Chapter 4 Flashcards
(34 cards)
cognitive dissonance
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
how to reduce cognitive dissonance
by changing beliefs and feelings, reversing the behavior, emphasize your decision making theory
emotional labor
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
emotional dissonance
the psychological tensions experienced when the emotions people are required to display are quite different from the emotions they actually experience at that moment
problems of dissonance
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)
emotional intelligence
a set of abilities that enable us to recognize and regulate our own emotions as well as the emotions of other people
four dimensions of emotional intelligence
awareness of our own emotions, management of our own emotions, awareness of others emotions, management of others emotions
job satisfaction
a person’s evaluation of his or her job and work context
EVLN Model
the four ways that employees respond to job satisfaction
what does EVLN include
exit, voice, loyalty, neglect
exit model
leaving the organization, transferring to another work unit, or at least trying to get away
voice model
any attempt to change, rather than escape from, the dissatisfying situation
loyalty
respond by patiently waiting; “suffer in silence”
neglect
reducing work effort, paying less attention to quality
affective organizational commitment
an individual’s emotional attachment to, involvement in, and identification with an organization
continuance commitment
an individuals calculative attachment to an organization
consequences of affective and continuance
those with high levels of continuance tend to have lower performance and are less likely to engage in organization citizenship behaviors
stress
an adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being
general adaptation syndrome
a model of the stress experience, consisting of three stages; alarm reaction, resistance, and exhaustion
alarm react
when a threat or challenge activates the physiological stress responses; energy level and coping effectiveness decrease in response and to the initial stock
resistance
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
exhaustion
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
what are the four most common work related stressors
organizational constraints, interpersonal conflict, work overload, low task control
organizational control
lack of equipment, supplies, budget funding, cower support, information, other resources; interfere with task performance
