Applied Performance Practices McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. * SvenskaHandelsbanken SvenskaHandelsbanken relies on prudent reward systems, offers employee jobs with high motivation potential, expects staff to manage themselves, and delegates power to branches, resulting in high levels of employee empowerment and performance. 6-* Financial Reward PracticesFinancial rewards -- fundamental part of employment relationshipPay has multiple meaningssymbol of successreinforcer and motivatorreflection of performancecan reduce anxietyMen value money more than womenCultural values influence the meaning and value of money © Corel Corp. With permission. 6-* * Types of Rewards in the WorkplaceMembership and seniorityJob statusCompetenciesPerformance-based © Corel Corp. With permission. 6-* * Membership/Seniority Based RewardsFixed wages, seniority increasesAdvantages Guaranteed wages may attract job applicantsSeniority-based rewards reduce turnover DisadvantagesDoesn’t motivate job performanceDiscourages poor performers from leavingMay act as golden handcuffs (tie people to the job) 6-* * Job Status-Based RewardsIncludes job evaluation and status perksAdvantages:Job evaluation tries to maintain pay equityMotivates competition for promotionsDisadvantages:Employees exaggerate duties, hoard resourcesReinforces status, hierarchyInconsistent with workplace flexibility 6-* * Competency-Based RewardsPay increases with competencies acquired and demonstratedSkill-based payPay increases with skill modules learnedAdvantages More flexible work force, better quality, consistent with employabilityDisadvantagesPotentially subjective, higher training costs 6-* * Reward Practices at Nucor Nucor has survived and thrived in the turbulent steel industry by motivating employees with team-based and organizational-based rewards. Courtesy Nucor 6-* * Organizational rewardsProfit sharing Share ownershipStock optionsBalanced scorecard Performance-Based Rewards 6-* Team rewardsBonusesGainsharing Individual rewardsBonusesCommissionsPiece rate * Evaluating Organizational RewardsPositive effectsCreates an “ownership culture”Adjusts pay with firm's prosperityScorecards align rewards with several specific organizational outcomesConcerns with performance payWeak connection between individual effort and rewardsReward amounts affected by external forces 6-* * Improving Reward EffectivenessLink rewards to performanceEnsure rewards are relevantTeam rewards for interdependent jobsEnsure rewards are valuedWatch out for unintended consequences © Corel Corp. With permission. 6-* * Job DesignAssigning tasks to a job, including the interdependency of those tasks with other jobsOrganization's goal -- to create jobs that can be performed efficiently yet employees are motivated and engaged 6-* * Job SpecializationDividing work into separate jobs.

1. Applied Performance Practices
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
SvenskaHandelsbanken
SvenskaHandelsbanken relies on prudent reward systems, offers
employee jobs with high motivation potential, expects staff to
manage themselves, and delegates power to branches, resulting
in high levels of employee empowerment and performance.
6-*
Financial Reward PracticesFinancial rewards -- fundamental
part of employment relationshipPay has multiple
meaningssymbol of successreinforcer and motivatorreflection of
performancecan reduce anxietyMen value money more than
womenCultural values influence the meaning and value of
money
© Corel Corp. With permission.
6-*

2. *
Types of Rewards in the WorkplaceMembership and
seniorityJob statusCompetenciesPerformance-based
© Corel Corp. With permission.
6-*
*
Membership/Seniority Based RewardsFixed wages, seniority
increasesAdvantages Guaranteed wages may attract job
applicantsSeniority-based rewards reduce turnover
DisadvantagesDoesn’t motivate job performanceDiscourages
poor performers from leavingMay act as golden handcuffs (tie
people to the job)
6-*
*
Job Status-Based RewardsIncludes job evaluation and status
perksAdvantages:Job evaluation tries to maintain pay
equityMotivates competition for
promotionsDisadvantages:Employees exaggerate duties, hoard
resourcesReinforces status, hierarchyInconsistent with

