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Multi lesson 4
46問 • 3年前
  • rhyzza sanpedro
    • 通報

    問題一覧

  • 1

    - Psychological, behavioral, and physiological episodes that create a state of readiness.

    Emotions

  • 2

    - Most emotions occur without our awareness

    Emotions

  • 3

    - Two features of all emotions:

    Evaluation & Activation

  • 4

    evaluate that something is good/bad

    Evaluation (core affect)

  • 5

    generate internal energy/effort

    Activation

  • 6

    4 Traditional Model: How Attitudes Influence Behavior

    Beliefs, Feelings, Behavioral intentions, Behavior

  • 7

    - Formed from experience, other learning

    Belief

  • 8

    - Composite valences of our multiple beliefs about the attitude object - People with same beliefs might form different feelings

    Feelings

  • 9

    - Feelings provide motivation source/direction of intentions - People with same feelings might form different behavioral intentions

    Behavioral intentions

  • 10

    - Influenced by behavioral intentions - Effect of intentions on behavior depends on ability, situation, etc.

    Behavior

  • 11

    - Emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent.

    Cognitive dissonance

  • 12

    - Inconsistency generates emotions that motivate us to increase consistency.

    Cognitive dissonance

  • 13

    - Difficult to undo/change behavior - Instead, we reduce dissonance by changing our beliefs/feelings about the attitude object

    Cognitive dissonance

  • 14

    - Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.

    Emotional labor

  • 15

    - Difficult to accurately display expected emotions - Difficult to hide true emotions

    Emotional labor challenges

  • 16

    conflict between true and required emotions

    Emotional dissonance

  • 17

    Increasing, decreasing, and altering emotions that others experience

    Ability to know others emotions (highest)

  • 18

    Perceiving and understanding the meaning of others emotions

    Ability to know other’s emotions

  • 19

    Increasing, decreasing, and altering our own emotions

    Ability to manage our own emotions

  • 20

    Perceiving and understanding the meaning of your own emotions

    Ability to know our own emotions

  • 21

    is a set of abilities/skills - Can be learned, especially through coaching - Increases with age (maturity process)

    Emotional intelligence

  • 22

    - A person's evaluation of his or her job and work context

    Job satisfaction

  • 23

    - An appraisal of the perceived job characteristics, work environment, and emotional experience at work

    Job satisfaction

  • 24

    EVLN:Responses to Dissatisfaction

    Exit, Voice, Loyalty, Neglect

  • 25

    Leaving the situation, quitting, transferring

    Exit

  • 26

    Changing the situation, problem solving, complaining

    Voice

  • 27

    Patiently waiting for the situation to improve

    Loyalty

  • 28

    Reducing work effort/quality increasing absenteeism

    Neglect

  • 29

    Emotional attachment to, identification with, and involvement in an organization

    Affective commitment

  • 30

    - Lower turnover, higher motivation and org citizenship

    Affective commitment

  • 31

    - Calculative attachment - Employees stays because (a) no choice (alternative), or (b) too costly to quit - Lower turnover, performance, org citizenship, cooperation

    Comtinuance commitment

  • 32

    Building affective commitment

    Justice/Support, Shared Values, Trust, Organizational Comprehension, Employee involvement

  • 33

    Apply humanitarian value/ support employee wellbeing

    Justice / Support

  • 34

    Values congruence

    Shared Values

  • 35

    Employees trust org leaders/ Job security supports trust

    Trust

  • 36

    Know firm’s past/present/future Open and rapid communication

    Organizational Comprehension

  • 37

    Employees feel part of company/ Involvement demonstrates trust

    Employee involvement

  • 38

    - Adaptive response to situations perceived as challenging or threatening to well-being

    Stress

  • 39

    - Prepares us to adapt to hostile or noxious environmental conditions - Eustress vs. distress

    Stress

  • 40

    are the causes of stress

    Stressors

  • 41

    o Environmental conditions that place a physical or emotional demand on the person.

    Workplace stressors

  • 42

    - Minimize/remove stressors - Work/life balance initiatives

    Remove the stressor

  • 43

    - Vacation, rest breaks

    Withdraw from the stressors

  • 44

    - Positive self-concept, humor

    Change stress perceptions

  • 45

    - Healthy lifestyle, fitness, wellness

    Control stress consequences

  • 46

    Managing work related stress

    5 yon

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    問題一覧

  • 1

    - Psychological, behavioral, and physiological episodes that create a state of readiness.

