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How does selective perception relate to stress in the workplace?
How does selective perception relate to stress in the workplace?
Selective perception can lead individuals to focus on negative events, amplifying distress and contributing to increased stress levels.
In what ways can stereotyping affect stress levels among employees?
In what ways can stereotyping affect stress levels among employees?
Stereotyping can create interpersonal demands and lead to misunderstandings, contributing to an unhealthy work environment and increased stress.
Explain how attribution theory can influence an individual's response to stress at work.
Explain how attribution theory can influence an individual's response to stress at work.
Attribution theory suggests that individuals may interpret stressors differently, attributing causes to internal or external factors, which affects their coping strategies.
What role does organizational fairness play in managing stress among employees?
What role does organizational fairness play in managing stress among employees?
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Identify one individual and one organizational strategy for managing stress.
Identify one individual and one organizational strategy for managing stress.
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What is the main impact of stereotyping in the workplace?
What is the main impact of stereotyping in the workplace?
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Describe the three dimensions used in the attribution process.
Describe the three dimensions used in the attribution process.
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What does organizational fairness refer to?
What does organizational fairness refer to?
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Explain what procedural fairness entails.
Explain what procedural fairness entails.
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What is the significance of interactional fairness?
What is the significance of interactional fairness?
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What is stress as defined in the workplace context?
What is stress as defined in the workplace context?
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What are the three stages of the general adaptation syndrome (GAS)?
What are the three stages of the general adaptation syndrome (GAS)?
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How can selective perception affect interpersonal relationships in an organization?
How can selective perception affect interpersonal relationships in an organization?
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What is selective perception and how does it affect decision-making in organizations?
What is selective perception and how does it affect decision-making in organizations?
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How does stereotyping impact interpersonal relationships within an organization?
How does stereotyping impact interpersonal relationships within an organization?
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In attribution theory, what are two types of attributions individuals might make about others' behaviors?
In attribution theory, what are two types of attributions individuals might make about others' behaviors?
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What is organizational fairness and why is it important?
What is organizational fairness and why is it important?
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What role does stress management play in the well-being of employees?
What role does stress management play in the well-being of employees?
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How does affectivity influence an individual's emotional responses in a workplace environment?
How does affectivity influence an individual's emotional responses in a workplace environment?
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What is the difference between affect and mood in the context of organizational behavior?
What is the difference between affect and mood in the context of organizational behavior?
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Explain how interorganizational value conflicts can arise and their impact on employees.
Explain how interorganizational value conflicts can arise and their impact on employees.
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Study Notes
Organizational Behavior Module 4
- Module focuses on individual values, perceptions, and reactions.
- Learning outcomes include discussion of attitude formation, cognitive dissonance, and three important work-related attitudes.
- Also includes the role of values and emotions in organizational behavior, basic perceptual processes and their effect on fairness, justice, and trust in organizations.
- The module also covers stress, its causes and consequences, and management techniques.
Attitudes in Organizations
- Attitudes encompass beliefs and feelings about specific ideas, situations, or people.
- Attitude formation is influenced by personal values, experiences, and personalities.
- Attitudes play a substantial role in organizations, particularly job satisfaction, organizational commitment, and employee engagement.
Attitude Formation
- Cognition represents the knowledge a person has about something.
- Affect represents a person's feeling toward something.
- Intention is the component of an attitude that guides a person's behavior.
Cognitive Dissonance
- Cognitive dissonance is incompatibility or conflict between behavior and attitudes or two different attitudes.
Key Work-Related Attitudes: Job Satisfaction
- Job satisfaction is a crucial job-related attitude in organizations.
- It reflects both attitudes and feelings about the job, and is influenced by personal values, other attitudes, and the job itself.
Organizational Commitment
- Organizational commitment reflects the degree to which an employee identifies with the organization and its goals, and wants to stay with the organization.
- Affective commitment involves positive emotional attachment to the organization and strong identification with its goals.
