Introduction to IO Psychology Notes 2

Mentorship ➢ Mentoring ○ Mentors: more experienced individuals who advise and guide those with less experience (i.e., protégés) ○ Formal and informal mentoring ○ Phases ■ Relationship initiation■ Cultivation■ Separation■ Redefinition ➢ Functions ○ Career development functions ■ E.g. challenging assignments ○ Psychosocial functions ■ E.g. social support ○ Relational functions ■ E.g. development of authentic self Motivation ➢ What is Motivation ○ Work motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its direction, intensity, and duration ○ Direction ■ What are you going to do right now? ○ Intensity ■ How hard are you going to work on it? ○ Duration ■ How long are you going to work on it? ➢ Approaches to Studying Motivation ○ Content-based approaches ■ What desires, wants, and needs of the individual move people to act? ○ Context-based approaches ■ What role do environmental factors play in motivation?

○ Process-based approaches ■ Through what psychological processes and mechanisms do person and environment factors affect motivation? ➢ Justice Theory ○ People make judgements about situations as fair or unfair based on negative outcomes that are seen as purposeful and reasonable ➢ Organizational Justice Theory ○ Distributive Justice ■ Fairness of outcome■ What makes it fair? ● Merit ● Experience ● Equal Opportunity ● Need ○ Procedural Justice ■ Fairness of outcome process■ What were the steps to lead up to the outcome ● Evidence/data based ● Employee voice ● representativeness - taking into consideration multiple factors ○ Interactional Justice ■ Being treated with dignity and respect The Job ➢ Why do employees care about justice? ○ Instrumental reasons ■ Reduces uncertainty■ Reduces fear of exploitation ○ Relational reasons ■ Communicates positive social worth ○ Moral reasons ■ Aligns with normative standards of ethical conduct ➢ The Job Itself: The Job Characteristics Model ○ Variety

■ Number of different skills required to do a job ● Low: Factory line worker ● High: Manager/CEO ○ Identity (Task Identity) ■ Whether the worker does either a piece of the work or all of the work ● Low: An assembly line worker ● High: Bakery owner, business owner ○ Significance ■ Impact the work has on other people ● Low: cashier ● High: Medical field ○ Autonomy ■ Freedom that workers have to do their job as they see fit ● Low: Teacher/Professors, CEO, business owner ● High: Medical field, entry level jobs ○ Feedback ■ Information about how a person is performing work task ● Low: CEO, own business, artist ● High: Student, teacher, doctor Attitudes Variety Identity Significance Autonomy Feedback Meaningfulness of Work Responsibility for outcomes Knowledge of Results Job Satisfaction

➢ What is an attitude? ○ Represents a predisposition to respond in a favorable or unfavorable wayto persons or objects in one’e environment ➢ Attitudes: 3 Important Assumptions ○ An Attitude is… ■ A hypothetical construct■ A unidimensional construct ● Ranging from very negative to very positive ■ *Somewhat* related to subsequent behavior ➢ Job Attitudes: Three Related Components ○ Beliefs ■ My boss doesn’t care about the employees ○ Attitude ■ I am dissatisfied with my boss ○ Behavioral Intention ■ I am intending to quit my job Well-being and Work ➢ Stress ○ Stressors: anything that evokes a stress reaction ○ 8 types of stressors ■ Physical ● Stressful aspects of the environment, such as aversive working conditions ■ Task-related ● Aspects of one’s task that create stress, such as interruptions, monotony, or feeling like there is too much to do in too little time ■ Role ● Stressful aspects associated with one’s role, including role conflict (i.e., incompatible or competing demands), role ambiguity (i.e, uncertainty about what to do or the scope of the role), role overload (i.e., feeling of being overwhelmed

from having too many roles or too many responsibilities within a single role) ■ Social ● Interpersonal aspects such as conflicts with one’s boss, bullying, and sexual harassment from a coworker ■ Work schedule-related ● Aspects about one’s work time arrangement that creates stress, such as shift work and overtime ■ Career-related ● Stress-inducing aspects related to one’s livelihood, including layoffs, unemployment, underemployment, and a lack of career opportunities ■ Traumatic events ● Major incidents that cause stress, such as exposure to danger, natural disasters, and workplace homicide ■ Change processes ● Stressors resulting from huge changes, such as mergers and acquisitions or the widespread implementation of new technology ➢ Chronic Stress ○ Burnout ■ Exhaustion■ Cynicism■ Inefficacy ➢ Are all stressors bad? ○ Challenge stressors (good) ■ Stressors that allow you to learn and grow. Although stressful but creates a sense of accomplishment ○ Hindrance stressors (bad) ■ Stressors that hinder growth and accomplishment ○ Differentially related to performance, job satisfaction, organizational commitment, & turnover ➢ Job Demands - Resources Model

