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Building Healthy Organizations for Optimal Performance > Well-being & Engagement at Work > Flashcards

Well-being & Engagement at Work Flashcards

1
Q

Definition of creativity

A

 Core elements (novelty and usefulness)
 Carriers (products, services, and solutions)
 Different perspective to understand (products, process, and judgement)

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2
Q

Dual cognitive pathways to creativity

A

 Cognitive flexibility
 Cognitive persistence
 How these two pathways explain the impact of psychological traits (cognitive styles, personalities) and states (motivations, emotions)

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3
Q

What is WORKPLACE DESIGN?

A

A general term for the entire physical environment for work . . . the whole floor, whole building, whole campus.
 Primary spatial tool for work

What for?
 Balance between productivity and wellbeing
 Balance between work tasks and social interaction
 Concentration and/or/versus restoration

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4
Q

DIFFERENT APPROACHES ON WORKPLACE DESIGN?

A
  1. Stimulating environment: optimise work environment for productivity (classroom of RSM)
    ▪Function: keeping productive ▪Light (Hawthorne experiments)
    ▪ Noise
    ▪ Color
    ▪ Privacy
  2. Restorative environment: bridge workplace with natural environment for wellbeing
    ▪Function: restore, recover, and resile
    ▪Biophilic Design in the workplace
    ▪Green and nature:
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5
Q

What are the elements of stimulating environment?

A 
1. Personal space
 Office type (cubicle vs. open floor)
 Size of office space
 Privacy
 Territoriality (Personalize your office)
2. Social space
 Social density
 Awareness
 Brief interactions 
 Collaborations
3. Physical attributes 
 Technology
 Ergonomics
 Shape of furniture
 Color
 Space density
 Light
 Temperature/ thermal comfort 
 Air quality
 Scent
 Ventilation
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6
Q

STIMULATING ENVIRONMENT→OPTIMIZATION FOR PRODUCTIVITY. Which factors have the strong effect on performance and satisfaction?

A

Strongest effects on performance and satisfaction:

  1. Ability to do distraction-free solo work
  2. Support for impromptu interactions (both in one’s workplace and elsewhere)
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7
Q

NOISE AND PRODUCTIVITY?

A

Moderate noise at workplace helps NOISE AND PRODUCTIVITY (creative) work
 Moderate level of arousal is best for difficult work.

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8
Q

SMILING PENCIL?

A
  • Participants held a pencil in their teeth (which naturally activates the muscles typically used for smiling) or lips (which does not activate those muscles) and then rated several cartoons for funniness.
  • Those who were (unknowingly) “smiling” rated the cartoons as funnier than people who were not smiling.
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9
Q

HOT COFFEE COOL PEOPLE?

A
  • Prior to an impression-formation task, participants were required to hold (during a brief elevator journey) a cup of hot or iced coffee. Afterwards, they gave their impressions of a stranger.
  • Participants considered the target to have more favorable traits (e.g., generous, caring) when they previously held the hot rather than cold cup.
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10
Q

SHAPE OF YOUR FURNITURE / SPACES?

A
  • Hundreds of undergrads looked at computer- generated pictures of room interiors and rated those filled with curvilinear (rounded), as opposed to straight-edged (rectilinear), furniture as more pleasing and inviting.
  • Rounded spaces triggered more activity in brain regions associated with reward and aesthetic appreciation.
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11
Q

Smell?

A

Participants were required to ‘smell’ odours that generated feelings of disgust.
- The same participants then watched videos of other individuals expressing disgust. - - Results showed that areas of the anterior insula were activated both when individuals observed disgust in others and when they experienced disgust themselves.

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12
Q

ELEMENTS OF RESTORATIVE ENVIRONMENT?

A
  • Wild nature
  • Managed (structured) landscape Natural lights
  • Natural ventilation
  • Outdoor sports
  • Aesthetical activities
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13
Q

What defines restorative environment?

A

▪Sense of being away
▪Effortless engagement
▪Sense of extent (coherence) ▪Compatibility (person-environment)

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14
Q

MANAGED NATURE?

A

Zen garden—an example of managed nature in Japanese temples.

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15
Q

WHO’S DOING IT WELL?