    Emotions

  • 2

    - Most emotions occur without our awareness

    Emotions

  • 3

    - Two features of all emotions:

    Evaluation & Activation

  • 4

    evaluate that something is good/bad

    Evaluation (core affect)

  • 5

    generate internal energy/effort

    Activation

  • 6

    4 Traditional Model: How Attitudes Influence Behavior

    Beliefs, Feelings, Behavioral intentions, Behavior

  • 7

    - Formed from experience, other learning

    Belief

  • 8

    - Composite valences of our multiple beliefs about the attitude object - People with same beliefs might form different feelings

    Feelings

  • 9

    - Feelings provide motivation source/direction of intentions - People with same feelings might form different behavioral intentions

    Behavioral intentions

  • 10

    - Influenced by behavioral intentions - Effect of intentions on behavior depends on ability, situation, etc.

    Behavior

  • 11

    - Emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent.

    Cognitive dissonance

  • 12

    - Inconsistency generates emotions that motivate us to increase consistency.

    Cognitive dissonance

  • 13

    - Difficult to undo/change behavior - Instead, we reduce dissonance by changing our beliefs/feelings about the attitude object

    Cognitive dissonance

  • 14

    - Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.

    Emotional labor

  • 15

    - Difficult to accurately display expected emotions - Difficult to hide true emotions

    Emotional labor challenges

  • 16

    conflict between true and required emotions

    Emotional dissonance

  • 17

    Increasing, decreasing, and altering emotions that others experience

    Ability to know others emotions (highest)

  • 18

    Perceiving and understanding the meaning of others emotions

    Ability to know other’s emotions

  • 19

    Increasing, decreasing, and altering our own emotions

    Ability to manage our own emotions

  • 20

    Perceiving and understanding the meaning of your own emotions

    Ability to know our own emotions

  • 21

    is a set of abilities/skills - Can be learned, especially through coaching - Increases with age (maturity process)

    Emotional intelligence

  • 22

    - A person's evaluation of his or her job and work context

    Job satisfaction

  • 23

    - An appraisal of the perceived job characteristics, work environment, and emotional experience at work

    Job satisfaction

  • 24

    EVLN:Responses to Dissatisfaction

    Exit, Voice, Loyalty, Neglect

  • 25

    Leaving the situation, quitting, transferring

    Exit

  • 26

    Changing the situation, problem solving, complaining

    Voice

  • 27

    Patiently waiting for the situation to improve

    Loyalty

  • 28

    Reducing work effort/quality increasing absenteeism

    Neglect

  • 29

    Emotional attachment to, identification with, and involvement in an organization

    Affective commitment

  • 30

    - Lower turnover, higher motivation and org citizenship

    Affective commitment

  • 31

    - Calculative attachment - Employees stays because (a) no choice (alternative), or (b) too costly to quit - Lower turnover, performance, org citizenship, cooperation

    Comtinuance commitment

  • 32

    Building affective commitment

    Justice/Support, Shared Values, Trust, Organizational Comprehension, Employee involvement

  • 33

    Apply humanitarian value/ support employee wellbeing

    Justice / Support

  • 34

    Values congruence

    Shared Values

  • 35

    Employees trust org leaders/ Job security supports trust

    Trust

  • 36

    Know firm’s past/present/future Open and rapid communication

    Organizational Comprehension

  • 37

    Employees feel part of company/ Involvement demonstrates trust

    Employee involvement

  • 38

    - Adaptive response to situations perceived as challenging or threatening to well-being

    Stress

  • 39

    - Prepares us to adapt to hostile or noxious environmental conditions - Eustress vs. distress

    Stress

  • 40

    are the causes of stress

    Stressors

  • 41

    o Environmental conditions that place a physical or emotional demand on the person.

    Workplace stressors

  • 42

    - Minimize/remove stressors - Work/life balance initiatives

    Remove the stressor

  • 43

    - Vacation, rest breaks

    Withdraw from the stressors

  • 44

    - Positive self-concept, humor

    Change stress perceptions

  • 45

    - Healthy lifestyle, fitness, wellness

    Control stress consequences

  • 46

    Managing work related stress

    5 yon