○ Job Demands -> Burnout/Stress ○ Psychological Capital ■ Self-efficacy■ Optimism■ Hope■ Resilience ○ Resources are buffers for job demands Balancing Work and Non-Work ➢ Work-family conflict ○ Result of conflicting demands between work and family making it difficult to effectively participate in both domains Job Resources Personal Resources Engagement

○ Scarcity hypothesis - Individuals have a finite amount of resources (time, energy, attention); when too much of one resource is allocated to a particular domain, the other suffers. ➢ Work-family enrichment ○ Extent to which work and family roles enhance and facilitate one another’s functioning ■ Acquisition of resources (e.g., money, skills, social networks, self- efficacy) ■ Positive affect spillover ○ Facilitated by: ■ Supportive coworkers, supervisors and partners■ Work-family interpersonal capitalization Team & Team Work ➢ Belbin’s Team Roles ○ Leader ○ Shaper ○ Worker ○ Creater ○ Resource Investigator ○ Monitor Evaluator ○ Team Facilitator ○ Completer-Finisher Poor eating habits Weight gain Lower sleep quality & quantity Increased alcohol abuse Lower job satisfaction, commitment, & performance Lower marital satisfaction, satisfaction with family W-F CONFLICT

➢ Team Life Cycle ○ Forming ■ Characterized by uncertainty ● Orientation: Members become familiar with each other ● There’s a lot the team doesn’t know ● Members still seeing themselves as individuals and not really seeing as team ● Overly polite; testing the waters ○ Storming ■ Characterized by within-team conflict ● Accept group, but hold on to the desire for individuality ● Conflict and tension ○ Norming ■ Characterized by cohesiveness ● Feelings of solidarity ● Cooperation ● Common expectations ○ Performing ■ Characterized by progress towards goals ● Team structure is functional and accepted ● Team members are comfortable working within their roles ● Final stage for permanent work teams ○ Adjourning ■ Characterized by disbandment ● Occurs in non-permanent teams: ○ Temporary committees ○ Temporary teams ○ Tasks forcers Team Performance ➢ Team performance ○ Process gain ■ Getting more from the team than you would expect according to the capabilities of its individual members ○ Process loss

■ Getting less from the team than you would expect based on the capabilities of its individual members ➢ What Influences Process Gain/Loss ➢ Teamwork Processes ○ Interpersonal Process ○ Trust ○ Conflict ➢ What is Trust? ○ The willingness to be vulnerable to another person or group of people based on positive expectations about the person’s/group’s actions and intentions ○ What makes you trust a group? ■ How well you know them ■ Group environment - non judgemental■ Mutual respect ■ Thinking about doing good for others ■ Modeling ➢ Disposition-Based Trust ○ Trust propensity ■ A general expectation that the words, promises, and statements of individuals and groups can be relied upon ● Faith in human nature Taskwork Processes Teamwork Processes Team States Process Gain Process Loss

● Blind trust ➢ Cognition-Based Trust ○ Trustworthiness ■ The characteristics or attributes of a trustee that inspire trust ○ Dimensions of trustworthiness: ■ Competence■ Character ■ Benevolence ➢ Affect-Based Trust ○ Emotional rather than rational ■ You simply like the person, therefore you trust them ➢ Functional & Dysfunctional Conflict ○ Functional conflict: works toward the goals of an organization or group ○ Dysfunctional conflict: blocks an organization or group from reaching its goals ■ Dysfunctionally high conflict■ Dysfunctionally low conflict ➢ Increasing Conflict ○ Increase conflict when it is dysfunctionally low ■ Heterogeneous groups: members have different backgrounds

■ Devil’s advocate: offers alternative views■ Organizational culture: values and norms that embrace conflict ➢ Factors that Contribute to Process Loss ○ Coordination loss ■ Production blocking ■ Logistics ■ Concrete loss ○ Motivation loss ■ Social loafing: individuals feel less accountable ■ More internal ■ Start to lose motivation