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Workplace psychological health |
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A broad-based concept that refers to the mental, emotional, and physical well-being of employees in relation to the conduct of their work. |
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book in 1965 entitled Mental Health of the Industrial Worker. |
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Occupational Safety and Health Act |
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laws designed to reduce the frequency and severity of workplace accidents and illnesses by creating enforceable health and safety standards |
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a person who is pathologically addicted to performing work |
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death by overwork, and it is estimated 10,000 individuals each year in Japan die from overwork |
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The study of the factors and conditions in life that lead to pleasurable and satisfying outcomes for individuals. |
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Environmental Influences on Psychological Health |
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1. Opportunity for control. 2. Opportunity for skill use. 3. Externally generated goals. 4. Environmental variety. 5. Environmental clarity. 6. Availability of money. 7. Physical security. 8. Opportunity for interpersonal contact. 9. Valued social position. |
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pattern of ex-convicts committing new crimes and being sentenced to additional prison terms, believed to be caused by lack of 9 environmental influences on psychological health |
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psychological well-being has two dimensions: pleasure and activation |
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The competent person has adequate psychological resources to deal with life’s problems |
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he freedom to choose the path of one’s own behavior. |
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A psychologically healthy person is always striving to achieve a more desirable outcome |
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“Integrated functioning concerns the person as a whole. People who are mentally healthy exhibit several forms of balance, harmony, and inner relatedness” |
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5 components of psychological health |
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1. Affective well-being. 2. Competence. 3. Autonomy. 4. Aspiration. 5. Integrated functioning. |
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The dilemma of trying to balance the conflicting demands of work and family responsibilities. |
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targets of research in work/ family conflict |
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The effect of work on family. The effect of family on work. The family–work interaction. |
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there is similarity between what occurs in the work environment and what occurs in the family environment a person’s work experiences influence what he or she does away from work. attitudes at work become ingrained and carried over into home life, |
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proposes an inverse relationship between work and family individuals make diff erential investments of themselves in the two settings so that what is provided by one makes up for what is missing in the other. |
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the work and nonwork spheres are distinct so that an individual can be successful in one without any influence on the other The two spheres exist side by side and for all practical purposes are separated. |
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(1) the suggestion that work and family affect each other had emerged by the 1930s; (2) the pervasive assumption during the 1950s was that work and family were independent; (3) by the 1970s the assumption was that work and family roles were intertwined; and (4) today there is considerable empirical evidence attesting to the overlap between work and family for most individuals. |
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any location, as one’s home, a café where work can be performed |
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A schedule of work hours that permits employees flexibility in when they arrive at and leave work. |
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A schedule of work hours that typically involves more hours per day and fewer days per week. |
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A non-traditional work pattern in which an operation functions 24 hours per day. |
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latent consequences of employment |
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(1) imposition of a time structure on the waking day, (2) regular shared experiences and contacts with people outside the nuclear family, (3) the linking of individuals to goals and purposes, (4) the definition of aspects of personal status and identity, and (5) the enforcement of activity |
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The pattern of compelling children under the age of 15 throughout the world to perform labor that is harmful to their overall health and psychological well-being. |
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a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration |
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components to Work motivation |
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direction: addresses the choice of activities we make in expending effort intensity: implies we have the potential to exert various levels of effort persistence: reflects duration of motivation over time |
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Five Critical Concepts in Motivation |
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Behavior Performance Ability Situational factors Motivation |
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Expectancy theory of motivation |
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A theory of motivation based on the perceived degree of relationship between how much effort a person expends and the performance that results from that effort. five major parts: job outcomes, valence, instrumentality, expectancy, and force. |
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the results an employee can experience by working for the organization, such as pay, promotions, and vacation time |
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the employee’s feelings about the outcomes and are usually defined in terms of attractiveness or anticipated satisfaction |
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the perceived degree of relationship between performance and outcome attainment |
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the perceived relationship between effort and performance |
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the amount of effort or pressure within the employee to be motivated |
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Goal-setting theory of motivation |