3. workplace flexibility
6-*
*
Competency-Based RewardsPay increases with competencies
acquired and demonstratedSkill-based payPay increases with
skill modules learnedAdvantages More flexible work force,
better quality, consistent with
employabilityDisadvantagesPotentially subjective, higher
training costs
6-*
*
Reward Practices at Nucor
Nucor has survived and thrived in the turbulent steel industry
by motivating employees with team-based and organizational-
based rewards.
Courtesy Nucor
6-*
*

4. Organizational
rewardsProfit sharing Share ownershipStock optionsBalanced
scorecard
Performance-Based Rewards
6-*
Team
rewardsBonusesGainsharing
Individual
rewardsBonusesCommissionsPiece rate
*
Evaluating Organizational RewardsPositive effectsCreates an
“ownership culture”Adjusts pay with firm's
prosperityScorecards align rewards with several specific
organizational outcomesConcerns with performance payWeak
connection between individual effort and rewardsReward
amounts affected by external forces
6-*
*
Improving Reward EffectivenessLink rewards to
performanceEnsure rewards are relevantTeam rewards for
interdependent jobsEnsure rewards are valuedWatch out for

5. unintended consequences
© Corel Corp. With permission.
6-*
*
Job DesignAssigning tasks to a job, including the
interdependency of those tasks with other jobsOrganization's
goal -- to create jobs that can be performed efficiently yet
employees are motivated and engaged
6-*
*
Job SpecializationDividing work into separate jobs that include
a subset of the tasks required to complete the product or
serviceScientific managementFrederick Winslow
TaylorAdvocated job specializationTaylor also emphasized
person-job matching, training, goal setting, work incentives
6-*
*
Advantages

6. Disadvantages
Evaluating Job SpecializationLess time changing
activitiesLower training costsJob mastered quicklyBetter
person-job matchingJob boredomDiscontentment payHigher
costsLower qualityLower motivation
6-*
*
Job Characteristics Model
6-*
Work
motivation
Growth
satisfaction
General
satisfaction
Work
effectiveness
Feedback
from job
Knowledge
of results
Skill variety
Task identity

7. Task significance
Meaningfulness
Autonomy
Responsibility
Individual
differences
Critical
Psychological
States
Core Job
Characteristics
Outcomes
*
Improving Task Significance Through the Voice of the
Customer
Rolls Royce Engine Services in California introduced “Voice of
the Customer,” an initiative in which customers talk to
production staff about how the quality of these engines are
important to them. “It gives employees with relatively repetitive
jobs the sense that they're not just working on a part but rather
are key in keeping people safe,”explains a Rolls Royce
executive.
6-*
*

8. Job RotationMoving from one job to anotherBenefitsMinimizes
repetitive strain injuryMultiskills the workforcePotentially
reduces job boredom
Job ‘A’
Job ‘B’
Job ‘C’
Job ‘D’
6-*
*
Job EnlargementAdding tasks to an existing jobExample: video
journalist
6-*
Employee 1
Operates camera
Employee 2
Operates sound
Employee 3
Reports story
Traditional news team
Video journalist

9. • Operates camera
• Operates sound
• Reports story
*
Job Enrichment
Given more responsibility for scheduling, coordinating, and
planning one’s own work
1. Clustering tasks into natural groupsStitching highly
interdependent tasks into one jobe.g., video journalist,
assembling entire product
2. Establishing client relationshipsDirectly responsible for
specific clientsCommunicate directly with those clients
6-*
*
Dimensions of Empowerment
Meaning
Competence
Employees believe their work is important
Employees have feelings of self-efficacy
Impact
Employees feel their actions influence success
Self-determination
Employees feel they have freedom and discretion
6-*

10. *
Supporting EmpowermentIndividual factorsPossess required
competencies, able to perform the workJob design
factorsAutonomy, task identity, task significance, job
feedbackOrganizational factorsResources, learning orientation,
trust
*
6-*
*
Self-LeadershipThe process of influencing oneself to establish
the self-direction and self-motivation needed to perform a task
Includes concepts/practices from:Goal settingSocial learning
theorySports psychology
6-*
*
Elements of Self-Leadership
Personal
Goal SettingPersonal goal settingEmployees set their own

