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Organisational behaviour > Week 3 Workplace Emotions, Attitudes and Stress. > Flashcards

Week 3 Workplace Emotions, Attitudes and Stress. Flashcards

1
Q

Emotions Defined:

A

Psychological, behavioural and physiological episodes experienced toward an object, person or event that create a state of readiness

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2
Q

Emotions are experiences. They represent changes in our _____ state, _____ state and _____.

A

physiological, psychological, behaviour

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3
Q

Emotions put us in a state of _____

A

readiness

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4
Q

_____ represent the cluster of _____, assessed feelings and behavioural _____ towards a person, object or event (called an attitude object):

A

Attitudes, beliefs, intentions

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5
Q

These are established perceptions about the attitude object

A

Beliefs

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6
Q

Feelings represent _____ or _____ evaluations of the attitude object

A

positive, negative

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7
Q

_____ _____ represent motivation to engage in a particular behaviour regarding the attitude object

A

Behavioural intentions

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8
Q

A state of anxiety that occurs when an individual’s beliefs, feelings and behaviours are inconsistent with one another

A

Cognitive Dissonance

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9
Q

Cognitive Dissonance is most common when behaviour is

A

Known to others
Done voluntarily
Cannot be undone

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10
Q

Conscious reasoning is known as

A

Cognition

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11
Q

Perceptions, attitudes, decisions and behaviour are influenced by _____ and _____.

A

Cognition and emotion

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12
Q

_____ processes occur before _____

A

Emotional, cognitive

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13
Q

Attitudes are _____ whereby emotions are _____

A

judgements, experiences

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14
Q

_____ are your established _____ about the ____ object

A

Beliefs, perceptions, attitude

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15
Q

_____ represent your ____ or ____ evaluations opt the attitude object

A

Feelings, positive or negative

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16
Q

_____ intentions represent your _____ to engage in a particular behaviour regarding the _____ object

A

Behavioural, motivation, attitude

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17
Q

The emotions–attitudes–behaviour model illustrates that attitudes are shaped by _____ emotional experiences Thus, successful companies actively create more ______ than _____ emotional episodes

A

ongoing, positive, negative

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18
Q

Emotions are also partly determined by a person’s _____, not just workplace experiences

A

personality

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19
Q

Some people, especially _____, experience _____ emotions as a _____ trait

A

extroverts, positive, natural

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20
Q

Positive and negative emotional _____ affect a person’s _____, turnover and long-term work _____.

A

traits, attendance, attitudes

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21
Q

Display rules are norms that require us to display

A

specific emotions and to hide others

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22
Q

The larger the gap between _____ and ____ emotion, the more the employees tends to experience _____, job burnout and _____ separation form self

A

required, true, stress, psychological

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23
Q

What is the name of conflict between required and true emotions

A

Emotional Dissonance

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24
Q

Emotional dissonance can be minimised through _____ acting rather than _____.

A

Deep, surface

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25
Q

Deep acting

A

Changing true emotions to match to match that of required emotion

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26
Q

Surface acting

A

When a person tries to modify their behaviour to be constant with required emotions but they continue to hold different internal feelings.

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27
Q

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

A

Emotional intelligence.

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28
Q

Name the 4 dimensions of Emotional Intelligence

A

Awareness of own emotions
Management of one’s own emotions
Awareness of other’s emotions
Management of other’s emotions

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29
Q

The following points are key to ______ _______ _____
EI is associated with some personality traits, as well as with parental EI
EI now becomes a selection criteria
Can be learned, especially through coaching
EI increases with age and maturity

A

Improving Emotional Intelligence

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30
Q

A person’s evaluation of his or her job and work context

A collection of attitudes about specific facets of the job is known as

A

Job satisfaction

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31
Q

EVLN =

A

Exit
Voice
Loyalty
Neglect

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32
Q

Exit characteristics

A
  • Leaving the situation

* Quitting, transferring

33
Q

• Changing the situation
• Problem solving, complaining
are characteristics of

A

Voice

34
Q

Loyalty means to

A

patiently wait for the situation to improve

35
Q

Neglect chracterisitcs

A
  • Reducing work effort/quality

* Increasing absenteeism

36
Q

Job satisfaction increases customer satisfaction and profitability because job satisfaction affects

A

mood, leading to positive behaviours toward customers

37
Q

Job satisfaction reduces _____ turnover, resulting in more _____ and familiar service

A

employee, consistent

38
Q

a theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty and related factors

A

Service profit chain model

39
Q

Affective organisational loyalty is the employee’s ______ attachment to, ______ with and ______ in a particular organisation.

A

emotional, identification, involvement

40
Q

Continuance commitment

A

A calculative bond with the organisation.

