Stress & Emotions at Work

Question 1

General Adaptation Syndrome (GAS)

Answer 1

(Hans Selye)

When there is a threat the body responds with “fight or flight”

How long the stress is applied: Alarm -> Resistance -> Exhaustion

GAS explains how our body reacts and responds to stress physically and biologically

Question 2

Demand-Control Model

Answer 2

(Karasek)

GAS is good for life threatening situations.

Lower but chronic levels of stress is much more common in work.

Highest level of stress = job demands are high and control is low.

Feelings of helplessness is an important indicator of stress.

Question 3

Job Demands-Resources (JD-R) Model

Answer 3

Demand-Control is not complete. Lack of control is no the entire explanation of why we are stressed.

JD-R model asserts that every job has demands. Stress is caused by the interaction between demands and resources, or by the mismatch between the amount and type of resources and demands.

As a result, stress can be managed by reducing job demands, increasing the resources available to the person, or both.

Question 4

The Holmes-Rahe scale

Answer 4

Causes of stress at work

Life changes analysis

Question 5

Psychological Capital (PsyCap)

Answer 5

The degree to which the individual has high efficacy (the belief that one has the ability to accomplish goals), optimism, hope, and resilience.

Research shows that having high levels of PsyCap is related to lower levels of stress, stress symptoms, and turnover intentions.

Question 6

Positive Reappraisal

Answer 6

A psychological coping technique. This method involves finding meaning in seemingly negative life events.

Question 7

Employee Assistance Programs (EAPs)

Answer 7

Org. Approaches to Stress Management

Programs that provide support to employees to help them deal with personal problems that can affect performance, health, and well-being.

Wellness Programs:

Employee-sponsored offerings that support and promote employee health.

Question 8

Affective Events Theory (AET)

Answer 8

(Weiss & Cropanzano)

A theory that explores how events on the job cause different kinds of people to feel different emotions.

Question 9

Affect-driven behavior

Answer 9

Behavior that occurs when emotions trigger you to respond in a particular way.

Question 10

Surface Acting

Answer 10

Behavior requiring individuals to exhibit physical signs, such as smiles, that reflect emotions they don’t feel.

Question 11

Deep acting

Answer 11

Behavior requiring an individual to try to experience the emotions they are displaying.

Question 12

Genuine acting

Answer 12

Behavior requiring an individual to display emotions aligned with their own.

Question 13

Cognitive Dissonance

Answer 13

A term that refers to a mismatch among emotions, attitudes, beliefs, and behavior.

Question 14

Proposed by Bruce Tuckman in 1965 and involved a four-stage map of group evolution.

Answer 14

Forming-storming-norming-performing model

+ Adjourning

Question 15

Punctuated equilibrium

Answer 15

The forming-storming-norming-performing-adjourning model is a linear process. Joy Karriker asserts that group behavior is much more dynamic and cyclical in nature.

Punctuated equilibrium: The theory that change within groups occurs in rapid, radical spurts rather than gradually over time.

Question 16

Groupthink

Answer 16

A tendency to avoid a critical evaluation of ideas the group favors.

Question 17

Social loafing

Answer 17

The tendency of individuals to put in less effort when working in a group context. Aka the Ringelmann effect.

Question 18

Collective efficacy

Answer 18

A group’s perception of its ability to successfully perform well. Collective efficacy is influenced by a number of factors, including watching others (“that group did it and we’re better than them”), verbal persuasion (“we can do this”), and how a person feels (“this is a good group”).

Research shows that a group’s collective efficacy is related to its performance. In addition, this relationship is higher when task interdependence (the degree to which an individual’s task is linked to someone else’s work) is high rather than low.

Question 19

Process loss

Answer 19

Any aspect of group interaction that inhibits group functioning.

Question 20

Team Tasks

Answer 20

Production tasks: Tasks that include actually making something, such as a building, product, or a marketing plan.

Idea-generation tasks: Creative tasks such as brainstorming a new direction or creating a new process.

Problem-solving tasks: Refers to coming up with plans for actions and making decisions.

Question 21

Task interdependence

Answer 21

The degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective.

Question 22

Team Role Typology

Answer 22

Task-Oriented Roles
Social-Oriented Roles
Boundary-Oriented Roles