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T5:Work Psychology (JUDGE (2012) (SUMMER (Social environment is important…

- - - - Job attitudes = feelings, beliefs, attachment
        
        facets of job attitudes
        
        structure = place in the hierarchy
        
        temporal nature
        
        composition
        
        specificity (specific supervisor or all supervisors in the company)
        
        nature = evaluative assessment vs behavioral predictions
        
        target (payments o supervisors for example)
        
        Job attitudes can be treated as
        
        latent variable (top-down construct indicated by more specific attitudes)
        
        manifest variable (bottom-up construct composed of the lower-order terms)
      - the affetive and cognitive elements of attitudes interact with each other (thinking influences feeling, feeling influences thinking)
      - attitudes predict behavior, and behavior predict attitudes (bi-directional link)
    - - evaluation state that expresses contentment and positive feelings about ones job
  - - - usually used to get the average affective response (since affect possess huge variability)
    - - Job charateristics
        
        task identity
        
        Autonomy
        
        skill variety
        
        Feedback
        
        task significance
      - pay satisfaction
        
        benefits
        
        pay rise
        
        pay level
        
        structure/administration
      - Job Descriptive Index (JDI)
        
        coworkers
        
        pay
        
        supervisor
        
        promotions
        
        satisfaction with work
    - - Features of commitment
        
        Continuance Commitment
        
        Normative Commitment
        
        Affective commitment (measure possesses highest vlaidity)
    - - Behavior = antecedants to intentions.
        
        f.e Positive attitude towards voluntary training
        
        bandwidth fidelity = attitudes towards behavior are more strongly related to the behaviors than generalized attitudes (facet is more related to specific sub-facet than general construct)
      - Goals
  - - - Twin studies = job satisaction is as heritable as personality
        
        Positive affectivity most similar to Extraversion
        
        Negative affectivity = Most similar to Neuroticism
      - Core Self-Evaluations = .39 correlation with job attitudes, and does not correlate with BIG 5 personality inventory
        
        generated self-eficacy
        
        neuroticsim
        
        self-esteem
        
        locus of control
    - - Big5
      - Positive Affectivity / Negative Affectivity
      - Core Self-Evaluation
      - (contextual predictor) Job Characteristics
      - Social environment
      - Leadership
      - Organizational practices (the System)
    - - Job Characteristics
        
        task significance
        
        autonomy
        
        task identity
        
        feedback
        
        skill variety
      - Social Environment Characteristics
        
        perceived social support
        
        social relationships (size of network)
        
        relationships with coworkers/supervisors
      - Leadership
        
        being a good leader = scale correlates .78 with positive mployee emotions
        
        Transformational Leadership
        
        more positive employee emotions
        
        buffer between emotion regulation x job dissatisfaction
      - Organizational Practices
        
        organizational justice and job attitudes
        
        discrepancy theory = the bigger the discrepancy between what one thinks how much should get payed, and what one gets paid, the more negative the paysatisfaction
        
        organizational justice = .79 with job satisfaction
        
        organizational change (together with favorable perceptions of organisational change) = (+) employee commitment
        
        HR performance (+) with job satisfaction and organizational commitment
    - - job satisfaction and organizational commitment (-) with time (slow decline)
      - Psychological contract breach (-) commitment
      - Emotional events can explain variability in job satisfaction (Affective Events Theory)
        
        job satisfaction * work features is moderated by emotions
  - - - Task Performance
        
        Job descriptive Index =
        
        motivation (+)job performance (moderation .23)
        
