Final Exam Study Guide PDF

Final Exam Study Guide Exam Information Format: o 70 marks/items o 55 Multiple Choice (MC) o 15 Fill-in-the-blanks, Listing, and/or Short Answer (SA) Content Distribution: o 70% QOD-based content (50-55 items, 1/2 before midterm, 1/2 after...

Final Exam Study Guide Exam Information Format: o 70 marks/items o 55 Multiple Choice (MC) o 15 Fill-in-the-blanks, Listing, and/or Short Answer (SA) Content Distribution: o 70% QOD-based content (50-55 items, 1/2 before midterm, 1/2 after midterm) o 30% Non-QOD content (15-20 items, mostly post-midterm) Content Style: o Multiple Choice: Recall/definition, recognition, application o Short Answer: Answer fully with at least four key points if required (e.g., 4 marks = 4 key points). Exam Topics Week 6- Work Motivation - Self-Determination Theory: o Focuses on the fulfillment of 3 basic psychological needs to enhance motivation and well-being: 1. Autonomy: Feeling control over one’s actions and decisions - Example: allowing employees to decide how to structure their workday 2. Competence: Belief in one’s ability to effectively complete tasks - Example: Providing training to ensure employees feel capable of achieving their goals 3. Relatedness: Building meaningful connections with others - Example: Creating opportunities for collaboration and teamwork o Motivational Types: 1. Intrinsic Motivation: - Engaging in tasks for inherent enjoyment or interest  - Example: an artist painting for the love of creativity 2. Extrinsic Motivation: - Driven by external rewards or pressures - Can include integrated regulation (aligning tasks with personal values) or introjected regulation (performing to avoid guilt) o Impact on Workplaces ▪ Satisfaction of these needs leads to enhanced engagement, productivity, and well-being ▪ Lack of fulfillment can result in burnout, disengagement, and poor performance - Expectancy Theory: o Key components: 1. Expectancy (Effort --> Performance) - Belief that effort leads to performance - Example: A software engineer feels confident that putting in extra hours will result in completing a project 2. Instrumentality: - Belief that performance leads to rewards - Example: A salesperson believes hitting their target will result in a bonus 3. Valence: - Value of the rewards - Example: An employee values a flexible schedule more than financial incentives o Implications: ▪ Employees are motivated when they believe their effort will result in performance and meaningful rewards ▪ Managers should: Clarify performance expectations Ensure rewards are desirable and tied directly to performance - Goal-Setting Theory: 1. Specificity: Goals should be clear and well-defined - Example: “Increase sales by 15% in the next quarter” is more effective than “Do your best” 2. Difficulty: Goals should be challenging but achievable - Example: A runner setting a goal to improve their mile time by 10 seconds 3. Commitment: Individuals are more motivated when they commit to the goal  - Example: Involving employees in the goal-setting process to foster ownership 4. Feedback: Regular feedback enhances progress and maintains motivation - Example: Weekly progress reports highlighting milestones 5. Task Complexity: Complex goals require time for learning and strategy development - Example: Breaking down a complex project into smaller, manageable tasks o Goal types: ▪ Outcome goals: Focused on results (e.g., winning a contest) ▪ Performance goals: Focused on personal improvement (e.g., improving speed in a marathon) ▪ Process goals: Focused on specific actions (e.g., practicing weight shifts during a golf swing) o Major findings: ▪ Motivation improves when goals are specific, challenging, and feedback is provided Job Characteristics Framework - Developed by Hackman and Oldham, this framework links job design with motivation - Core job dimensions: 1. Skill variety: Use a variety of skills and talents - Example: A graphic designer working on diverse projects rather than repetitive tasks 2. Task identity: Completing an identifiable piece of work from start to finish - Example: A carpenter building an entire piece of furniture rather than just assembling parts 3. Task significance: Perceived importance of the job’s impact on others - Example: A nurse feeling pride in saving lives 4. Autonomy: Control over how and when work is done - Example: Allowing flexible work schedules 5. Feedback: Receiving clear information about performance outcomes - Example: Real-time customer reviews for a service provider - Psychological States: o Leads to 3 critical psychological states 1. Experienced meaningfulness 2. Experienced