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Flashcards in Chapter 4 Deck (34)
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1
Q

cognitive dissonance

A

an emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another; electric white board; some people wanted flexibility and you didn’t give them that, expensive when you are normally cost efficient

2
Q

how to reduce cognitive dissonance

A

by changing beliefs and feelings, reversing the behavior, emphasize your decision making theory

3
Q

emotional labor

A

the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions; demands higher in jobs requiring a variety of emotions and more intense emotions

4
Q

emotional dissonance

A

the psychological tensions experienced when the emotions people are required to display are quite different from the emotions they actually experience at that moment

5
Q

problems of dissonance

A

can be more stressful and lead to burnouts, pretending to feel different emotions can be challenging, view surface as natural part of role (flight attendant)

6
Q

emotional intelligence

A

a set of abilities that enable us to recognize and regulate our own emotions as well as the emotions of other people

7
Q

four dimensions of emotional intelligence

A

awareness of our own emotions, management of our own emotions, awareness of others emotions, management of others emotions

8
Q

job satisfaction

A

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

9
Q

EVLN Model

A

the four ways that employees respond to job satisfaction

10
Q

what does EVLN include

A

exit, voice, loyalty, neglect

11
Q

exit model

A

leaving the organization, transferring to another work unit, or at least trying to get away

12
Q

voice model

A

any attempt to change, rather than escape from, the dissatisfying situation

13
Q

loyalty

A

respond by patiently waiting; “suffer in silence”

14
Q

neglect

A

reducing work effort, paying less attention to quality

15
Q

affective organizational commitment

A

an individual’s emotional attachment to, involvement in, and identification with an organization

16
Q

continuance commitment

A

an individuals calculative attachment to an organization

17
Q

consequences of affective and continuance

A

those with high levels of continuance tend to have lower performance and are less likely to engage in organization citizenship behaviors

18
Q

stress

A

an adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being

19
Q

general adaptation syndrome

A

a model of the stress experience, consisting of three stages; alarm reaction, resistance, and exhaustion

20
Q

alarm react

A

when a threat or challenge activates the physiological stress responses; energy level and coping effectiveness decrease in response and to the initial stock

21
Q

resistance

A

activates various biochemical, psychological, and behavior mechanisms that give the individual more energy and engage coping mechanisms to overcome or remove the source of stress; REDUCES RESOURCES TO THE IMMUNE SYSTEM

22
Q

exhaustion

A

most of us are able to remove ourselves from that source before becoming too exhausted; those frequently reach exhaustion have increased risk of lag term physiological and psychological damage

23
Q

what are the four most common work related stressors

A

organizational constraints, interpersonal conflict, work overload, low task control

24
Q

organizational control

A

lack of equipment, supplies, budget funding, cower support, information, other resources; interfere with task performance

25
Q

interpersonal control

A

caused by structural sources such as ambiguous rules, lack of resources, conflicting goals between employees or departments; threats and bullying

26
Q

work overloud

A

under pressure to complete more with more effort

27
Q

low task control

A

when employees lack control over how and when they perform their tasks as well as lack over the pace of work activity

28
Q

differences in stress

A

contributing factor is ones physical health (have more energy to deal with it if healthy), different coping strategies (some might work for one and not for another), personality

29
Q

five ways to manage stress

A

remove the stressor, withdraw from the stressor, change stress perceptions, control stress consequences, receive social support

30
Q

remove the stressor

A

becomes completely eliminated

31
Q

withdraw from the stressor

A

permanently or temporarily remove the person from the stressor

32
Q

change stress perceptions

A

help improve self concept; personal goal setting and self reinforcement

33
Q

control stress consequences

A

keeping physically fit and maintaining healthy lifestyle

34
Q

receive social support

A

when others provide emotional and/or informational support to buffer an individual’s stress experience; makes them feel valued and worthy