        Other variables =.15
        
        When affective AND cognitive appraisal are aligned with each other = link between job performance (+) job satisfaction was stronger
      - Creative Performance
        
        mixed results (better explained in Bowling)
      - Organizational Performance
        
        unit-level emplyee satisfaction =
        
        customer satisfaction
        
        productivity
        
        profit
        
        turnover
        
        accidents
    - - job satisfaction moderates link between conscientiousness /agreeableness (+) citizenship behavior (positive relation)
      - JDI * Citizenship Behavior = .15-.23
    - - job satisfaction (-) absenteeism and turnover intentions (job satisfaction regulate perceptions of the workplace, which lead to turnover intentions)
      - organizational commitment (-) deviance and work withdrawal
  - - - social network size
      - effective leadership
      - coworker support
      - demographic similarity between employee and coworkers
- - - - relates to "positive self- concept"- high self esteem mixed with high emotional stability
  - - - More Creative
      - More helpful to others
      - Motivated to work harder
      - increased Job satisfaction
      - Increased Happiness and Well-Being
      - lower turnover
      - are more likely to take hard challenges and responsibilities
  - - - Positive self-concept
        
        motivation
        
        job satisfaction
        
        job performance
    - - more autonomy and empowerment to take decisions
      - challenging work
      - employee/job match
      - Organizational Culture of Valuing Employees
    - - make sure supervisors are fair
      - Support people in their tasks
      - provide praise and rewards for the job
      - provide positive feedback = "Catch them doing something good"
  - - - Validity of positive Self-concept = .20-.30
    - - YES = positiveness enhances the motivation
      - NO = It makes you appear exploitative which is perceived badly. It harms your well-being!
      - Pursuing positive self-esteem = short-term benefits but long-term costs
        
        the problem is HOW PEOPLE SEEK POSITIVE SELF-ESTEEM
        
        They seek validation of their abilities/qualities in areas it is invested = f.e. job performance
        
        2.) Loss of relationships - people are focused on themselves, rather than others
        
        3.) Increased risk of depression ; When people fail, it undermines their entire self-worth
        
        1.) Loss of autonomy - people work because they feel they must
      - Narcissism = individual feels happy, but everyone around suffers
    - - (mildly) depressed people = more realistic = more accurate decisions (BUT memory decay in depressed people; no memory=no-info=worse decision)
- - - - simple theory of planed behavior = Findings inconclusive
    - - roots in expectancy theories of motivation (satisfaction follows from rewards produced by performance; also extrinsic/intrinsic rewards as causes of satisfaction) = findings inconclusive and cant be generalized
    - - Hybrid of 2 previous models (no real theoretical framework). Inconsistent rewards
    - - Relationship between satisfaction and performance is spurious (correlation between 2 variables is explained through their relation to a 3rd variable)
        
        non-significant relationship between performance and performance doesnt mean there is no meaningful relationship between them - this might be mediated by 3rd variable
        
        3rd variable candidates
        
        job involvement
        
        organizational commitment
        
        self-esteem
        
        trust in management
        
        role ambiguity
        
        not enough convincing proof for proving/disapproving
    - - lots of moderators (candidates)
        
        value attainment (performance is satisfying to the extent that it leads to important work values)
        
        (strong reward-contingency would would make satisfied the people who value the payment)
        
        job complexity (intrinsic/extrinsic motivations at play. complexity provides intrinsic motivation and payment an extrinsic motivation)
        
        reward contingency (performance influences satisfaction to the extent people are compensated based on their performance) (operant conditioning)
        
        other ; oranizaitional tenure, need for achievement, pressure for performance, occupational group, perceived appropriateness of job allocation
        
        self-esteem (self-consistency theory = people are happiest when they engage in behaviors that match their self-image)
    - - actually lots of research doesnt even take their relationship into an account (thats not a proof but a trend)
    - - General concept that attitude leads to performance has a merit, but only when attitudes/performance are reconceptualized
        
        Attitudes reconceptualization
        
        Job satisfaction may fial to predict performance because job satisfaction reflects more cognitive evaluation, rather than affective tone
        
        POSITIVE AFFECT leads to enhacned motivation and organizationa membership (and there is lots of research about it)
        
        Different job satisfaction inventories have different extent to which they capture the affective tone = this is where the variability in findings come from
        
        Performance reconceptualization
        
        Usualy too narrow - involving only task performance
        
        the concpet should be broaden to include f.e. citizenship behaviors (helping behavior/volunteering)
      - ORGANIZATIONAL LEVEL OF ANALYSIS = all previous research was made on individual level
        