responsibility  3. Knowledge of results - Jobs designed with these dimensions enhance intrinsic motivation and satisfaction Adam Grant Podcast Insights - Radical Candor and Transparency: o Encourages a work culture where individuals balance caring personally with challenging directly o Key Features: ▪ Promotes open, honest communication to reduce office politics ▪ Aims to avoid secret alliances and backstage conversations ▪ Example of misuse: sharing blunt truths without care becomes “obnoxious aggression” rather than radical candor - Challenge Networks: o Trusted colleagues who provide necessary but often uncomfortable feedback to improve performance o Key Insights: ▪ Feedback is essential for growth but only effective if the recipient is ready to listen - Proving vs. Improving Mode: o Proving mode: Emotional, defensive reactions to feedback (e.g., ego-driven) o Improving mode: A reflective mindset where feedback is seen as a tool for growth ▪ Over time, employees can “train” themselves to shift from pain (criticism) to pleasure (progress) when receiving feedback ▪ Example: Adam Grant recalled a teaching evaluation where nervousness impacted his students, which he used to improve over time - Second Score: o Evaluate how well one receives and incorporates feedback (independent of initial performance o Focus on controlling one’s reaction to feedback rather than defending past performance o Encourage others to rate your reaction to feedback for better self-awareness - Shared Experiences and Team Insights o Story of Kiran Rao ▪ A manager ranked as “the company’s worst manager” during a public meeting. Despite humiliation, he used the feedback to drive improvement  ▪ Shared experiences like this, even if difficult, foster growth and team resilience - Ruth Wageman on Team Coaching o Midpoint evaluations are critical for team performance o Example: Atlassian teams underwent midpoint reviews to reset goals and address obstacles mid-project Individual vs. Team Goals - Individual Goals: o Focused on personal performance and achievements o Example: A salesperson aiming to close 15 deals in a month o Challenges: May lead to competition within teams if misaligned with group goals - Team Goals: o Focused on shared objectives requiring collaboration o Example: A marketing team working together to launch a campaign o Advantages: ▪ Builds cohesion and fosters accountability o Challenges: ▪ Balancing individual accountability within team goals - Transactive Goal Dynamics: o Interactions between individual and team goals can influence performance o Example: A basketball team where individual player statistics align with the team’s winning objective - Kleingeld et al. Meta-Analysis: o Group goal setting increases accountability and team performance but can create conflicts with individual goals Job Crafting - Employees reshape their tasks to align with personal strengths, interests, or values - Types: o Task crafting: Changing the scope or nature of tasks o Relational crafting: Modifying workplace relationships o Cognitive crafting: Reframing perceptions of tasks Week 7- Well-Being Definition of Well-Being  - Broad concept encompassing physical, emotional, and social health - Complete health: Absence of illness combined with optimal levels of well-being - Incomplete health: Imbalance between physical and mental health Predictors and Correlates of Well-Being - Key Predictors: 1. Job Resources: - Autonomy, supportive leadership, and task significance 2. Personal resources: - Optimism, resilience, and self-efficacy - Correlates of Well-Being: 1. Burnout: o Persistent work-related stress leading to exhaustion, cynicism, and reduced effectiveness o Symptoms: Emotional exhaustion, depersonalization, and lack of personal achievement 2. Absenteeism: - Avoidance of work due to dissatisfaction or stress 3. Presenteeism: - Attending work despite illness, leading to reduced productivity - Moderators Influencing Well-Being: o Optimism: Helps employees adopt problem-focused coping strategies o Self-Efficacy: Confidence in abilities reduces stress and boosts motivation o Job Resources: Autonomy, supportive supervisors, and positive work relationships promote well-being Recovery strategies- Chawla et al.’s Study: - Purpose: o Investigated how recovery from work stress impacts well-being and performance - Key Recovery Methods Identified 1. Psychological Detachment: - Avoiding work-related thoughts during non-work hours - Helps reduce emotional exhaustion 2. Relaxation: - Engaging in restful activities (e.g., leisure, hobbies) 3. Mastery:  - Learning or developing new skills outside work (e.g., cooking, playing a musical instrument) 4. Control: - Having autonomy over how one spends their leisure time - Study Methodology: o Used intensive longitudinal designs to measure recovery: ▪ Participants completed daily surveys, reporting recovery experiences, emotional exhaustion, and engagement levels - Key Findings: o Recovery experiences like detachment and relaxation are essential for reducing burnout and increasing engagement o Mastery activities are only beneficial when combined with relaxation or detachment o Emotional exhaustion is significantly reduced when employees experience quality recovery during their leisure time R2MR Program - Purpose: o A Canadian Military program designed to promote resilience and mental well-being among soldiers - Key components: 1. Stress Management Training: - Techniques to manage physiological and psychological stress responses 2. Mental Resilience Tools: - Breathing exercises - Positive self-talk - Visualization strategies 3. Mental Health Awareness: - Reducing stigma around seeking help - Promoting mental health literacy - Findings from Controlled Trial: o Improvements in coping mechanisms and reduced self-reported stress levels o Increased openness to discussing mental health challenges - Critiques: o Limited evidence on long-term effectiveness o Concerns about scalability and applicability to non-military populations Health Promotion and Intervention Design 1. Ergonomics: o Improving physical and organizational design to reduce strain o Physical: adjust workplace to meet physical needs (e.g., lighting, seating) o Cognitive: Reduce mental strain through simplified tasks o Organizational: Improve workflows and communication 2. Leadership Support: - Leaders who offer feedback, recognition, and fairness enhance employee well- being - Example: managers conducting weekly check-ins to address employee concerns 3. Wellness Programs: - Include mental health counseling, fitness initiatives, and stress management workshops - Example: providing subsidized gym memberships and mindfulness sessions - Intervention Design Principles: 1. Address specific workplace challenges 2. Tailor programs to employee needs (e.g., flexible schedules for caregivers) 3. Evaluate program effectiveness through feedback and data analysis Week 8- Nature of Satisfaction Measurement at Work Measurement Tools - Job Descriptive Index (JDI): Measures satisfaction across 5 facets: 1. Type of work: Satisfaction with the nature of work itself 2. Pay: Compensation and financial rewards 3. Promotion opportunities: Perceived fairness and frequency of advancement 4. Supervision: Relationships and trust with managers 5. Coworkers: Social interactions and support from colleagues - Format: o Participants respond with “yes”, “no”, or “uncertain” to statements describing their experiences ▪ Example: “My job is boring” or “I have good opportunities for promotion” - Applicaitons: o Evaluates which aspects of a job contribute most to satisfaction/dissatisfaction  o Helps organizations target specific areas for improvement - Global vs. Facet-Level Satisfaction: Global measures provide an overall sense, while facet-level measures focus on specific job aspects Variability in Satisfaction - Honeymoon-Hangover Effect: Initial excitement when starting a new job fades over time - Genetic Influence: about 30% of job satisfaction is heritable - Reliability: Satisfaction shows moderate stability (r = 0.50) Link Between Satisfaction and Behaviours - Satisfaction correlates with: o Absenteeism: Dissatisfaction leads to withdrawal behaviours o Citizenship Behaviours: Satisfied employees are more likely to engage in helpful, prosocial actions o Counterproductive Workplace Behaviours (CWBs): Dissatisfaction increases deviant behaviours - Justice: respectful treatment, fair pay, and managerial trust as key predictors Commitment Profiles - 3 Dimensions: o Affective: Emotional attachment to the organization ▪ “I love working here” o Continuance: Perceived cost of leaving the organization ▪ “I stay because I can’t afford to leave” o Normative: Sense of obligation to stay ▪ “I feel loyal to this company” - Profiles include: o Trapped: high continuance, low affective/normative (staying out of necessity) o Indebted: low affective, high continuance/normative (feeling morally obligated) o Invested: high affective, low normative/contiuance(staying for emotional reasons) o Emotionally committed: High affective, low continuance/normative (engaged and satisfied) Week 9- Leadership Transformational vs. Transactional Leadership - Transformational Leadership: o Inspires and motivates employees by changing