11. goalsApply effective goal setting practices
6-*
Constructive
Thought
Patterns
Designing
Natural
Rewards
Self-
Monitoring
Self-
Reinforce-
ment
*
Personal
Goal Setting
Designing
Natural
Rewards
Self-
Monitoring
Self-
Reinforce-
ment
Constructive
Thought

12. Patterns
Elements of Self-LeadershipPositive self-talkTalking to
ourselves about thoughts/actionsPotentially increases self-
efficacyMental imageryMentally practicing a taskVisualizing
successful task completion
6-*
*
Designing
Natural
Rewards
Constructive
Thought
Patterns
Self-
Monitoring
Self-
Reinforce-
ment
Personal
Goal Setting
Elements of Self-LeadershipFinding ways to make the job itself
more motivatingeg. altering the way the task is accomplished

13. 6-*
*
Constructive
Thought
Patterns
Designing
Natural
Rewards
Self-
Reinforce-
ment
Personal
Goal Setting
Self-
Monitoring
Elements of Self-LeadershipKeeping track of your progress
toward the self-set goalLooking for naturally-occurring
feedbackDesigning artificial feedback
6-*
*

14. Self-
Reinforce-
ment
Constructive
Thought
Patterns
Designing
Natural
Rewards
Self-
Monitoring
Personal
Goal Setting
Elements of Self-Leadership“Taking” a reinforcer only after
completing a self-set goaleg. Watching a movie after writing
two more sections of a reporteg. Starting a fun task after
completing a task that you don’t like
6-*
*
Self-Leadership ContingenciesIndividual factorsHigher levels of
conscientiousness and extroversionPositive self-evaluation
(self-esteem, self-efficacy, internal locus)Organizational
factorsJob autonomyParticipative leadershipMeasurement-
oriented culture
6-*

15. Applied Performance Practices
6-*
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
Foundations of Employee Motivation
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
Employee Motivation and Engagement at Rackspace
Rackspace hosting has a highly motivated and engaged
workforce by rewarding performance, fulfilling personal needs,
and providing strengths-based feedback.
5-*

16. Motivation DefinedThe forces within a person that affect the
direction, intensity, and persistence of voluntary
behaviorExerting particular effort level (intensity), for a certain
amount of time (persistence), toward a particular goal
(direction).
5-*
*
Employee Engagement
Emotional and cognitive motivation, self-efficacy to perform
the job, a clear understanding of one’s role in the organization’s
vision and a belief that one has the resources to perform the job
5-*
*
Drives and NeedsDrives (aka-primary needs, fundamental
needs, innate motives)Neural states that energize individuals to
correct deficiencies or maintain an internal equilibriumPrime
movers of behavior by activating emotions
Self-concept, social norms,
and past experience
Drives
(primary needs)
Needs
Decisions and Behavior
5-*

17. *
Drives and NeedsNeedsGoal-directed forces that people
experience. Drive-generated emotions directed toward
goalsGoals formed by self-concept, social norms, and
experience
Self-concept, social norms,
and past experience
Drives
(primary needs)
Needs
Decisions and Behavior
5-*
*
Self-actual-ization
Physiological
Safety
Belongingness
Esteem
Seven categories capture most needs
Five categories placed in a hierarchy
Need to
know
Need for beauty
Maslow’s Needs Hierarchy Theory
5-*

18. *
Maslow’s Needs Hierarchy TheoryLowest unmet need has
strongest effectWhen lower need is satisfied, next higher need
becomes the primary motivatorSelf-actualization -- a growth
need because people desire more rather than less of it when
satisfied
5-*
*
Evaluating Maslow’s TheoryLack of support for theoryPeople
have different hierarchies – don’t progress through needs in the
same orderNeeds change more rapidly than Maslow stated
5-*
*
What Maslow Contributed to Motivation TheoryMore
holisticIntegrative view of needsMore humanisticInfluence of
social dynamics, not just instinctMore positivisticPay attention
to strengths, not just deficiencies
5-*
*