A
  • Spanish architects SelgasCano have embraced biophilia which asserts that due to our instinctive bond with nature.
  • Bringing natural elements into the office improves productivity. their offices are built in the woods near Madrid, with the north side of the building made from completely transparent acrylic and using natural ventilation.
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16
Q

What happens when the negativity becomes too large?

A
  • Glass half-full approach: individual strengths, positive and challenging feedback, creative motivations and behaviours
  • BUT: we simply cannot (would like to, though…) completely ignore negativity in relation to psychology and work-related behaviours and outcomes.
17
Q

How to manage stress?

A
  1. Coping (Reactive, Anticipatory, Preventive, Proactive)

2. Make stress your best friend.

18
Q

What happens when a person cannot cope enough/anymore?

A

Burnout

19
Q

Burnout of millennials?

A

Many millennials are sitting at home with burnouts, how come?

  • Great time to be alive, everyone you know is only one small finger swipe away.
  • Yet because of individualisation: more loneliness (depression), fear, and anxiety.
  • Most burn-outs between 25 – 35 years, how come and what can we do about it?
20
Q

HOW COME MILLENNIALS BURN OUT?

A
  • Individualistic upbringing;
  • Period between puberty and “being a grown-up” has become longer – longer developmental period;
  • Making comparison between other millennials: too positive, unrealistic postings on (social) media;
  • Grown up in great economic growth: when entering job market, high reality check;
  • High demands: you can become anything you want, but you have to do your best.

In short: Cocktail of performance pressure and stress (often self-imposed) => instead of slowing down I I (which is healthy choice), speeding up&raquo_space;>.

21
Q

WHAT CAN WE DO ABOUT IT? MILLENNIALS EDITION

A

Infuse some reality into people’s worlds, by:

  • Management of expectations: honest conversations with each other.
  • More coaching for the millennials in the period between graduating and entering workforce.
  • “It’s not about making sure you’ve made it by the time you are 30, but be more realistic and accept that you need to make mistakes”.
22
Q

WHAT CAN WE DO ABOUT IT? HR EDITION

A

Management of expectations => honesty; also important role for HR professionals☺

In the workplace, burnout can be tackled through focusing on three specific elements:

  1. Enhance vigor: “High levers of energy and resilience, the willingness to invest effort in one’s job, not being easily fatigues, and persistence in the face of difficulties”.
  2. Improve dedication: “Strong involvement in one’s work, accompanied by feelings of enthusiasm and significance, and by a sense of pride and inspiration”.
  3. Better absorption: “Pleasant state of total immersion in one’s work which is characterised by time passing quickly and being unable to detach oneself from the job”
    => ENGAGEMENT
23
Q

BURNOUT AND ENGAGEMENT?

A

~Burnout:

  • Emotional Exhaustion,
  • Cynicism,
  • Professional Fulfillment/efficacy

ENERGY

IDENTIFICATION

~Engagement

  • Vigor
  • Dedication
  • Absorption
24
Q

ASSESSING BURNOUT: MASLACH BURNOUT INVENTORY (MBI)

A
  • -> Designed initially for burnout measurement in human service institutions.
  • -> Three subscales:
  • Emotional Exhaustion => feelings of being emotionally extended and exhausted by one’s work.
  • Depersonalisation => unfeeling and impersonal (i.e. cynical) response towards recipients of one’s care or service.
  • Personal accomplishment/fulfilment/efficacy => feelings of competence and successful achievement in one’s work with people.
25
Q

What is work engagement?

A

–> Work engagement is defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption (Schaufeli et al., 2002).

 Vigor — high levels of energy and mental resilience at work

 Dedication — a strong involvement in one’s work and experiences of significance, enthusiasm, and challenge

 Absorption — a pleasant state of being fully concentrated and happily engrossed in one’s work

26
Q

ENGAGEMENT ≈ FLOURISHING WORKFORCE?

A
  • An alternative solution for talent shortage and ageing workforces!
  • Statistical evidence on increasing productivity, profitability, and customer ratings, as well as decreased turnover, absenteeism/burnout, and safety incidents
  • Engaged employees vs. disengaged employees
    1. Higher earning per share (EPS)
    2. More experience of thriving (1.6 : 1) and enjoyment (75% : 48%)
    3. Less experiences of work stress
  • -> Worldwide only 13% of employees are engaged at work.
27
Q

How do we assess engagement?