values and attitudes o Behaviors include: ▪ Articulating vision ▪ Providing individualized support ▪ Stimulating intellectual growth o e.g., Martin Luter King Jr. - Transactional Leadership: o Focuses on exchanges, such as rewards for performance o e.g., Jeff Bezos Leader Traits and Effectiveness - Big Five Traits: o Extraversion: Most consistent predictor of leadership emergence o Openness to experience: Linked to creativity and adaptability o Conscientiousness: Predicts task focus and reliability o Low neuroticism: Reduces stress and promotes decision-making under pressure - Cognitive Ability: o Higher IQ predicts better problem-solving and decision-making o Limitation: Extremely high IQ may hinder perceptions of relatability - Motivation to Lead - Affective/Identity Motivation: Desire to take charge and identify as a leader - Social/Normative Motivation: sense of duty to lead - Non-Calculative Motivation: Leading without concern for personal benefit - Situational Moderation: o Leadership traits interact with situational factors (e.g., follower traits, task demands) ▪ Example: Directive leadership is more effective when tasks lack clarity Leader-Member Exchange (LMX) Theory - Focuses on the quality of relationships (or exchanges) between leaders and their followers - Core concepts: 1. In-Group vs. Out-Group Dynamics  - In-Group: Members who have high-quality exchanges with the leader o Receive more trust, responsibility, and support o Likely to go above and beyond their roles - Out-Group: Members who have lower-quality exchanges o Interactions are more formal and task-focused 2. Development of LMX Relationships: - Role-Taking Phase: Leader evaluates members’ abilities and contributions - Role-Making Phase: Leader and member establish mutual trust and obligations - Role Routinization Phase: Relationship becomes established, stable, and predictable 3. Benefits of High Quality LMX - Increased job satisfaction and commitment - Better performance and organizational citizenship behaviours (OCBs) - Reduced turnover intentions - High-Quality LMX: o A team member trusted by the leader is offered a challenging new project and receives frequent mentoring - Low-Quality LMX: o Another team member, who lacks trust with the leader, si given routine tasks and limited support - Implications for Leaders: o Leaders should strive to provide all team members with equal opportunities to develop high-quality exchanges o Avoid favoritism to reduce out-group alienation Dark Side of Leadership - Abusive Supervision: Includes hostility, broken promises, and ridicule - Narcissism in Leadership o Narcissistic leaders are characterized by arrogance, self-promotion, and resistance to criticism o Positive aspects: 1. High self-confidence can inspire followers 2. Narcissists often emerge a leaders due to their assertiveness and charm o Negative aspects: 1. Overconfidence: May lead to poor decision-making  2. Interpersonal Issues: Difficulties maintaining trust and cooperation with followers 3. Performance Variability: High volatility in outcomes depending on alignment with organizational goals - Example: a narcissistic CEO may achieve short-term success by making bold decisions, but alienate employees and stakeholders in the process Contingency Theories - Fiedler's Contingency Theory o Leader effectiveness is determined by: 1. Leader-Member Relations: Degree of trust and respect between the leader and followers 2. Task Structure: Level of clarity and structure in the task 3. Leader’s Position Power: Authority to reward/punish - Leader Orientations ▪ Low LPC (Least Preferred Coworker): Task-oriented leaders who focus on achieving goals ▪ High LPC: Relationship-oriented leaders who prioritize team dynamics o Effectiveness: ▪ Task-Oriented Leaders: Perform best in highly favourable (clear task/goals, strong position) or highly unfavourable situations ▪ Relationship-Oriented leaders: Perform best in moderately favourable situations - Vroom-Yetton-Jago Model: o A leader’s decision-making style should match the situation o Decision-Making Styles: 1. Autocratic (AI, AII): Leader decides alone 2. Consultative (CI, CII): Leader consults with individuals or group but makes the final decision 3. Group (GII): Decision is made collaboratively o 8 situational factors ▪ Decision importance ▪ Team commitment ▪ Leader expertise ▪ Likelihood of team commitment ▪ Goal alignment  ▪ Group expertise ▪ Team support for objectives ▪ Time sensitivity o If decision importance is high and the leader’s expertise is low, the leader may use a consultative or group-based style to incorporate the team’s expertise o