19. What’s Wrong with Needs Hierarchy Models?Wrongly assume
that everyone has the same needs hierarchy (i.e.
universal)Instead, likely that each person has a unique needs
hierarchy Shaped by our self-concept -- values and social
identity
5-*
*
Learned Needs TheoryNeeds are amplified or suppressed
through self-concept, social norms, and past
experienceTherefore, needs can be “learned” (i.e. strengthened
or weakened through training)
5-*
*
Three Learned Needs
Need for achievementNeed to reach goals, take responsibility
Want reasonably challenging goals
Need for affiliationDesire to seek approval, conform to others
wishes, avoid conflictEffective executives have lower need for
social approval
Need for powerDesire to control one’s environmentPersonalized
versus socialized power
5-*
*

20. Four-Drive Theory
Drive to Bond
Drive to Learn
• Drive to form relationships and
social commitments
• Basis of social identity
• Drive to satisfy curiosity and
resolve conflicting information
Drive to Defend
• Need to protect ourselves
• Reactive (not proactive) drive
• Basis of fight or flight
Drive to Acquire
• Drive to take/keep objects and
experiences
• Basis of hierarchy and status
5-*
*
Features of Four Drives
Innate and hardwiredeveryone has them
Independent of each otherno hierarchy of drives
Complete setno drives are excluded from the model
5-*
*

21. How Four Drives Affect Motivation
Four drives determine which emotions are automatically tagged
to incoming information
Drives generate independent and often competing emotions that
demand our attention
Mental skill set relies on social norms, personal values, and
experience to transform drive-based emotions into goal-directed
choice and effort
5-*
*
Four Drive Theory of Motivation
Social norms, personal values, and experience transform drive-
based emotions into goal-directed choice and effort
Drive to Acquire
Social norms
Drive to Bond
Drive to Learn
Drive to Defend
Personal values
Past experience
Mental skill set resolves competing drive demands
Goal-directed
choice and effort
5-*
*

22. Implications of Four Drive Theory
Provide a balanced opportunity for employees to fulfil all four
drivesemployees continually seek fulfilment of drivesavoid
having conditions support one drive more than others
5-*
*
Outcome 1
+ or -
Effort
Performance
Outcome 3
+ or -
Outcome 2
+ or -
Expectancy Theory of Motivation
5-*
*
Increasing E-to-P and P-to-O ExpectanciesIncreasing E-to-P
ExpectanciesAssuring employees they have
competenciesPerson-job matching Provide role clarification and
sufficient resourcesBehavioral modelingIncreasing P-to-O
ExpectanciesMeasure performance accuratelyMore rewards for
good performanceExplain how rewards are linked to
performance

23. 5-*
*
Increasing Outcome ValencesEnsure that rewards are
valuedIndividualize rewardsMinimize countervalent outcomes
5-*
*
Making Every Day Count in NYC
New York City mayor Michael Bloomberg has challenging goals
to accomplish, and he doesn’t want any of his remaining tenure
wasted. Bloomberg had special clocks installed in a dozen city
government offices that count down how many days remain in
his mayoral term.
5-*
*
Goal Setting
The process of motivating employees and clarifying their role
perceptions by establishing performance objectives
5-*
*

24. Effective Goal Setting Characteristics
Specific -- measureable change within a time frame
Relevant – within employee’s control and responsibilities
Challenging – raise level of effort
Accepted (commitment) – motivated to accomplish the goal
Participative (sometimes) – improves acceptance and goal
quality
Feedback – information available about progress toward goal
5-*
*
Characteristics of Effective Feedback
Specific – connected to goal details
Relevant – Relates to person’s behavior
Timely – to improve link from behavior to outcomes
Sufficiently frequentEmployee’s knowledge/experiencetask
cycle
Credible – trustworthy source
5-*
*
Feedback Through Strengths-Based CoachingMaximizing the
person’s potential by focusing on their strengths rather than
weaknessesMotivational because:people inherently seek

