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Questions and Answers
What does the term 'informalization' refer to in the context of organizational management?
What is meant by 'organizational citizen behavior'?
Which of the following is NOT a component of what employees want from their workplace?
What does 'intensification' indicate about modern employees?
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Which concept describes the value of a job in terms of skills development and future employability?
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What is a common method of boundary management that involves fixed routines?
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Which trait is NOT explicitly desired by employers from individual employees?
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What has replaced the concept of a 'lifetime job' in modern employment?
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What is the primary concern that managers have when considering employee development opportunities?
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What does the mutual gains proposition in HRM suggest?
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Which of the following challenges does critical HR studies highlight?
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What does reverse mentoring entail?
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What does absenteeism categorized as 'gray' refer to?
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How does Organizational Citizenship Behavior (OCB) relate to employability?
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What is implied by the concept of organizational behavior (OB)?
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What critical perspective is often ignored in mainstream HRM literature?
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Which age operationalization measures how long an individual has been in an organization or profession?
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What is a potential downside of high-performance organizations highlighted in HRM research?
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Which form of age classification focuses on the mental and physical health of an individual?
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What concept challenges the assumption that employee and employer interests are always aligned?
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What do mainstream HR assumptions wrongly suggest regarding labor market trends?
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What is the primary focus of SHRM compared to OB and MHRM?
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What do job demands in Karasek's job-demand-job control model refer to?
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How does organizational health psychology primarily differ from HRM and OB disciplines?
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What type of job is characterized by high demands and low decision latitude?
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In the context of employee attitudes, what is uniquely emphasized by OB and MHRM?
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What distinguishes organizational health psychology from traditional HRM practices?
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Which of the following represents a job type with low demands and high decision latitude according to Karasek's model?
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Which HR practice specifically falls under the category of single practices?
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How is the relationship between job demands and employee satisfaction characterized?
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What is a predicted outcome of having high job decision latitude?
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What is the role of social support from supervisors in relation to job demands?
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Which psychological contract type involves minimal effort from both employer and employee?
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What does the job demands-resources model predict about job demands?
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What characterizes balanced approaches on the individual employee level?
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Which of the following reflects the strategic balance model?
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In terms of employee desires, what does 'vitality' refer to?
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What is the consequence of an exclusive focus on either financial or societal performance?
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How do job resources generally interact with employee disengagement?
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Study Notes
The 5 I's of Internationalization
- Internationalization, Individualization, Informalization, Informatization and Intensification are five key trends shaping the modern workplace
- Internationalization: Globalization is increasing, with businesses operating across borders.
- Individualization: Focus shifting to personal fulfillment and finding meaning in work.
- Informalization: Flatter organizational structures with less hierarchy, impacting management roles.
- Informatization: Digital advancements are transforming the way we work.
- Intensification: Employees are increasingly network-oriented, seeking to balance career goals with personal life.
Employer Expectations
- Employers seek employees who can adapt and change (chameleon), possess high intelligence (Einstein), and work with speed and endurance (athlete).
- The "survival of the fittest" workplace demands high performance, happiness, health, and productivity.
- Employers often place high demands on employees, leading to concerns about employee well-being and burnout.
- Organizational Citizenship Behavior (OCB) refers to employees going above and beyond their job descriptions.
- The "utility value" of a job refers to its importance to a department, while "learning value" refers to its potential for skill development.
Employee Expectations
- Employees seek elements like fun at work, social support, work-life balance, development opportunities, a positive group atmosphere, and employment security.
- Social support mechanisms for employees include instrumental, emotional, informational, and knowledge-based support.
- Work-life balance is about managing boundaries between work and personal life.
The Management/Employability Paradox
- Managers hesitate to invest in employee development due to the fear of losing employees to competitors.
- Research indicates that investing in employee development increases employee commitment and reduces turnover.
The Mutual Gains Proposition
- Shared interests between employers and employees are at the core of the Mutual Gains Proposition.
- A growing body of evidence suggests potential downsides of HRM, such as the impact of high-performance work systems on employee health.
The Mainstream HRM Perspective
- Mainstream HRM focuses on a consensus view, emphasizing shared interests and a harmonious employer-employee relationship.
- It assumes neutrality in science and research, focusing on general trends without considering historical context.