If time sensitivity is high and the leader’s expertise is sufficient, an autocratic decision-making style may be more efficient - Path-Goal Theory o Leaders adapt their style to help followers achieve their goals by providing the necessary guidance and support o Leadership Styles 1. Directive: Provides clear instructions when tasks are ambiguous 2. Supportive: Focuses on well-being and building confidence 3. Participative: Involves followers in decision-making 4. Achievement-Oriented: Sets challenging goals to inspire high performance - Situational Leadership Theory (Hersey-Blanchard) o Leaders adjust their style based on followers’ readiness/maturity levels ▪ Directive style: used for low readiness (followers lack skills/confidence) ▪ Supportive style: used for high readiness (followers capable and motivated) Week 10/11- Teams and Team Development Team vs. Group - Team: o A collection of individuals with interdependent tasks and shared goals o Example: A product development team working together to launch a new app - Group: o A looser assembly of individuals who may not share common goals o Example: Employees attending the same training workshop - Key Differences: 1. Shared Goals - Teams have clearly defined goals; groups may not 2. Interdependence:  - Teams rely on each other to achieve objectives, while group members can work independently 3. Cohesion: - Teams develop stronger bonds due to collaboration - Implications: o Teams are better suited for complex, interdependent tasks requiring collaboration o Groups can be effective for general discussions or learning sessions Team Development Approaches - Goal Setting: o Aligning individual and team objectives to promote shared commitment and accountability o How it works: ▪ Teams establish specific, measurable, achievable, relevant, and time-bound (SMART) goals ▪ Encourages role clarity and ensures all members are aligned with broader organizational goals o Example: A sales team sets a shared target to achieve a 10% increase in monthly revenue while distributing individual sales quotas - Role Clarification: o Clarifying responsibilities, expectations, and contributions of each team member o How it works: ▪ Reduces role ambiguity and prevents duplication of effort ▪ Involves discussions or written documentation of each member's role in the team’s success o Example: in a product development team, roles like designer, tester, and marketer are clearly defined to avoid overlaps - Interpersonal Relations: o Strengthening trust, communication, and cooperation among team members o How it works: ▪ Activities like team-building exercises, trust workshops, or conflict resolution training ▪ Focused on building psychological safety within the team o Example: Teams engage in activities like sharing personal stories or challenges to build empathy and understanding  - Problem Solving: o Enhancing a team’s ability to identify and address issues collectively o How it works: ▪ Training in collaborative decision-making and brainstorming techniques ▪ Encourages open communication and creative solutions o Example: A software development team identifies a bottleneck in project delivery and uses root-cause analysis to resolve it - Benefits of Team Development Approaches: o Increased productivity and cohesion o Enhanced satisfaction and motivation o Better communication and conflict resolution Risky Shift: - A phenomenon where teams tend to make riskier decisions than individuals would make along - Occurs because of: 1. Diffusion of Responsibility: In a group, responsibility for the decision is spread across members, making individuals feel less accountable 2. Socail Comparison: Group members may compete to suggest bolder actions to gain approval 3. Persuasive Arguments: Exposure to arguments favoring risk can strengthen group inclination toward risk - Examples: o A team of investors decides to fund a high-risk startup, whereas individuals in the group may have preferred safer options o Sports teams might adopt aggressive strategies during a game, influenced by collective adrenaline and group dynamics - Implications: o Risky shifts can lead to innovative breakthroughs, but they can also result in catastrophic failures if risks are not carefully managed Team Cognition: - Shared mental models and knowledge structures that enable team members to coordinate and work effectively - Key Aspects: 1. Shared Goals and Understanding:  - All members have a clear understanding of the team’s objectives and strategies - Reduces miscommunication and increases alignment 2. Task Awareness: - Members are aware of their roles and how their tasks interconnect