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A theory of motivation based on directing one’s effort toward the attainment of specific goals that have been set or established. |
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Self-regulation theory of motivation |
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A theory of motivation based on the setting of goals and the receipt of accurate feedback that is monitored to enhance the likelihood of goal attainment. |
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A sense of personal control and being able to master one’s environment. |
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learning goal orientation |
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one in which the individual is committed to acquiring new skills and mastering new situations |
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performance goal orientation |
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one in which the individual is committed to demonstrating his or her competence by seeking favorable judgments from others |
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Work design theory of motivation |
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A theory of motivation based on the presence of dimensions or characteristics of jobs that foster the expenditure of effort. |
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The process of designing work so as to enhance individual motivation to perform the work. |
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job characteristics model |
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1. Skill variety—the number of different activities, skills, and talents the job requires; 2. Task identity—the degree to which a job requires completion of a whole, identifiable piece of work 3. Task significance—the job’s impact on the lives or work of other people 4. Autonomy—the degree of freedom, independence, and discretion in scheduling work and determining procedures that the job provides; 5. Task feedback—the degree to which carrying out the activities required results in direct and clear information about the effectiveness of performance. |
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A conception of motivation whereby individuals are psychically immersed in emotionally and intellectually fulfilling work. |
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three dimensions of work engagement |
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vigor: a sense of personal energy for work Dedication: involves experiencing a sense of pride in one’s work and challenge from it absorption: the capacity to be engrossed in work and experiencing a sense of fl ow |
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characterized by feelings of apathy, cynicism, and detachment from work |
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pertains to how we regulate ourselves in pursuit of a single goal |
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how we allocate our time and effort in pursuing multiple goals |
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The degree of pleasure an employee derives from his or her job. |
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refers to a fundamental diff erence in how people view life, their general disposition, and attitude |
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Five categories of human emotions |
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1. Positive: Happiness Love Pride 2. Negative: Sadness Hopelessness Despair 3. Existential: Anxiety Guilt Shame 4. “Nasty”: Anger Envy Jealousy 5. Empathetic: Gratitude Compassion Sympathy |
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reflect the employee withdrawing from a noxious employment condition, either temporarily (absence) or permanently (turnover). |
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The degree to which a person identifies psychologically with his or her work and the importance of work to one’s self-image. |
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The extent to which an employee feels a sense of allegiance to his or her work. |
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The theoretical concept pertaining to the fair treatment of people in organizations. The three types of organizational justice are distributive, procedural, and interactional. |
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The fairness with which the outcomes or results are distributed among members of an organization. |
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3 rules for distributive justice |
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Equity: people should receive rewards that are consistent with the contributions they make Equality: all individuals should have an equal chance of receiving the outcome or reward Need: rewards should be distributed on the basis of individual need |
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The fairness by which means are used to achieve results in an organization. |
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The fairness with which people are treated within an organization and the timeliness, completeness, and accuracy of the information received in an organization. |
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showing concern for individuals and respecting them as people who have dignity. |
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providing knowledge about procedures that demonstrate regard for people’s concerns |
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Organizational citizenship behavior |
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The contributions that employees make to the overall welfare of the organization that go beyond the required duties of their job. also referred to as prosocial behavior, extra-role behavior, and contextual behavior |
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Five dimensions to citizenship behavior |
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1. Altruism reflects willfully helping specific people with an organizationally relevant task or problem. 2. Conscientiousness refers to being punctual, having attendance better than the group norm, and judiciously following company rules, regulations, and procedures. 3. Courtesy is being mindful and respectful of other people’s rights. 4. Sportsmanship refers to avoiding complaints, petty grievances, gossiping, and falsely magnifying problems. 5. Civic virtue is responsible participation in the political life of the organization. |
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The implied exchange relationship that exists between an employee and the organization. |
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characterized by short time frames and specific obligations |
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characterized by long-term relationships with diffuse obligations |
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Behavior exhibited within organizations by employees that is driven by self-interest. |
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Behaviors exhibited within a work context that are harmful to other employees or the organization (also called deviant workplace behavior). |
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Hostile or aggressive behavior at the workplace that occurs through electronic media. |
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