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21st century psychology > Well-being in the workplace > Flashcards

Well-being in the workplace Flashcards

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1
Q

What was the original approach of organisational psychology

A

Individual differences

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2
Q

What is the contemporary approach to organisational psychology

A

Social, economic and political context

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3
Q

Has career mobility led to more skills but less employee commitment and loyalty to orgs?

A

Yes

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4
Q

What four factors do orgs look for in employees

A

Flexibility
Adaptability
Innovation
Resilience

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5
Q

Is bullying in the workplace rare or common

A

Common

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6
Q

What makes employees focus on feeling good over learning and developing for the future

A

Instability

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7
Q

When people regard themeselves as sexually attractive are they more aggressive in the workplace

A

Yes

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8
Q

How do employees see challenges when they have a good vision of the future

A

Growth opportunities

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9
Q

How do employees see challenges when they have a poor vision of the future

A

Threats to self-esteem

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10
Q

What makes an org’s vision for the future more successful?

A

Accounting for current direction, org past and employee values

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11
Q

What is an exercise for realising your values

A

Clenching left fist for two/three minutes to activate right hemisphere of brain

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12
Q

Are the best values implemented immediately or a few years after leadership change

A

Few years after

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13
Q

Is changing strategy right away under new leadership good

A

No, it can be damaging

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14
Q

Does unique vision attract or repel employees

A

attract

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15
Q

Who has increased the diversity of the workforce

A

Women and ethnic minorities

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16
Q

According to the Chartered Institute of Personnel and Development, what is diversity?

A

Valuing everyone as individuals

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17
Q

What is a benefits to orgs of increased job satisfaction due to diversity?

A

Reduced costs from recruitment

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18
Q

Does meeting the needs of diverse customers enhance customer relations

A

Yes (by definition)

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19
Q

Does diversity enhance org creativity, flexibility and innovation

A

Yes

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20
Q

Does diversity lead to unsustainable development and business disadvantage

A

No, the opposite

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21
Q

Does diversity lead to cultural closeness between employees

A

No, diminishes cultural relatedness

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22
Q

Does diversity require greater financial support for flexibility

A

Yes

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23
Q

Does diversity improve workplace harmony or increase conflict

A

Increase conflict

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24
Q

Does diversity lead to potential conflict with other orgs

A

Yes

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25
Q

What to orgs use to summarise their position on diversity?

A

Diversity action plan

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26
Q

According to Mullins (2010), are outsourcing, the spread of production methods and increased competition from newly industrialised nations part of globalisation

A

Yes

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27
Q

According to Mullins (2010), has globalisation caused an increase or a decrease in international communication

A

Increase

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28
Q

According to Mullins (2010), has globalisation led to increased or decreased awareness of different workplace attitudes and beliefs

A

Increased

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29
Q

Did the 2008 financial crisis suggest that globalisation was driving equality or inequality in the developing world

A

Inequality

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30
Q

What is workplace bullying according to Worksafe Victoria

A

Repeated and persistent negative behaviour directed at an employee that creates a risk to health and safety

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31
Q

Is repeated behaviour over a prolonged period a distinguishing criteria of workplace bullying

A

Yes

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32
Q

Is perception of being bullied a distinguishing criteria of workplace bullying

A

Yes

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33
Q

Are the negative consequences to the individual a distinguishing criteria of workplace bullying

A

Yes

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34
Q

Is a power imbalance between parties a distinguishing criteria of workplace bullying

A

Yes

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35
Q

Is workplace bullying increasing in Denmark, UK and USA

A

Yes

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36
Q

Can the studies that compare bullying across Denmark, UK and US be compared

A

No they used different methodologies

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37
Q

If a person has high conscientiousness, low extroversion, high neuroticism and low assertiveness what type of personality might they have

A

Victim personality

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38
Q

If a person is aggressive, violent, tyrannical and has either very low or very high self-esteem what type of personality might they have?

A

Perpetrator personality

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39
Q

Are victim and perpetrator personality types individual or organizational antecedents to bullying

A

Individual

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40
Q

Is interesting and challenging work an organisational antecedent to bullying?

A

No, uninteresting and unchallenging work is

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41
Q

Are poor leadership and working conditions organisational antecedents to bullying?

A

Yes

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42
Q

Is the changing nature of work an organisational antecedent to bullying?