with others 3. Team Mental Models: - Cognitive representations of key processes, goals, and relationships that allow teams to anticipate each other’s needs - Benefits: o Enhances efficiency and coordination o Reduces the need for constant communication as members anticipate each other’s actions - Examples: o Surgical teams: Shared understanding of procedures ensures seamless transitions between tasks without needing verbal instructions o Sports teams: A soccer team’s shared mental model allows players to anticipate each other’s movements and execute complex plays without direct communication Multiteam Systems (MTS) - Definition: Multiple teams working independently to achieve shared goals while maintain their own sub-goals - Characteristics: o Teams operate within larger systems (e.g., healthcare, aviation, military) o Require coordination, communication, and goal alignment to succeed o Focus on collaboration across teams, rather than within a single team - Challenges in MTS: 1. Coordination Issues: - Misalignment of goals between teams can lead to inefficiencies - Example: In a healthcare setting, surgical teams and ICU teams may not communicate effectively, delaying patient recovery 2. Communicaiton Breakdowns: - Lack of proper information-sharing mechanisms can harm performance - Example: NASA’s Challenger disaster highlighted poor communication across teams 3. Leadership in MTS: - Requires balancing autonomy of individual teams with system-wide control  - Approaches to Improve MTS Functioning 1. Centralized Leadership: Establishing clear overarching goals 2. Cross-Team Training: Educating team members about other teams’ roles and challenges 3. Boundary Spanners: Designating individuals to facilitate communication between teams - Example: NASA project addressed cross-team communication challenges to enhance performance o Problem: During complex missions, NASA faced issues of fragmented communication between engineering, mission control, and astronaut teams o Solution: Implemented structured communication protocols and clarified task interdependencies to enhance collaboration QOD List Pre-Midterm Questions 1. Industrial/Organizational Psychology as an 'Applied Psychology' Discipline and the Scientist-Practitioner Model Applied Psychology: Industrial/Organizational (I/O) psychology applies psychological principles and research to solve real-world workplace problems. This distinguishes it from basic research disciplines, which focus on theoretical knowledge. Scientist-Practitioner Model: o Combines scientific inquiry (research) with practical application (practice). o I/O psychologists conduct research to understand workplace behavior (e.g., employee motivation, leadership) and then use those findings to develop interventions (e.g., training programs, organizational policies). o Example: A practitioner might design selection systems based on validated personality tests that predict job performance. 2. Comparison Between 'Industrial' and 'Organizational' Psychology Industrial Psychology: o Focuses on individual-level issues related to employees and their jobs. o Topics include recruitment, selection, performance evaluation, job design, and training. o Example: Designing fair and valid employee selection tests. Organizational Psychology: o Examines broader workplace dynamics and group-level behavior. o Topics include motivation, leadership, team dynamics, organizational culture, and employee well-being. o Example: Studying how transformational leadership influences employee engagement. 4. Challenges with Using the MBTI in the Workplace 1. Lack of Validity: a. MBTI has limited empirical support for its claims and lacks predictive validity for workplace performance. 2. Binary Classification: a. Forces individuals into categories (e.g., introvert vs. extrovert) despite personality traits existing on a continuum. 3. Poor Reliability: a. Results often change over time for the same individual, indicating low test- retest reliability. 4. Overgeneralization: a. Promotes simplistic interpretations of personality that may lead to stereotyping in team settings or hiring decisions. 5. Personality as a Predictor of Workplace Performance Key Insights: o Conscientiousness: The strongest predictor of job performance across most roles (linked to dependability and task focus). o Extraversion: Predicts performance in sales and leadership roles due to its association with assertiveness and sociability.  o Emotional Stability (low Neuroticism): Associated with better stress management and adaptability. o Personality traits are more predictive for unstructured jobs where employees need to rely on self-management. 