Sec 2, Class 8-10

Question 1

Job demands-resources model

Answer 1

integrates:
demands-control model
job characteristics model
conservation of resources model
effort-reward imbalance model

Question 2

1. Every org has its own unique work environment
2. Work environments can be characterized
   by job demands and job resources
   3.Two simultaneous processes: a health
   impairment process and a motivational process
3. Job resources can buffer the impact of job demands on strain
4. Job resources become salient and have more
   motivating potential when job demands are high
5. Wellbeing (low burnout, high engagement) predicts organizational performance
6. Engaged employees optimize their own work
   environment (job crafting)

Answer 2

Job demands resources propositions

Question 3

physical,
psychological, social, or
organizational aspects of the job that require sustained physical and/or psychological (cognitive and emotional) effort or skills and are therefore associated with
certain physiological and/or psychological costs

Answer 3

job demands

Question 4

physical, psychological, social, or organizational aspects of the job that are either/or: a) functional in achieving work goals; b) reduce job demands and the associated physiological and psychological costs; and c) stimulate personal growth, learning, and development

Answer 4

job resources

Question 5

boredom: low stress, high motivation
Engagement: high motivation, average stress
apathy: low stress, average motivation
burnout: high stress, low motivation

Answer 5

interactions in JD-R model

Question 6

Employees alter their tasks or job characteristics on their own initiative, usually to improve person-job fit and work motivation

Answer 6

job crafting

Question 7

Physical (form, scope, # of job tasks) and cognitive changes (changing how one sees the job) made in task or relational
boundaries (change in interactions)

Answer 7

job crafting model- dutton and wrzesniewski

Question 8

Changes initiated by employee at level of job demands & job resources to make their own job
more meaningful, engaging, and satisfying. Resources seeking,
challenges seeking & demands reducing

Answer 8

job crafting model- bakker and demerouti

Question 9

proactive personality; job autonomy/decision
latitude; task interdependence; task complexity; job challenges; org change
-Job crafting occurs in demanding, resourceful, and changing work
environments by employees who are proactive, motivated by growth, or
who experience misfit between their motivational style and the
environmental cues

Answer 9

job crafting predictors

Question 10

– Positive link with org commitment (Ghitulescu 2007)
– Predictive of work engagement & colleague-ratings of in-role
performance (Bakker 2012)
– Decreasing hindering job demands (role conflict, role ambiguity)
unrelated to work engagement (prevent exhaustion rather than
motivate)
– The more employees sought resources & challenges, the more
engaged they were on that day (Petrou 2012)
– Collaborative crafting: performance, job satisfaction & commitmen

Answer 10

outcomes of job crafting

Question 11

• complement top down job redesign approach
• increase employee motivation
• adjust jobs for specific groups of employees
  1. older employees (want to feel useful despite security and health benefits)
  2. health problems or disabilities (empowerment with flexibility in terms of duties and hours of work, define and achieve own goals
  3. juggling work and family (flexibility and autonomy)

Answer 11

job crafting- how to benefit

Question 12

1. Top-down job redesign approaches enhance same job characteristics for all employees
2. Bottom-up job crafting results in employees changing different job characteristics depending on their own needs
3. Supervisor motivation + what ‘good’ crafting looks like
4. Crafting as part of evaluation process

Answer 12

interventions for job crafting

Question 13

• people love the things they create, higher value (ikea box self built)
• competence- use your skills and strengths
• autonomy- contribute to shape or set direction of the task
• purpose- make it an activity that matters to others
• job crafting lets people bring their best selves to work every day

Answer 13

Rob baker video call

Question 14

-why does job crafting matter: linked to thriving (well-being), growth (personal), high development

Thriving (wellbeing, resilience, happiness, engagement)

Performance (customer satisfaction, teamwork, self-assessment, output)

Growth (career progression, career mobility, skill development) -are you able to craft your opportunities?

Answer 14

rob baker video call - why does job crafting matter

Question 15

purpose, skill, task, well-being, relationships

Changing tasks/activities : can be doing more or less, can be doing it differently

Skill crafting- how to develop your own skills abilities

Purpose crafting / cognitive crafting: how do you get people to get in touch with their purpose

Relationship: how can you change relationships/build them

Well being: to what extent can you change your job to increase wellbeing

One to one walking meeting: taking a walk one to one, increased physical activity and build relationships, redefining a traditional meeting

Answer 15

what are the elements of job crafting

Question 16

Company culture needs to allow for employees to explore and craft (no pushback for leaders/managers), needs to give autonomy (autonomous leadership)

• gender bias : females tend to job craft a little more than males do
• team crafting – recognizing everyone’s strengths –get everyone to write down what they like/dislike and share with the team, opportunities to swap and do things
• to what extent does this job crafting support the goals of the organization
• how is this job crafting going to impact my colleagues?
• how is this going to impact me as an individual

Answer 16

challenges of job crafting

Question 17

beyond human and social capital (what and who they know) to psychological capital (who you are and who you’re capable of being)
-what you have (finances), what you know (experience, education, skills), who you know (network, friends) –> pos. psych. capital = who you are (confidence, hope, optimism)

Answer 17

Psychological Capital - Hero within (hope, efficacy, resilience, optimism)

Question 18

the study & application of positively
oriented human resource strengths and psychological capacities that can
be measured, developed, and effectively managed for performance
improvement in today’s workplace

Answer 18

Positive organizational behavior

Question 19

A positive motivational state that is based on an interactively derived sense of successful 1)
agency (goal-directed energy) and 2) pathways (planning to meet goals)
-BUILT BY: goal setting, stretch goals, approach goals, stepping, mental rehearsal, involvement, reward systems

Answer 19

Psychological capital- hope

Question 20

One’s belief about his/her ability to mobilize the
motivation, cognitive resources, and courses of action necessary to execute a specific action within a given
context.
BUILT BY: mastery experiences and success, vicarious learning/modeling, social persuasion/positive feedback/ wellbeing

Answer 20

psychological capital: efficacy

Question 21

The capacity to rebound or bounce back from adversity, conflict, failure, or even positive events, progress, and increased responsibility
BUILT BY: asset focused strategies, risk focused strategies, process-focused strategies

Answer 21

Psychological Capital: resilience

Question 22

explanatory style that attributes positive events to personal, permanent, and pervasive causes and interprets negative evens in terms of external, temporary, and
situation-specific factors
BUILT BY: leniency for the past, appreciation for the present, opportunity seeking for the future

Answer 22

Psychological capital: optimism