-level climates emerge within individual organizations, influencing outcome criteria such as service quality, innovation– creativity, and safety behavior