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Arbeits- und Organisationspsychologie > Work Motivation & Positive Organizational Behavior > Flashcards

Work Motivation & Positive Organizational Behavior Flashcards

1
Q

What is Positive Organizational Scholarship (POS)?

A
  • movement in organizational science focusing on dynamics leading to exceptional individual and organizational performance
  • developing human strength, producing resilience and restoration, and fostering vitality
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2
Q

What are the four basic activities and assumptions of Positive Organizational Scholarship (POS)?

A
  1. Reframe negative or challenging events positively
  2. Focus on extraordinarily positive outcomes or positively deviant performance
  3. Human beings strive for positive experiences, unlocking and strengthening resources
  4. Based on the eudaemonic assumption
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3
Q

What is the eudaemonic assumption?

A

humans strive for self-actualization, goodness, and human excellence

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4
Q

What is Positive Organizational Behavior (POB)?

A
  • study and application of positively oriented human resource strengths and psychological capacities
  • can be measured, developed, and effectively managed for performance improvement
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5
Q

How does POB differ from POS?

A

POS covers a broad range of positive phenomena, while POB focuses on specific individual resources

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6
Q

What is Psychological Capital (PsyCap)? By What is it characterized?

A
  • an individual’s positive psychological state of development characterized by
    • efficacy
    • optimism
    • hope
    • resilience
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7
Q

How does PsyCap relate to the Conservation of Resources theory?

A

PsyCap’s four components interact to build a “resource caravan,” leading to beneficial outcomes across different times and contexts

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8
Q

Is PsyCap considered a stable trait or a changeable state?

A

PsyCap is conceptualized as a state-like resource with a trait baseline (or “set point”) that can change over time according to longitudinal studies

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9
Q

Can PsyCap be developed through interventions?

A

Yes, meta-analytic evidence shows that short training interventions can alter individuals’ levels of PsyCap, job performance, and well-being

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10
Q

What are some potential antecedents of PsyCap?

A
  • Personality traits
  • job characteristics
  • supportive organizational climate
  • leadership styles
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11
Q

How many core virtues and corresponding character strengths did Peterson and Seligman propose?

A

They proposed six core virtues and 24 corresponding character strengths.

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12
Q

Name the six core virtues that Peterson and Seligman proposed

A
  • wisdom
  • courage
  • humanity
  • justice
  • temperance (Mäßigung)
  • transcendence (die Fähigkeit, über die unmittelbare Realität und Erfahrungswelt)
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13
Q

What are the two most prominent concepts that describe personal growth in the work context?

A

Thriving and flourishing.

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14
Q

What is the definition of thriving in the work context?

A

Thriving is the psychological state in which individuals experience both a sense of vitality and a sense of learning at work. (Spreitzer et al., 2005)

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15
Q

Is thriving considered a state or a trait?

A

Thriving is conceptualized as a state rather than a trait. (Niessen et al., 2012; Prem et al., 2017)

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16
Q

What does the socially-embedded model of thriving at work describe?

A
  • describes how stable work characteristics (e.g., climate of trust and respect, decision-making discretion) and
  • dynamic resources (e.g., positive affect, positive meaning knowledge, social resources)
  • stimulate agentic behaviors, enabling thriving
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17
Q

What factors are associated with thriving according to a meta-analysis?

A
  • Work characteristics (e.g., perceived organizational support)
  • dynamic individual resources (e.g., positive affect)
  • social resources (e.g., supportive coworker behavior)
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18
Q

How is flourishing defined?

A

Flourishing means to live within an optimal range of human functioning.

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19
Q

What is the opposite of flourishing?

A

Languishing, described as an experience when individuals feel their lives are “hollow” or “empty”. (Fredrickson & Losada, 2005)

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20
Q

What factors predict flourishing in the work context?

A

+ Personal resources (self-efficacy and optimism)
+ social support and
+ actively seeking resources at work

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21
Q

What does flourishing in the work context positively predict?

A
  • performance
  • organizational citizenship behavior
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22
Q

What does flourishing in the work context negatively predict?

A

intention to leave

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23
Q

What does the term “affect” encompass?

A

All aspects of subjective emotional experiences and feelings

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24
Q

What are some outcomes associated with positive affect at work?

A
  • Performance-related outcomes (e.g., organizational citizenship behavior) (Dalal, 2005)
    • Motivation, health, and well-being
    • Quality of social relationships
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25
Q

What does Fredrickson’s broaden-and-build theory propose about positive emotions and their impact?

A
  • Positive emotions broaden thought-action repertoires
    • Lead to better judgment making, higher creativity, more resources, positivity spirals (Fredrickson, 1998)
26
Q

Are positive emotions always beneficial and are negative emotions always detrimental?

A
  • Both emotional states are adaptive; context matters
    • Example: Optimism can lead to risk underestimation, a happy thief may be more successful (Lyubomirsky et al., 2005)
27
Q

What are the four dimensions of human energy according to the hierarchical model of energy constructs?