The Dissensus Orientation in HRM
- This perspective highlights tensions between employer and employee interests.
- It examines critical issues including:
- The challenges faced by managers in implementing HRM changes.
- The impact of labor market deregulation and union decline on organizations.
- Gender inequality in promotion, career development, and leadership positions.
- Economic exploitation of workers.
- Political repression of marginalized groups within organizations.
- Ethical concerns about concepts like flexibility, commitment, empowerment, and employability.
- The marginalization of older workers.
Critical HR Studies
- Critical HR studies focus on the negative aspects of organizational innovations and HR practices.
- They examine issues like work intensification, job stress, employee insecurity, and discrimination.
Reverse Mentoring
- Reverse mentoring involves knowledge sharing between older and younger employees.
- Older employees share their experience, while younger employees contribute new knowledge and skills.
Different Age Operationalizations
- Chronological age refers to a person's calendar age.
- Organizational age measures time spent in a specific organization or profession.
- Functional or performance-based age considers mental and physical health.
- Life-span age considers personal factors like family responsibilities.
- Psychosocial or subjective age reflects an individual's future work prospects.
Absenteeism
- Categories of absenteeism include:
- White: Genuine illness.
- Black: Faking illness.
- Gray: Present at work but unproductive.
Organizational Behavior
- Organizational Behavior (OB) focuses on how individuals and groups behave within organizations.
- Mainstream OB research examines the outcomes of individual-level HR practices.
- Organizational Citizenship Behavior (OCB) refers to behaviors beyond job descriptions.
- OCB can contribute to employability by showcasing additional skills and roles.
HRM & OB Research Typology
- Wright & Boswell categorize HRM & OB research by level of analysis (individual vs. organizational) and number of HR practices (single vs. multiple).
Individual Focus in HRM
- Organizational Health Psychology focuses on employee well-being and potential negative impacts of work on employees.
Job Demands-Job Control Model
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Karasek's model (1979) defines:
- Job demands: stress sources requiring effort (emotional or physical, low vs. high).
- Job decision latitude: employee control and autonomy (low vs. high).
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Job types:
- Passive: low demands, low latitude (e.g., bus drivers).
- Low strain: low demands, high latitude (e.g., taxi drivers).
- High strain: high demands, low latitude (e.g., air traffic controllers).
- Active: high demands, high latitude (e.g., professors).
- Strain increases with high demands and low decision latitude.
- Active jobs lead to new behavior patterns, while passive jobs lead to decline in activity.
- Social support from supervisors moderates the relationship between job demands and stress.
High-Performance Work Practices (HPWP)
- HPWP are positively related to job demands and stress.
- Assumption: Employee satisfaction leads to productivity. This creates a gap between employee and employer interests.
- Alternative: Coalition approach or balanced approach where employer and employee interests align.
Balanced Approaches in HRM
- Job demands vs. job resources: focus on both aspects for employee well-being.
- Exhaustion vs. engagement/disengagement: understand the interplay of emotional states.
- In-role vs. extra-role performance: consider employee contributions beyond core duties.
Psychological Contract Types (Tsui, 1997)
- Mutual investment: both parties invest in the relationship.
- Quasi-spot contract: purely economic relationship, minimal effort from both sides.
- Underinvestment: employees invest heavily, employer does not.
- Overinvestment: high employee opportunities and pay, but costs are not factored in.
Job Demands-Resources Model of Burnout (Bakker et al., 2004)
- Job demands positively affect exhaustion.
- Job resources negatively affect disengagement.
- Job demands and job resources are negatively associated.
- Exhaustion and disengagement are negatively associated.
- Exhaustion negatively affects extra-role performance.
Balanced Approaches at the Organizational Level
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Strategic balance model: achieving both financial and societal performance for long-term success.
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Paauwe's model: considering both economic and moral values in organizational practices.
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Agility: organizational adaptability to external changes.
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Vitality: employee emotional, mental, and physical well-being.
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Description
Explore the 5 I's of Internationalization that are reshaping the modern workplace. This quiz covers the impact of globalization, personal fulfillment in work, changing organizational structures, digital advancements, and the need for balance between career and personal life. Test your understanding of these important trends and employer expectations.