        Example of organisatoinal level: Average teacher job satisfaction correlated with
        
        higher student satisfactiion
        
        lower drop-out rates
        
        lower Vandalism costs
        
        teacher turnover
    - - 1-4 models = no support.
  - - - Occupation (.45, lots of variability between occupation)
      - Level of Measurement (Global = best)
      - job complexity (the higher the stronger)
      - Measurements of performance (Peer-subordinate held highest correlations relative to supervisory and objective measures (lowest))
      - Research design (cross-sectional design held higher correlations)
      - source of the data (the better the journal at which research was published, the higher the correlations)
- - - - Dispositional Explanations for the stability of job satisfaction
        
        Core Self-evaluations = Self-esteem, generalized self efficacy, locus of control, emotional stability (All these variables load on one construct, and correlate r=.29 with job satisfaction)
        
        Affectivity
        
        Negative = close to Neuroticism (negativity and bad self-concept)
        
        Positive = Extroversion (enthusiasm and optimism)
        
        Processes through which dispositions influence Job satisfaction
        
        Influence Perceptions (NA influenceshow individuals collect, process and evaluate information ; f.e. remembering more negative things)
        
        Indirect effect moderated by job choice (negative people choose miserable jobs more often)
        
        Direct effect (core self evaluations = enlarged generalization from feelings about oneself to feelings about ones job)
      - Adaptation-Level Theory as an explanation for the Stability of Job Satisfaction
        
        THEORY
        
        POSITIVE/NEGATIVE RESPONSE is temporary brecause of an ADAPTATION
        
        Later stimuli that are highly different produce POSITIVE/NEGATIVE RESPONSES
        
        All these stimuli average to create a BASELINE
        
        Exposure to earlier events creates FRAME OF REFERENCE
        
        Theory also accepts INDIVIDUAL DIFFERENCES in adaptation
        
        New experiences are added to the adaptation level (baseline) causing it to SHIFT
      - Opponent Process Theory as an Explanation for the Stability of Job Satisfaction
        
        THEORY
        
        When presented with emotionally arousing stimuli, and individual experiences exertion from ones neutrality state, called PRIMARY PROCESS
        
        When primary process response surpases some threshold, an inhibitory, OPPONENT PROCESS engages, that has opposite hedonistic quality to the primary process. Hedonic process eventually weakens, even if the stimulus remains present in the environment
        
        INDIVIDUAL CHARACTERISTICS would account in differences between people in their hedonic neutrality
        
        After emotionally arousing stimuli disappears, primary processdisappears, but at a faster rate than opponent process (meaning that a some point the opponent process remains, while there is no effect of primary process) creating so called OVERSHOOT EFFECT
        
        People, when not engaged in anything speciual, are in so called NEUTRAL STATE (something like equilibrium/adaptation level ; term neutral shouldnt be taken literary)
        
        With more uses, OPPONENT PROCESS BECOMES STRONGER
        
        EXAMPLE: Novice vs Veteran sky divers
    - - Dispositions Influence reactivity to affective stimuli (events) = positive dispositions cause, that job satisfaction highly increases after positive event and causes small decrease after negative event
      - Disposition Influence speed at which responses to work-related events decay across time = positive dispositions cause positive job satisfaction to stay longer relative to negative job satisfaction (following an negative event)
      - individual dispositions influence their adaptation/equilibrium level. high equilibrium = high PA and favorable CSE
      - The overshoot effect for individuals with Positive Dispositions is expected to be relatively pronounced for the negative work events, and relatively modest for positive work events.
      - Strength of the effects of work-related events upon job satisfaction, dissipates with time
    - - 1.) Variability and futility of trying depends on costs and time duration of the effect (cost is low and gains are high when you make a grumpy supervisorto be nice for one day a month xD)
      - 2.) It si posisible to eventually move the baseline/set point higher, so the person starts being naturally more satisfied without continuous environmental changes