A

Different approaches..Even though attention on employee engagement in businesses is great/highly needed, it does however lead to a fuzzy concept with different operationalisations:
→Resourceful jobs →Commitment and loyalty
→ Extra-role behaviours
→Job satisfaction

28
Q

Beyond POB/POS? Living well?

A

–> Pursuit of happiness — - Eudaimonia or “human flourishing”
▪ Different from hedonism: focused on outcomes (= pleasure) VS focused on process (= living).
▪The highest of all human goods is the realisation of one’s true potential

–> Assumption of “self” behind pursuit towards thriving and flourishing
▪Self-determination
▪Self concept/(Best) Possible self: Actual self
▪Ideal self
▪Ought self
▪ Self-efficacy

29
Q

What is eudaimonia?

A

▪ Eudaimonia→coined by Aristotle: “character of person that entails living in accordance with reason and moderation, and aiming toward excellence and the realisation of the complete human life”.

  • Living well versus feeling good (= Hedonia)
  • Pursuing the right ends: virtues such as courage, generosity, wisdom (=> VIA) - (Self-)Reflectiveness and (self-)reason
  • Volition/intrinsic motives
30
Q

How to approach eudaimonia via SDT?

A

▪ Edward L. Deci and Richard Ryan (1980s)
▪ All individuals have natural, innate, and constructive tendencies to develop toward an elaborated and unified self.
▪ Three basic needs in self-development:
 Autonomy
 Competence
 Relatedness
▪ Motivation to achieve is determined by the matching between social environment and our psychological needs.
(slide 45)

31
Q

Well-being “triad” ?

A

What is the objective?
▪ Extrinsic goals: get a good job so people respect you; work hard to get a promotion; be polite so people will like you; play sports to win games.

▪ Intrinsic goals: Get a job that you enjoy doing; Work hard to get better at your job; Be polite because you like being nice to people; play sports to have fun and get exercise.

~What is the goal undertaken? (slide 46)

~Why/How is well-being reached?
▪ Autonomy
▪ Competence
▪ Relatedness 
--> Self-achievement/determination

~The self-determination continuum
Outcomes: hedonic/subjective happiness, sense of meaning, subjective vitality, health-related benefits (wellness).

32
Q

EDWARD TORY HIGGINS: OTHER SDT?

A

Other approaches to employ the self for the better:
Three basic domains of the self:
1. Actual: your representation of the attributes that you believe you actually possess, or that others believe you possess.
2. Ideal: your representation of the attributes that someone (yourself or another) would like you, ideally, to possess.
3. Ought: your representation of the attributes that someone (yourself or another) believes you should or ought to possess

33
Q

SDT #2 = SELF-DISCREPANCY THEORY ?

A

Two different standpoints in which “self” is perceived:

  1. Own: individual’s personal standpoint.
  2. Other: standpoint of some significant other.

▪ People compare themselves to internalized standards or “ self-guides”. These different self-guides can be contradictory and result in emotional discomfort;

▪Self-discrepancy is the GAP between any two of the self-representations in the figure depicted on the right.

▪ Objective: reach self-fulfillment through matching self-concepts to self guides.

34
Q

What is self-discrepancy theory?

A

~Self discrepancies (incongruences) leads to emotional vulnerabilities, which furthermore motivate regulatory behaviors
▪ Absence of positive outcomes: dejection-related emotions
▪ Presence of negative outcomes: agitation-related emotions.
(model slide 49)

35
Q

WORKPLACE AS CONTEXTUAL NURTURANCE TO ENABLE WELL-BEING☺?

A

~Facilitate/hinder the satisfaction of basic needs
▪Support for autonomy, choice, participation and initiatives
▪Open communications, organizational resources, awards, friendly competition ▪Teamwork, citizenship, morale, high-quality connections

~Motivate intrinsic motivation
▪Non-controlling positive feedbacks, acknowledging the other’s perspective

~Facilitate the internalization of extrinsic motivation
▪Task-contingent reward, deadlines, punishment, surveillance, evaluations.

Building Healthy Organizations for Optimal Performance (5 decks)

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