A
  • Physical energy: physical strength, fueled by nutrition, sleep, recovery
  • Emotional energy: positive feelings, acceptance, forgiveness
  • Mental energy: cognitive functioning, mindfulness, creativity
  • Spiritual energy: experiencing purpose, meaningfulness (Klijn et al., 2021)
28
Q

By what is vitality or vigor influenced in the workplace?

A
  • Personality factors: extraversion
  • Work characteristics: job control
  • Individual behaviors: performance, recovery, job crafting
  • Social factors: supervisor behavior, organizational climate
29
Q

What relationship was found between employees’ level of compassion and positive emotions?

A

Positive relationship: higher levels of compassion lead to more positive emotions, predicting affective organizational commitment (Lilius et al., 2008)

30
Q

How can compassion at work be increased according to Dutton et al. (2014)?

A
  • Through skill training
  • Creating a psychologically safe work environment
  • Job crafting to increase social job resources
  • Practices fostering high-quality relationships among employees
31
Q

What does gratitude play according to social exchange theory?

A

An important motivator of helping behavior in teams and organizations.

32
Q

What workplace challenges can limit employees’ expression of gratitude?

A
  • Time pressure
  • Conflicts
  • Lack of time to appreciate positive aspects like career development opportunities, job security, flexible work hours, social support
33
Q

How does state mindfulness affect gratitude and prosocial motivation in the workplace?

A

Increases feelings of gratitude and prosocial motivation, leading to more helping behavior at work (Sawyer et al., 2022).

34
Q

Based on the multilevel model of gratitude in organizations what is episodic and persistent gratitude associated with?

A
  • Episodic gratitude results in organizational citizenship behavior (OCB).
  • Persistent gratitude is associated with well-being and communal exchange.
35
Q

What organizational benefits are linked with collective gratitude?

A
  • Organizational resilience
  • Corporate social responsibility
36
Q

How can organizations promote gratitude among employees?

A
  • Develop and implement appreciation programs.
  • Enable beneficiary contact.
  • Provide developmental feedback (Fehr et al., 2017).
37
Q

What positive outcomes are linked to mindfulness in the workplace?

A
  • Reduced emotional exhaustion
  • Increased job satisfaction
  • Positive relation to work performance
  • Reduced turnover intentions (Hülsheger et al., 2013; Dane & Brummel, 2014)
38
Q

What were the findings of the meta-analysis on workplace mindfulness training randomized controlled trials?

A
  • Reduced anxiety and psychological distress
  • Improved well-being and sleep (Bartlett et al., 2019)
39
Q

Was ist prosoziale Motivation und worauf bezieht sie sich?

A
  • Verlangen, positive Auswirkungen auf andere Menschen oder Gruppen zu haben
  • Beispiele: Arbeitskollegen, Kunden
40
Q

Was sind die kontextuellen und individuellen Einflussfaktoren auf prosoziale Motivation am Arbeitsplatz?

A

Kontextuelle Faktoren:
- Jobcharakteristika wie Aufgabenbedeutung
- Kontakt mit Begünstigten (z.B. Kommunikation mit Kunden)

Individuelle Faktoren:
- Kollektive Normen zur Wichtigkeit der Gruppenziele
- Belohnungen
- Persönlichkeitsmerkmale: Verträglichkeit und Gewissenhaftigkeit

41
Q

Unter welchen Umständen kann prosoziale Motivation problematisch sein?

A
  • Abhängig von den verfolgten Zielen (z.B. Altruismus vs. Egoismus)
  • Zusätzlicher Zeit- und Energieaufwand, um anderen zu helfen
42
Q

Was ist Work Engagement und wie wird es definiert?

A
  • Positiver motivationaler Zustand bei der Arbeit.
  • Definition: Ausmaß, in dem Mitarbeiter ihre physischen, kognitiven und emotionalen Aspekte in ihre Arbeitsrollen einbringen (Kahn, 1990).
43
Q

Was sind die drei psychologischen Bedingungen für hohes Work Engagement laut Kahn (1990)?

A
  • Bedeutungsfindung: Gefühl, eine Rückkehr auf persönliche Investitionen zu erhalten.
  • Sicherheit: Fähigkeit, sich ohne Angst vor negativen Konsequenzen zu zeigen.
  • Verfügbarkeit: Vorhandensein der physischen, emotionalen oder psychologischen Ressourcen zur persönlichen Engagement.
44
Q

Wie definiert Schaufeli et al. (2006) Work Engagement im Gegensatz zu Burnout?

A
  • Positiver, erfüllender arbeitsbezogener Geisteszustand.
  • Charakterisiert durch Kraft, Hingabe und Absorption.
  • Kraft: Hohe Energie und Ausdauer (Gegenteil von emotionaler Erschöpfung).
  • Hingabe: Starke Einbindung und Enthusiasmus (Gegenteil von Zynismus).
  • Absorption: Volle Konzentration und „Flow“-Erfahrung bei der Arbeit.
45
Q

Was besagt das Job Demands-Resources Modell bezüglich Work Engagement?