25. feedback about their strengths, not their flawsperson’s interests,
preferences, and competencies stabilize over time
5-*
Multisource FeedbackReceived from a full circle of people
around the employeeProvides more complete and accurate
informationSeveral challenges
5-*
Evaluating Goal Setting and FeedbackGoal setting has high
validity and usefulnessGoal setting/feedback
limitations:Focuses employees on measurable
performanceMotivates employees to set easy goals (when tied to
pay)Goal setting interferes with learning process in new,
complex jobs
5-*
*
Keeping Pay Equitable at Costco
Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks
the large wage gap between many executives and employees is
blatantly unfair. “Having an individual who is making 100 or
200 or 300 times more than the average person working on the
floor is wrong,” says Sinegal, whose salary and bonus are a
much smaller multiple of what his staff earn.
5-*

26. *
Organizational Justice
Distributive justicePerceived fairness in outcomes we receive
relative to our contributions and the outcomes and contributions
of others
Procedural justicePerceived fairness of the procedures used to
decide the distribution of resources
5-*
Distribution
Principles
Structural
Rules
Social
Rules
Organizational Justice Components
5-*
*
Elements of Equity Theory
Outcome/input ratio inputs -- what employee contributes (e.g.,
skill)outcomes -- what employee receives (e.g., pay)
Comparison otherperson/people against whom we compare our
rationot easily identifiable
Equity evaluationcompare outcome/input ratio with the
comparison other

27. 5-*
*
Correcting Inequity Feelings
Actions to correct inequity
Example
5-*Reduce our inputsLess organizational citizenshipIncrease
our outcomesAsk for pay increaseIncrease other’s inputsAsk
coworker to work harderReduce other’s outputsAsk boss to stop
giving other preferred treatmentChange our perceptionsStart
thinking that other’s perks aren’t really so valuableChange
comparison otherCompare self to someone closer to your
situationLeave the fieldQuit job
*
Equity SensitivityOutcome/input preferences and reaction to
various outcome/input ratiosBenevolentstolerant of being
underrewardedEquity Sensitiveswant ratio to be equal to the
comparison otherEntitledsprefer proportionately more than
others
5-*
Evaluating Equity TheoryGood at predicting situations unfair
distribution of pay/rewardsDifficult to put into practicedoesn’t
identify comparison otherdoesn’t indicate relevant inputs or
outcomesEquity theory explains only some feelings of fairness

28. procedural justice is as important as distributive justice
5-*
Procedural JusticePerceived fairness of procedures used to
decide the distribution of resourcesHigher procedural fairness
with:VoiceUnbiased decision maker Decision based on all
informationExisting policies consistentlyDecision maker
listened to all sidesThose who complain are treated respectfully
Those who complain are given full explanation
5-*
*
Foundations of Employee Motivation
5-*
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
*
*
*
*

29. *
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*

30. *
*
*
*
*
*
*
*
*
Workplace Emotions, Attitudes, and
Stress
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*

31. Positive Emotions at Mott MacDonald
To attract and keep talented employees, companies are finding
creative ways to generate positive emotions in the workplace.
Employees at Mott MacDonald have plenty of fun. For example,
the Abu Dhabi oil and gas team has an annual desert safari,
complete with camel rides (shown in photo).
4-*
Emotions DefinedPsychological, behavioral, and physiological
episodes experienced toward an object, person, or event that
create a state of readiness.Most emotions occur without our
awarenessMoods – lower intensity emotions without any
specific target source
4-*
*
Types of Emotions
4-*
Attitudes versus Emotions
Attitudes
Emotions
Judgments about an
attitude object
Based mainly on

32. rational logic
Usually stable for days
or longer
Experiences related to an
attitude object
Based on innate and learned responses to environment
Usually experienced for
seconds or less
4-*
*
Traditional Model of AttitudesPurely cognitive
approachBeliefs: established perceptions of attitude
objectFeelings: calculation of good or bad based on beliefs
about the attitude objectBehavioral intentions: motivation to act
in response to the attitude objectProblem: Ignores important
role of emotions in shaping attitudes
4-*
*
Behavior
Attitudes: From Beliefs to Behavior