A

Yes

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43
Q

Are people with submissive personalities perceived as easy targets, unable to defend themselves and unable to cope and lack peer support

A

Yes

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44
Q

Do overly anxious and conscientious people experience workplace bullying more often

A

Yes

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45
Q

Is perpetrating workplace bullying associated with an unrealistic sense of self

A

Yes

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46
Q

Is perpetrating workplace bullying associated with a realistic self-esteem

A

No, overinflated

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47
Q

Is perpetrating workplace bullying associated with high social competence

A

No, low social competence

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48
Q

Is perpetrating workplace bullying associated with high emotional control and empath

A

No, low emotional control and empathy

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49
Q

Is perpetrating workplace bullying associated with competitiveness and dominant behaviour

A

Yes

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50
Q

According to Aquino and Lamertz (2004) what are the four archetypal roles of bullying

A

Submissive victim
Provocative victim
Dominating perpetrator
Reactive perpetrator

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51
Q

According to Aquino and Lamertz are submissive victims low in self-esteem and assertiveness and high in introversion and anxiety

A

Yes

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52
Q

What are the two types of bullying according to Aquino and Lamertz

A

Episodic and institutionalised

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53
Q

What types of bullying will occur in a relationship between a submissive victim and dominating perpetrator

A

Low episodic

High intsitutionalised

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54
Q

What types of bullying will occur in a relationship between a submissive victim and reactive perpetrator

A

None

55
Q

What types of bullying will occur in a relationship between a provocative victim and dominating perpetrator

A

High episodic

Low institutionalised

56
Q

What types of bullying will occur in a relationship between a provocative victim and reactive perpetrator

A

Low episodic

High institutionalised

57
Q

What three factors moderate bullying

A

Imbalance in social power
third-part actors
central position in organisation’s social network

58
Q

Does the likelihood of episodic or institutional bullying increased when an org culture has strong norms to support punishment, aggression and coercive power as motivators

A

Institutional

59
Q

Does the likelihood of episodic or institutional bullying increase when an org culture has strong norms supporting incivility and rude behaviour

A

Episodic

60
Q

What are the three levels of Coyne’s (2011) framework for dealing with bullying

A

Org
Group
Individual

61
Q

What is the function of Coyne’s (2011) framework for dealing with bullying

A

Prevent, support and remedial action

62
Q

According to Coyne’s (2011) framework for dealing with bullying what is the role of the Group level

A

Changing norms and values

63
Q

According to Coyne’s (2011) framework for dealing with bullying what is the role at the individual level

A

Interventions to stop victims and perpetrators
Support mechanism
Grievance support

64
Q

According to Coyne’s (2011) framework for dealing with bullying is the role of the organisation to identify risks and develop a culture of dignity and respect

A

Yes

65
Q

What level of Coyne’s framework does staff surveys sit at?

A

Organisational - support

66
Q

What level of Coyne’s framework does team-building sit at?

A

Group - remdial

67
Q

What level of Coyne’s framework does cognitive re-definition sit at?

A

Individual - remedial

68
Q

What level of Coyne’s framework does awareness training sit at?

A

Group - preventative

69
Q

What level of Coyne’s framework does mental toughness training sit at?

A

Individual - preventative

70
Q

Does work-family conflict involve a mutually incompatible conflict between work and family domains

A

Yes

71
Q

What is the major contsraint for workers with families

A

Time

72
Q

Does role overload or role interferance cause tension

A

Yes

73
Q

Are work-family conflicts integral to modern work

A

Yes

74
Q

Is work life balance mutually beneficial for all participants

A

Yes

75
Q

Does work life balance account for individual circumstances

A

Yes

76
Q

Have Australians achieved work life balance

A

No

77
Q

What is the key factor in failing to achieve work-life balance in Australia

A

Work hours

78
Q

How much unpaid overtime is there in Australia in a year and how much of all hours worked does this represent

A

$110 billion (14.7%)

79
Q

What proportion or workers reported improvement in worklife balance due to decreased work hours or changing jobs

A

30%

80
Q

Who plays the key role in preventing change to work life balance in Australia

A

Employers

81
Q

Is work-life balance sometimes a matter of personal responsibility

A

Yes

82
Q

Is work-life balance driven by role fulfillment

A

Yes

83
Q

Do people underestimate or overestimate the amount of work they can get done in a given time

A

Overestimate

84
Q

What is the planning fallacy

A

Underestimating the duration of tasks

85
Q

What is a good exercise to prevent the planning fallacy

A

Thinking of two or three things that could go wrong in every given task

86
Q

To set realistic deadlines is it better for the individual or a group to set them

A

Individual

87
Q

What is the cause of women experiencing greater levels of work-family conflict

A

Enduring differences in sociological roles between genders

88
Q

Are fathers who take paternity leave more likely to have active roles in child-care tasks

A

Yes

89
Q

Does a father taking paternity leave have a beneficial effect on a child’s learning ability

A

Yes

90
Q

In the media reporting on BHP, did the mother or father have to meet evidentiary proof that they were the primary carer

A

Father

91
Q

In denmark, what proportion of dads take a fortnights leave

A

90%

92
Q

How many countries offer more than two weeks paternity leave

A

Half a dozen

93
Q

Is paternity leave good for women’s careers

A

Yes

94
Q

Does paternity leave improve children’s performance at secondary school and is this effect more pronoucned with sons or daughters

A

Yes, and daughters

95
Q

What are the three core elements of workaholism?

