POP Week 2

Question 1

What makes employees feel exhausted

Answer 1

employees get exhausted because they experience work stress. Exhausted employees become cynical about whether their work contributes anything and wonder about the meaning of their work

Question 2

What in a job makes you feel exhausted or motivated

Answer 2

• autonomy
• skill variety
• task significance
• task identity

–> motivation

Question 3

the health impairment process

Answer 3

high demands lead to strain and health impairment

Question 4

motivational process

Answer 4

high resources lead to increased well-being result form a balance between positive (resources) and negative (demands) job characteristics

Question 5

job demands definition Demerouti

Answer 5

= those physical, social or organizational aspects of the job that require sustained physical or mental effort and therefore associated with certain physiological costs

Question 6

Job resources definition demerouti

Answer 6

= those physical, social or organizational aspects of the job that may do any of the following:

• be functional in achieving workgoals
• reduce job demands and de associated physiological and psychological costs
• stimulate personal growth and development

Question 7

early JDr model

Answer 7

2 processes for the development of a burnout

1. long term excessive job demands from which employees do not adequalty recover
2. lack of resources precludes that job demands are met and that work goals are reached

Question 8

revised JDr model

Answer 8

added work engagment. Work engagement and burnout considered to be mediators of the relationship between job demands and health problems, and job resources and turnover intentions

Question 9

work engagement

Answer 9

= positive, fulfilling, work related state of mind that is characterised by vigor (resilience and energy), dedication and absorption

Question 10

burnout

Answer 10

= gradual draining of mental resources

Question 11

job resources influences…

Answer 11

future work engagement, which predicted organizational commitment. Work engagemnet predicted future absence frequency

Question 12

Job demands predicts

Answer 12

predicts burnout over time, which predicted future depression. Burnout predicted future absence duration

Question 13

Personal resources

Answer 13

= the psychological characteristic or aspects of the self that are generally associated with resiliency and that refer tot the ability to control and impact one’s environment succesfully

Question 14

5 motivational work characteristics make jobs more satisfying for workers

Answer 14

• autonomy
• skill variety
• task identity
• task significance
• feedback from the job

Question 15

vigor

Answer 15

high levels of energy and mental resilience while working, and persistence even when facing difficulties

Question 16

dedication

Answer 16

= being strongly involved in one’s work, and experiencing a sense of significance and enthusiasm

Question 17

adsorption

Answer 17

= being fully concentrated and happily engrossed in one’s work

Question 18

job resources examples

Answer 18

• autonomu
• supervisory
• coaching
• perfromance feedback
• social support
• supervisory coaching

Question 19

personal resources examples

Answer 19

• optimism
• self-efficacy
• self esteem

Question 20

connection between burnout, workaholism and engagement

Answer 20

• workaholism and engagement overlap in absorption
  – with engagement the motivation is intrinsic
  – with workaholism motivation is compulsive
• core of a burnout is exhaustion and cynicism
  – lack of professional efficacy
• burnout and engagement are opposites

Question 21

workplace subjective wellbeing

Answer 21

= high work related SWB include job satisfaction (cognitive evaluation) frequent experiences of positive emotions and infrequent experiences of negative emotions (affective experiences)

Question 22

high activation

Answer 22

workaholism, engagement, happiness

Question 23

low activation

Answer 23

satisfaction, burnout

Question 24

job characteristic model

Answer 24

5 characteristics
1. skill variety
2. task significance
- task identity
- feedback
- autonomu
if core job characteristics present–> lead to positive employee attitudinal outcome

Question 25

demand-control model

Answer 25

hypothesis is that strain will be highest in jobs characterised by the combination of high job demand and low job control

Question 26

effort-reward imbalance model

Answer 26

assumes that job stress is the result of an imbalance between effort (extrinsic job demands and intrinsic motivation to meet these demands) and rewards (in term of salary, reward, career opportunities)

Question 27

critics on early models

Answer 27

• one sided
• simplicity
• static
• changing nature of jobs

Question 28

4 possible JDr interventions

Answer 28

• job redesigning
• job crafting
• training
• strengths based interventions

Question 29

why engaged workers perform better

Answer 29

• experience positive emotions
• better health –> better focus on work
• create own job and personal resources
• transfer engagement

Question 30

emotional exhaustion

Answer 30

= general feeling of extreme chronic fatigue, caused by continious exposure to demanding working conditions

Question 31

cynicism

Answer 31

callous, distanced cynical attitude toward the work itself or the people with whom one works

Question 32

lack of professional efficacy

Answer 32

= the tendency to evaluate one’s work performance negatively, resulting is feelings of insufficiency and poor job-related self esteem

Question 33

HERO

Answer 33

Hope
Optimism
Resilience
Efficacy

Question 34

Core Self Evaluation

Answer 34

= represents the fundamental appraisal individuals make about their self-worth and capabilities

Question 35

generalized self-efficacy

Answer 35

= one’s ability to perform and cope successfully

Question 36

emotional stability

Answer 36

= propensity to feel calm and secure

Question 37

locus of control

Answer 37

= belief that desired effect result from one’s own behaviour rather than by fate or powerful others