6. Sackett et al. (2022/2023) and Range Restriction Findings: o Updated findings show that past studies underestimated the validity of cognitive ability and personality as predictors of job performance due to range restriction. o Range Restriction: Occurs when the variability of a variable (e.g., test scores) is artificially reduced in the sample (e.g., only hiring high scorers). o Correcting for range restriction reveals stronger relationships between predictors (like cognitive ability) and performance. 7. Rater Effects 1. Halo Effect: Overgeneralizing positive attributes across unrelated areas (e.g., assuming a friendly employee is also highly competent). 2. Central Tendency: Avoiding extreme ratings by placing all employees in the middle range of performance. 3. Severity: Consistently giving harsh ratings, regardless of actual performance. 4. Leniency: Consistently giving overly positive ratings. 5. Context Effect: Ratings are influenced by irrelevant comparisons or situational factors (e.g., comparing employees against each other rather than the standard). 6. Similar-to-Me Effect: Favoring employees who share similar traits or interests with the rater. 9. Diversity Problems and Solutions (Galinsky et al.) Problems: o Tokenism and underrepresentation. o Implicit biases in hiring and evaluation processes. o Stereotype threat affecting minority group performance.  o Resistance to diversity initiatives. Solutions: o Increase representation by actively recruiting diverse candidates. o Implement structured interviews to reduce bias. o Provide bias-awareness training for employees and leaders. o Foster inclusive environments through mentoring programs and organizational culture shifts. 10. Characteristics of Effective Diversity Training (2016 Meta-Analysis) 1. Long-term programs are more effective than single-session interventions. 2. Focus on specific skills (e.g., recognizing and mitigating biases). 3. Interactive and experiential methods (e.g., role-playing). 4. Incorporate accountability measures (e.g., linking diversity goals to performance metrics). 12. Ones & Dilchert PEB Taxonomy Proactive Environmental Behaviors (PEBs): o Conservation: Efforts to conserve energy or resources. o Recycling: Properly disposing of recyclable materials. o Reuse: Repurposing items rather than discarding them. o Transportation: Choosing eco-friendly travel options. o Purchasing: Buying environmentally friendly products. 13. Insights on Social Cognition and PEBs 1. Awareness of environmental consequences predicts PEBs. 2. Social norms influence behavior (e.g., seeing others recycle encourages recycling). 3. Identity as an "environmentally conscious person" motivates consistent behaviors. 14. Organizational Partner for Course The course partner focuses on providing senior services.  Main objective: Improve employee autonomy and engagement during organizational changes. Post-Midterm Questions 1. Job Redesign Based on Job Characteristics Theory Skill Variety: Cross-train employees to use diverse skills. Task Identity: Assign entire projects to employees, from start to finish. Task Significance: Highlight how roles impact others (e.g., patient care in healthcare). Autonomy: Allow flexible work schedules. Feedback: Provide real-time performance evaluations. 2. Transactive Density Definition: The extent to which team members share goals and knowledge. Application: Enhances coordination and ensures alignment between individual and team goals. 3. Job Crafting Definition: Employees proactively shape their roles (e.g., task or relational crafting). Theoretical Explanation: Self-Determination Theory: Increases autonomy, competence, and relatedness. 4. R2MR Program See detailed explanation above. 5. Intensive Longitudinal Approach and Chawla et al. Findings Definition: Frequent data collection over time to understand trends in well-being.  Key Findings: Recovery (e.g., detachment, relaxation) reduces burnout. 6. JDI Assessment Tool See details above. 7. Organizational Commitment Profiles See details above. 8. Why Satisfaction-Behavior Links Fail 1. Methodological issues (e.g., weak measures). 2. Short-term assessments may not capture long-term trends. 3. Moderating variables (e.g., personality, organizational culture). 9. Leader-Member Exchange Theory See details above. 10. Traits and Leadership 1. Leadership Emergence: Traits like extraversion predict who becomes a leader. 2. Leadership Effectiveness: Conscientiousness and emotional intelligence predict success. 11. Team Development Approaches See details above. 12. Team Cognition See details above.