A

Time spent on work
Preoccupation outside work hours
Working beyond what is reasonable

96
Q

Is spending more hours at work due to internal compulsion over extral factors associated with workaholism

A

Yes

97
Q

Is an ability to detach from work associated with workaholism?

A

No, an inability to detach from work is

98
Q

Are job involvement/commitment, job stress, perfectionism and difficulty delegating associated with workaholism

A

Yes

99
Q

Is there disagreement over the definition of workaholism

A

Yes

100
Q

Was Oates defintion of workaholism related to addition or traits

A

Addiction

101
Q

According to Quinones & Griffiths (2015), does the multifaceted approach to workaholism have theoretical support

A

No

102
Q

According to Quinones & Griffiths (2015), what is the limitation of the workaholism battery scale

A

Enjoyment and work invovlement not supported. Drive the only factor left

103
Q

According to Quinones & Griffiths (2015), what are the limitations of the Work Addiction Risk Test

A

Only control and compulsive tendencies differentiate workaholics from non-workaholics

104
Q

According to Quinones & Griffiths (2015), does the Dutch Work Addiction Scale need excessive behaviour or is compulsivity sufficient

A

Compulsivity is sufficient

105
Q

Does the Bergen Work Addiction Scale take a syndrome or component approach to workaholism

A

Component

106
Q

What is a positive stereotype of a workaholic

A

A highly devoted team member who overperforms

107
Q

What is a negative stereotype for a workaholic

A

Unhappy obsessive with low job performance

108
Q

Does workaholism provide people with an acceptable avenue to neglect other aspects of their life

A

Yes

109
Q

Do biopsychosocial elements contirube to workaholism

A

Yes

110
Q

What personality traits contribute to workaholism

A 
Compulsivity
Obsessiveness
Perfectionism
Nueroticism
Conscientiousness
111
Q

Is low self-worth predictive of workaholism

A

Yes

112
Q

Are achievement and self-direction cognitive styles predictive of workaholism

A

Yes

113
Q

What is introjected regulation

A

Partially internalised standards of social approval and self-worth

114
Q

Does having a highly demanding family life reinforce values of effort and discipline make you more or less lilkely to be a workahoklic

A

More

115
Q

Is workaholism higher in professionals

A

Yes, especially in medicine

116
Q

Is there good, mixed or weak evidence about job satisfaction for workaholics

A

Mixed

117
Q

Is workaholism the same as work engagement

A

No

118
Q

Should research on workaholism distinguish between short-term gains and long-term costs

A

Yes

119
Q

According to the demand-control-support model, what is high job strain

A

Low control over job
High job demand
Low social support

120
Q

What factor contributes to employee health outcomes over and above psychosocial conditions

A

Organisational fairness/justice

121
Q

Although the traditional intervention focuses on the individual, what does the settings approach focus on

A

Physical, social and organisational elements

122
Q

What does LeMaontagne argue for in an integrated approach to health in orgs

A

Protect, promote and address

123
Q

Is ergonomics related to the design and use of tools, layout of office environment and posture, movement, repetitiveness and strength

A

Yes

124
Q

What are the four physical areas of ergonomics

A

Individual physical differences
Posture
Reach
Clearance

125
Q

Does ergonomics use subjective, objective and behavioural methods to assess human response in the work environment

A

Yes

126
Q

What is an autotelic activity

A

An activity we engage in because it is so intrincially rewarding

127
Q

What are Bakker (2008) elements of flow

A

Absorbtion
Enjoyment
Intrinsic motivation

128
Q

In flow, what is dynamic equilibrium

A

Syndergy between demands of a task and ability to complete it

129
Q

Is the idea of the suffering artist inherent in creativity or due to societal roadblocks

A

Due to societal roadblocks

130
Q

Do artists tend to come from middle class backgrounds

A

usuaully higher or lower class

131
Q

Is high curiosity, low-self centeredness, interest in life, persistence and resilience associated with an autotelic personality

A

Yes

132
Q

What elements of flow predict in-role performance

A

Work enjoyment (not absorbtion)

133
Q

What elements of flow predict extra-role performance

A

Intrinsic motivation

21st century psychology (6 decks)

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