33. Perceived Environment
4-*
Attitude
Feelings
Beliefs
Behavioral
Intentions
Cognitive process
Emotional Episodes

34. Emotional process
*
Emotions, Attitudes, and BehaviorHow emotions influence
attitudes:
Feelings are shaped by cumulative emotional episodes (not just
evaluation of beliefs)
We ‘listen in’ on our emotions when determining our attitude
toward somethingPotential conflict between cognitive and
emotional processesEmotions also directly affect behavior e.g.
facial expression
4-*
*
Generating Positive Emotions at WorkThe emotions-attitudes-
behavior model illustrates that attitudes are shaped by ongoing
emotional experiences.Thus, successful companies actively
create more positive than negative emotional episodes.
4-*

35. *
Cognitive DissonanceA state of anxiety that occurs when an
individual’s beliefs, feelings and behaviors are inconsistent
with one anotherMost common when behavior is:known to
othersdone voluntarilycan’t be undone
4-*
*
Emotional Labor Defined
Effort, planning and control needed to express organizationally
desired emotions during interpersonal transactions.
Emotional labor is higher when job requires:frequent and long
duration display of emotionsdisplaying a variety of
emotionsdisplaying more intense emotions
*
4-*
*
Emotional Labor Across CulturesDisplaying or hiding emotions
varies across culturesMinimal emotional expression and
monotonic voice in Korea, Japan, AustriaEncourage emotional
expression in Kuwait, Egypt, Spain, Russia

36. 4-*
*
Emotional Labor ChallengesDifficult to display expected
emotions accurately, and to hide true emotionsEmotional
dissonanceConflict between true and required
emotionsPotentially stressful with surface actingLess stress
through deep acting
4-*
*
Emotional Intelligence Defined
Ability to perceive and express emotion, assimilate emotion in
thought, understand and reason with emotion, and regulate
emotion in oneself and others
4-*
*
Social Awareness
Self-management
Perceiving and understanding the meaning of others’ emotions

37. Managing our own emotions
Self-awareness
perceiving and understanding the meaning of your own
emotions
Relationship Management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
4-*
*
Emotional Intelligence Competencies
Self-awareness
Social awareness
Self-management
Relationship management
Self
(personal competence)
Other
(social competence)
Recognition of emotions
Regulation
of emotions
4-*
*

38. Improving Emotional IntelligenceEmotional intelligence is a set
of competencies (aptitudes, skills)Can be learned, especially
through coachingEI increases with age -- maturity
4-*
*
Job SatisfactionA person's evaluation of his or her job and work
contextA collection of attitudes about specific facets of the job
4-*
*
Loyalty
Voice
Exit
Neglect
• Leaving the situation
• Quitting, transferring
• Changing the situation
• Problem solving, complaining
• Patiently waiting for the situation to improve
• Reducing work effort/quality
• Increasing absenteeism
EVLN: Responses to Dissatisfaction
4-*

39. *
Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but:
General attitude is a poor predictor of specific behaviors
Job performance affects satisfaction only when rewarded
Effect on performance strongest in complex jobs because of
greater employee influence on job performance (e.g. limited in
assembly lines)
4-*
*
Happy Staff=Happy Customers at Wegman’s
Wegmans Food Market enjoys strong customer loyalty and low
employee turnover by keeping employees happy.
4-*
Job Satisfaction and Customers
Job satisfaction increases customer satisfaction and profitability
because:
Job satisfaction affects mood, leading to positive behaviors
toward customers
Job satisfaction reduces employee turnover, resulting in more
consistent and familiar service

40. 4-*
*
Organizational CommitmentAffective commitmentEmotional
attachment to, identification with, and involvement in an
organizationContinuance commitmentCalculative attachment –
stay because too costly to quit
4-*
*
Building (Affective) commitment
Shared
Values
• Values congruence
Justice/ Support
• Apply humanitarian values
• Support employee wellbeing
Employee
Involvement
• Employees feel part of company
• Involvement demonstrates trust
Organisational
Comprehension
• Know firm’s past/present/future
• Open and rapid communication