- Normative commitment involves a feeling of obligation to stay with the organization due to moral or ethical reasons.
- Continuance commitment is when a person stays with an organization because of high economic costs associated with leaving.
Employee Engagement
- Employee engagement includes a heightened emotional and intellectual connection with one's job, organization, manager, or coworkers.
- This leads to discretionary effort in work.
Engagement is Enhanced When Employees
- Have clear goals.
- Have necessary resources.
- Get meaningful feedback.
- Can utilize their talents.
- Are recognized for their work.
- Have positive relationships with colleagues.
- Have opportunities for learning and growth.
- Have supportive leadership.
Value
- Values represent ways of behaving or endstates that are desirable to a person or group.
Types of Values
- Terminal values reflect long-term life goals like prosperity, happiness, and accomplishment.
- Instrumental values are the preferred means of achieving terminal values or ways of behaving.
- Intrinsic work values relate to the work itself.
- Extrinsic work values relate to the work outcomes.
Conflicts among Values
- Intrapersonal value conflict occurs when there's conflict between instrumental and terminal values.
- Interpersonal value conflicts arise when different people hold conflicting values.
- Individual-organization value conflicts occur when an employee's values conflict with the organization's values.
Emotions
- Emotions are intense, short-term physiological, behavioral, and psychological reactions to specific objects, people, or events, preparing us for response.
- Emotions have several important elements: they are short, directed at something or someone, experienced, and create physical readiness through physiological reactions.
Affect and Mood
- Moods are short-term emotional states not directed toward anything specific.
- Affectivity represents a tendency to experience particular moods or react to things with certain emotions.
Two Dominant Dimensions of Mood
- Positive affect involves high energy and positive evaluation characterized by emotions like elation.
- Negative affect includes feelings of being upset, fearful, or distressed.
Perception in Organizations
- Perception is the set of processes by which an individual becomes aware of and interprets information about the environment.
Basic Perceptual Processes
- Selective perception involves screening out information that's uncomfortable or contradicts one's beliefs.
- Stereotyping is the process of categorizing or labeling people based on a single attribute.
Perception and Attribution
- Attribution is the way we explain the causes of our own and other people's behaviors and achievements.
The Attribution Process
- The attribution process involves observing behavior and attributing causes to it.
- Observed behaviors are interpreted based on consensus, consistency, and distinctiveness to determine cause as internal or external.
Organizational Fairness
- Organizational fairness refers to employees' perceptions of organizational events, policies, and practices as fair or unfair.
Fairness in Three Main Ways
- Distributive fairness concerns the perceived fairness of the outcome, including resource distributions.
- Procedural fairness considers the fairness of the procedures used to make decisions.
- Interactional fairness involves the amount and adequacy of information about the decision, and the perceived fairness of interpersonal treatment.
Perception and Trust
- Trust is the expectation that another person won't take advantage, regardless of ability to monitor or control.
Stress in Organizations
- Stress is a person's adaptive response to a stimulus that places excessive psychological or physical demands on the person.
The Stress Process
- The General Adaptation Syndrome (GAS) identifies three stages of stress response: alarm, resistance, and exhaustion.
Distress and Eustress
- Eustress involves positive, pleasurable stress associated with positive events.
- Distress involves negative, unpleasant stress from negative events.
Common Causes of Stress
- Organizational stressors include task demands, physical demands, role demands, and interpersonal demands.
Consequences of Stress
- Individual consequences can arise including burnout, a feeling of exhaustion from excessive pressure and limited satisfaction.
- Organizational consequences can also stem from stress, impacting productivity and morale.
Managing and Controlling Stress
- Individual and organizational coping strategies are employed to manage stress.
Work-Life Balance
- Work-life balance relates to interrelationships between a person's work life and personal life.
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Description
This quiz explores the concepts of individual values, perceptions, and attitudes in organizational behavior. It covers attitude formation, cognitive dissonance, and the impact of values and emotions on workplace dynamics. Additionally, it addresses the causes, consequences, and management of stress in organizations.
