Well being and stress

Question 1

Stress

Answer 1

Mental or emotional tension resulting from adverse or very demanding circumstances.

“a physiological and psychological condition that prepares us for hostile environmental conditions”

Question 2

Stressors:

Answer 2

Stressors: a chemical agent, stimulus, environmental condition, or event that causes stress

Question 3

Stress 1

Answer 3

The psychological and emotional appraisal of events

Question 4

Strain:

Answer 4

Burnout Types:
* Physiological
* Psychological
* Behavioural

Question 5

Demands

Answer 5

responsibilities pressures obligations and uncertainties that employees experience due to their job (and life)

Demands are stressors
Demands increase stress.

Question 6

Resources

Answer 6

aspects of work ( and life)
Under control of the employee that can be used to resolve demands
Resources decrease stress.

Question 7

Work Stressors

Answer 7

“It costs more to remediate the effects of toxic workplaces than it does to prevent their ill effects in the first place”. – Jeffrey Pfeffer

Question 8

“I don’t know what is expected of me”

Answer 8

• Role ambiguity

Question 9

“there is no way for me to do all of the work I have”

Answer 9

• Role overload

Question 10

“My boss wants me to do this project in a certain way that goes against organizational policies”.

Answer 10

• Role conflict

Question 11

Burnout

Answer 11

The physical or mental collapse caused by overwork or stress.

Question 12

How to deal with stress

Answer 12

1. Remove the stressor.
2. Withdraw from the stressor.
3. Change stress perceptions.
4. Control stress consequences.
5. Social support.

Question 13

Performance=

Answer 13

Motivation x Ability

Question 14

Motivation =

Answer 14

Desire x Commitment

Question 15

Ability =

Answer 15

Aptitude x Training x Resources

Question 16

Motivation

Answer 16

Intensity… Direction… Persistence
The effort a person shows in reaching a goal.

Question 17

Extrinsic

Answer 17

• Motivation that comes from outside the person
• E.g., Pay, bonuses, rewards, punishment, operant conditioning, other tangible rewards

Question 18

Intrinsic

Answer 18

• Motivation that comes from a person’s internal desire to do something
• E.g., Due to interest, challenge, personal satisfaction

Question 19

Perception and motivation

Answer 19

A recent study found that asking about pay benefits in a job application made them appear less intrinsically motivated in the work
So even if extrinsic motivation can coexist with intrinsic motivation, the appearance of extrinsic focus could be judged unfavourably

Question 20

Prosocial motivation

Answer 20

The desire to have a positive impact on other people or social collectives.
This can be thought of at three levels.
Global: General inclination to help people
Contextual: Desire to benefit others through a specific role or job: E.g., doctor’s desire to help patients
Situational: specific to the situation; E.g. the doctor’s motivation to help the patient in bed 224
Different from intrinsic motivation, but can be strengthened by intrinsic motivation.

Question 21

McClelland’s Theory

Answer 21

Need for achievement
Need for power
Need for affiliation

Question 22

Need for Achievement

Answer 22

• The drive to excel at challenging goals through effort.
• Want feedback and recognition
• Want tasks that are neither too easy or impossible

Question 23

Need for power

Answer 23

• The need to make others behave in a way they would not have behaved otherwise
• Personalized power: advance personal interests, want power for status
• Social power: want power to help others, altruism, social resobonsibility.

Question 24

Need for affiliation.

Answer 24

• The desire for friendly and close interpersonal relationships
• Want approval and validation from others.
• Motivated when others depend on them.

Question 25

Self-Determination Theory

Answer 25

Satisfying basic needs for competence, autonomy, and belonging promotes (intrinsic vs. extrinsic) motivation.

Question 26

• Cognitive evaluation theory

Answer 26

The introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation

Question 27

• Self concordance

Answer 27

People’s reasons for pursuing goals are consistent with their interests and core values

Question 28

Goals increase performance when goals are:

Answer 28

• Specific
• Difficult
• Accompanied by feedback

Question 29

Goal setting Theory operates through

Answer 29

• Effort
• Attention
• Persistence

Question 30

Goal setting Theory strengthened by:

Answer 30

• Public goals are better (increase goal commitment)
• Goal participation is better.

Question 31

Self- Efficacy Theory

Answer 31

-An individual’s belief that they are capable of performing a task
The greater your SE the greater your persistence in the face of difficulties

Question 32

Self-efficacy is increased by

Answer 32

Enactive mastery- gain experience.
Vicarious modelling- see someone else do the task
Verbal persuasion- someone convinces you that you have the skills
Arousal-get energized sometimes.

Question 33

Equity theory

Answer 33

Employees weigh what they put into a job situation input against what they get from it (outcome)
Often input and output are compared to others.

Question 34

Equity theory cont’d

Answer 34

Doesn’t apply to overpayments.
Some people are more equity-sensitive then others.

Question 35

Patients who perceive inequity will

Answer 35

1. Change inputs
2. Change outcomes
3. Distort perceptions of self
4. Distort perceptions of others
5. Choose a different referent
6. Leave

Question 36

Habits

Answer 36

“small decisions you make and actions
you perform every day”

Question 37

Building new habits:

Answer 37

Have a cue-based implementation plan: A time and place you will do the habit, “I will do X behaviour, at Y time, in Z place”

Question 38

Habit stacking

Answer 38

Pair a new habit with an established habit, “After the current habit, I will do a new habit”

Question 39

How to build habits

Answer 39

• Take advantage of “fresh starts” shifts that can represent a clean break, physical circumstances, routines, etc. BUT watch out for disruption.
• Use commitment devices and soft restrictions (like using a smaller plate)
• Make more frequent, smaller, commitments than large ones (5/day, vs. 300/year)
• Give advice.
• Change defaults to motivate good behaviour ( set your browser to your email)