41. Trust
• Employees trust org leaders
• Job security supports trust
4-*
What is Stress?An adaptive response to a situation that is
perceived as challenging or threatening to the person’s well-
beingAphysiological and psychological condition that prepares
us to adapt to hostile or noxious environmental
conditionsEustress vs. distress
4-*
*
Stage 1
Alarm Reaction
Stage 2
Resistance
Stage 3
Exhaustion
Normal
Level of
Resistance
General Adaptation Syndrome
4-*

42. *
Behavioral
Psychological
Work performance, accidents, absenteeism, aggression, poor
decisions
Dissatisfaction, moodiness, depression, emotional fatigue
Physiological
Cardiovascular disease, hypertension, headaches
Consequences of Distress
4-*
*
Interpersonal and
Role-Related Stressors
Job Burnout Process
4-*
Cynicism
Reduced Personal Accomplishment
Physiological,
psychological,
and behavioral
consequences

43. Emotional
Exhaustion
What are Stressors?Stressors are the causes of stress -- any
environmental condition that places a physical or emotional
demand on the person.Some common workplace stressors
include:Harassment an incivilityWork overloadLow task control
4-*
*
Psychological Harassment
Repeated and hostile or unwanted conduct, verbal comments,
actions or gestures, that affect an employee's dignity or
psychological or physical integrity and that result in a harmful
work environment for the employee.
4-*
*

44. Sexual HarassmentUnwelcome conduct -- detrimental effect on
work environment or job performanceQuid pro quoemployment
or job performance is conditional on unwanted sexual
relationsHostile work environmentan intimidating, hostile, or
offensive working environment
4-*
*
Work Overload and Task Control StressorsWork Overload
StressorWorking more hours, more intensely than one can
copeAffected by globalization, consumerism, ideal worker
normTask Control StressorDue to lack control over how and
when tasks are performedStress increases with responsibility
4-*
*
© Photodisc. With permission.
Individual Differences in StressDifferent threshold levels of
resistance to stressorUse different stress coping
strategiesResilience to stressDue to personality and coping
strategiesWorkaholismHighly involved in workInner pressure to
workLow enjoyment of work
4-*

45. *
Managing Work-Related StressRemove the
stressorMinimize/remove stressorsWithdraw from the
stressorVacation, rest breaksChange stress perceptionsPositive
self-concept, humorControl stress consequencesHealthy
lifestyle, fitness, wellnessReceive social support
4-*
*
Workplace Emotions, Attitudes, and
Stress
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
4-*
*
MGMT 645
Forum Description and Grading Rubric
Exemplary Level

46. Meeting all requirements that include this criterion will earn a
maximum of 50 points
Core Concepts: 25
Student analyzes and synthesizes research to demonstrate core
concepts. Posts reflect student’s critical thinking abilities.
Student demonstrates comprehension of breadth and depth of
material.
X/25
Mastery Level
Meeting all requirements that include this criterion will earn a
maximum of 40 points
Engagement: 10
Student participates and is interactive in the dialogue with
thoughtful peer replies that further the discussion.
X/10
Competency Level
Meeting the requirements of the four criteria areas will earn a
maximum of 15 points
APA: 5
Mechanics: 5
Organization: 5
Student follows APA formatting guidelines with at least two
citations (in-text and reference list match) in each post from
peer-reviewed journals.
Sentence structure, grammar, diction; correct use of
punctuation; minimal to no spelling errors; no run-on sentences
or comma splices. Posts contains an introduction, supporting
body, conclusion and reference page.
Ideas are arranged logically to support the purpose or argument.
They flow smoothly from one to another and are clearly linked
to each other.
The reader can follow the line of reasoning.

47. X/5
X/5
X/5
Every week you will research & respond to two topics posted in
the weekly forum. A detailed and thoughtful response to both
topics is required (minimum of 500 words per response).
Additionally, emphasis is placed on your ability to conduct and
synthesize scholarly research.
Your posts should be professional in content and follow the
APA standards.
July 14, 2011