A

Job-Ressourcen fördern Work Engagement, besonders bei hohen Job-Anforderungen (Bakker & Demerouti, 2017).

46
Q

Welche zentralen Jobcharakteristika sind laut der Meta-Analyse von Christian et al. (2011) positiv mit Work Engagement verbunden?

A

Autonomie, Aufgabenvielfalt, Aufgabenbedeutung, Feedback

47
Q

Was ist proaktives Verhalten und wie äußert es sich?

A
  • Selbstinitiiertes und zukunftsorientiertes Handeln
  • Ändert Arbeitsumfeld oder sich selbst positiv
  • Beispiele: Persönliche Initiative, proaktive Problemlösung („taking charge“), konstruktive Verbesserungsvorschläge („voice“)
48
Q

Welche individuellen Unterschiede und kontextuellen Faktoren beeinflussen proaktives Verhalten?

A

Individuelle Faktoren:
- Proaktive Persönlichkeit
- Höherer positiver Affekt

Kontextuelle Faktoren:
- Höhere Job-Autonomie
- Transformationaler Führungsstil

49
Q

Kann proaktives Verhalten trainiert werden? Nenne ein Beispiel.

A
  • Beispiel: Intervention zur Steigerung persönlicher Initiative bei Kleinunternehmern in Uganda (Glaub et al., 2014)
50
Q

Was ist Job Crafting und welche drei Aktivitäten umfasst es?

A

Aktive Gestaltung von Arbeitsrollen und -ressourcen
Aktivitäten:
- Aufgabenbezogenes Job Crafting
- Beziehungsgestaltung
- Kognitives Job Crafting

51
Q

Was versteht man unter aufgabenbezogenem Job Crafting?

A
  • Gestaltung der Arbeitstätigkeiten durch Übernahme oder Reduktion von Aufgaben
  • Änderung des Umfangs und der Durchführung von Aufgaben
52
Q

Was bedeutet Beziehungsgestaltung im Kontext des Job Crafting?

A
  • Veränderung der Qualität und/oder Menge der Interaktionen mit anderen am Arbeitsplatz
  • Entscheidung, mit wem man intensiver oder weniger intensiv zusammenarbeitet
53
Q

Was versteht man unter kognitivem Job Crafting?

A
  • Neugestaltung der Wahrnehmung der eigenen Arbeit
  • Änderung der kognitiven Repräsentation der Arbeit zur Schaffung persönlicher Bedeutung
54
Q

Welche Strategien beinhaltet das Job Crafting nach dem Job Demand–Resources Modell von Tims und Bakker (2010)?

A
  • Änderung herausfordernder Arbeitsanforderungen
  • Reduktion hinderlicher Arbeitsanforderungen
  • Erhöhung struktureller und sozialer Arbeitsressourcen
55
Q

Compared to social relationship research that examines resource exchange and the instrumental nature of social resources, What does POS emphasize?

A

POS emphasizes the experience of being in a connection with another person and the importance of being accepted as a person of worth

56
Q

What is a central tenet of the positive leadership approach?

A

The central tenet of the positive leadership approach is to strengthen followers instead of focusing on their deficits

57
Q

What four strategies of positive leadership has Cameron (2013) developed?

A
  1. Creating a positive climate
  2. fostering positive relationships
  3. cultivating positive communication
  4. foster positive meaning
58
Q

What is motivation and its importance in job performance?

A
  • Motivation: Underlying causes of human behavior (form, direction, intensity, duration/persistence)
  • Key predictor of job performance not attributed to abilities or situational factors (Dalal et al., 2020)
59
Q

What is volition and how is it different from motivation?

A
  • Volition: Required to plan, enact, and pursue behavior based on goals
  • Starts after the motivational phase
  • Involves self-regulation, self-management, self-control
60
Q

Define self-regulation and its role in goal attainment.

A
  • Self-regulation: Cognitive, emotional, behavioral processes for goal setting and attainment
  • Involves adopting, adapting, rejecting goals, planning, monitoring, goal striving, revising goals
  • Goals: Desired end states (Austin & Vancouver, 1996; Neal et al., 2017)
61
Q

What are self-management skills and how are they developed?

A
  • Self-management: Synonym for self-regulation in management literature
  • Skills: Goal setting, behavior regulation, monitoring, assessment, evaluation
  • Self-management interventions target skill development/improvement (e.g., Frayne & Geringer, 2000)
62
Q

What is self-control and its psychological costs?

A
  • Self-control: Self-discipline, maintaining goals by suppressing/overriding impulses
  • Beneficial effects on individual, social, cultural outcomes (Bauer & Baumeister, 2011)
  • Psychological costs: Alienation/disconnection from emotions, potential mental and physical problems (Baumann et al., 2005)

Arbeits- und Organisationspsychologie (15 decks)

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