41
Q

Job satisfaction is also an _____ issue that influences the organisation’s _____ in the community

A

ethical, reputation

42
Q

Organisational (affective) commitment can affect _____, _____, _____citizenship and job performance as well as customer satisfaction. However, can lead to conformity and less creativity

A

retention, motivation, organisational

43
Q

Continuance commitment can be _____ and lead to _____ performance and _____ organisational citizenship behaviours

A

dysfunctional, lower, less

44
Q

Building (Affective) Commitment comprises of 5 strategies

A 
Justice/ support
Shared values
Trust
Organisational Comprehension
Employee Involvement
45
Q

Justice/ support is supportive of employee wellbeing as it applies humanitarian values such as

A

fairness, courtesy, forgiveness and moral integrity

46
Q

Where employees believe their values are congruent with the organisation’s dominant values

A

Shared values

47
Q

This refers to the positive expectations that one has towards another person or group in situations involving risk

A

Trust

48
Q

Organisational Comprehension refers to how well employees understand the organisation including

A

knowledge of the firm’s past/present/future and also utilising fast and rapid communication

49
Q
  • Employees feel part of company

* Involvement demonstrates trust

A

Employee Involvement

50
Q

Stress is an adaptive response to a situation that is perceived as

A

challenging or threatening to the person’s wellbeing

51
Q

A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions

A

Stress

52
Q

Eustress versus distress

A

Physiologically
Behaviourally
Psychologically

53
Q

Cardiovascular disease, hypertension, headaches are

A

Physiological consequences of distress

54
Q

Work performance, accidents, absenteeism, aggression, poor decisions are all _____ consequences of

A

Behavioural, distress

55
Q

Psychological consequences of distress include

A

Dissatisfaction, moodiness, depression, emotional fatigue, burnout

56
Q

_____ are the causes of stress any _____ condition that places a ____ or _____ demand on the person

A

Stressors, environmental, physical, emotional

57
Q

Some common workplace stressors include:

A

Harassment and incivility
Work overload
Low task control

58
Q

Repeated and hostile or unwanted conduct, verbal comments, actions or gestures that affect an employee’s dignity or psychological or physical integrity and that result in a harmful work environment for the employee

A

Psychological Harassment

59
Q

A hostile work environment is

A

An intimidating, hostile or offensive working environment

60
Q

Sexual Harassment is

A

repeated and hostile or unwelcome conduct, verbal comments, actions or gestures that can have a detrimental effect on work environment or job performance

61
Q

Working more hours, more intensely than one can cope with and can be affected by globalisation, consumerism, ideal worker norm

A

Work overload stressors

62
Q

Task control stressor

A

Due to lack of control over how and when tasks are performed

Stress increases with responsibility

63
Q

Traits of Workaholism

A

Highly involved in work
Inner pressure to work
Low enjoyment of work

64
Q

Managing Work-Related Stress

A 
* Remove the stressor
Minimise or remove stressors
*Withdraw from the stressor
Vacation, rest breaks
*Change stress perceptions
Positive self-concept, humour
*Control stress consequences
Healthy lifestyle, fitness, wellness
*Receive social support
65
Q

_____ and _____ influence attitudes and behaviour

A

Emotion, cognition,

66
Q

Emotional _____ and emotional _____ have an important role in the workplace

A

labour, intelligence

67
Q

Managers need to strategically so as to

A

increase job satisfaction and organisational commitment

68
Q

_____ can be harmful to the employee and the organisation and needs to be managed by both

A

Stress

69
Q

The process of emotional exhaustion, cynicism, and reduced personal accomplishment that results from prolonged exposure to stressors

A

Job burnout

70
Q

Stressors

A

Any environmental conditions that place physical or psychological demand on a person

71
Q

A model of the stress experience, consisting of three stages

A

Alarm reaction
Resistance
Exhaustion

72
Q

The process of emotional exhaustion, cynicism and reduced personal accomplishment that results from prolonged exposure to stressors

A

Job burnout

73
Q

Emotional exhaustion is characterised by

A

Lack of energy
Tiredness
The feeling that one’s emotional resources are depleted.

74
Q

Cynicism (or depersonalisation) is characterised by

A

An indifferent attitude towards work
Emotional detachment form clients
A cynical view of the organisation and a tendency to follow rules and regulations strictly rather than adapt to the needs of others

75
Q

Reduced personal accomplishment entails

A

Feelings of diminished confidence in one’s ability to perform their job well

76
Q

Work overload

A

Working more hours, and more intensely during those hours, than one can reasonably manage

77
Q

Low task control increases the risk of burnout as

A

facing high workloads without the ability to pace the load to their own energy, attention span and other resources

78
Q

Individual differences in stress

A

Exercise and healthy lifestyle
Coping strategies
Personality

Organisational behaviour (14 decks)

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