Altklausur Themen

-       Syndrome (emotional exhaustion, depersonalization, reduced personal accomplishment)

o   Less commited to work

o   Human service professionals = higher risk

o   Signs: not concentrating, guilt, mood changes, isolation, substance abuse

o   Antecedends: high job demands (pressure, number of hours, role conflicts), lack of resources (support, feedback, control, participation)

o   Concequences:

§  Employee health; Anxiety/depression/psychosomatic, cardiovascular, sleep disturbance, common infections

§  Organizational outcomes: poor commitment and performance, absence, turnover

NEw employee training

Training/retraining

carreer Development Training

Diversity/Ethic/Harassment

Retirement planning

Team training

Allgemein

·       higher bar

o   Gender beliefs activate in evaluative contexts

§  - lower status = lower performance expectations and evaluation of same performance

o   Women have to provide more evidence to be labeled as exceptional

·       Backlash (criticism to get women to fall in line with gender norms oe. Gender policing)

o   Individuals are perceived as violating status expectations  backlash

§  Woman cant act like men  only moderately agentic behavior

·       Consequences

o   Higher marks on likability

o   Less high marks on communal behavior (helpfulness/considerate)

o   Perceived lack of technical skill = suffer professionally

o   Taking charge ≠ highest performance (as it is the case for men)

o   Women = too aggressive /Men =too soft

Stress:

-     Gender  Moderates stress-strain(dysfunctional perf) relationship

-       Women experience more stress and health ailments

o   Unique stressors: conflicting roles, lack of progress, discrimination

-       Female negotiation dilemma

o   Women = less successful (gendernorm = preventing neg social consequences

o   Position in social network: central position gives acces to more information /influence

Leadership

o Men   more likely to be perceived as emergent leaders

§  Leaderhip behavior = agentic -> close to male gender role/potential backlash for females)

§  Differences in reactions to female leaders communication

o   Glass ceiling = prevents women and minorities from advancing to management

§  Despite antidiscrimination Biases and Stereotypes

o   Labyrinth metaphor

§  Woment/minorities not prevented bur slower in carieer progression (route exists but twists and turns

o   Benefits of female leadership

§  All contexts considered = no gender difference

§  Women are higher in other-ratings and men are higher in self-ratings of effectiveness

·       More effective agentic and communal (men less effective more passive)

Entrepreneurship

-       Men more likely than women

o   Individual level: lower entrepreneurial self efficacy, business opportunies and higher fear of failure

o   Institutional: less capital access

-       Pitch: investment decisions are driven by business proposition and experience (but also serious biases about attributes of entrepreneur)

o   Promotion vs prevention coded questions

§  Men and women use similar amount in pitch

§  Questions for Men 67% promotion focused, Women 66% prevention focused

·       Female and Male Venture capitals/Investors show this behavior

§  Responding to prevention questions with promotion answers raise 14 times more

o   Challenge Stressors (task itself is stressful)

§  Time pressure, complexity, responsibility  

o   Hindrance Stressors (stuff attached to the task is stressful)

§  role conflicts/ambiguity/overload, daily hassles

o   Open exchange  integrative agreement (if high level of trust)

o   If lower trust  inferring others interests from offers and reactions (heuristic trial and error )

o   Multiple equivalent simultaneous offers  increased economic and socialemotional outcome

o   Being aware that interests may be compatible  

§  But be aware of conflicts of interests before concessions

o   Offering insights into prioritys through multi-issue offers

➢ Trust

➢ Team cohesion

➢ Group mood

➢ Team learning

➢ Conflict

➢ Errors and accidents

-       Two or more in social interaction

-       At least 1 common goal

-       Perform organizationally relevant task  in organizational system/boundaries

-       Interdependencies (workflow goals outcome)

-       Different roles/responsibliitys

§  Leaders clarify path to goal (directive, participative, suppoprtive, achievement oriented)

·       Environmental and Subordinate contingency factors also influence the effect of leadership on outcomes

o   Unique working relationships with individual group members

§  Subset with high quality LMX = ingroup

·       Loyalty and performance -> additional rewards responsablity, trust (social exchange logic)

§  Low LMX -> only interaacto n contractual obligation (transactional exchange logic)

§  LMX  influences performance and turnover intentions through (and additionally to) Followers work engagement

-       Only controlled experiments = causality (IO mostly uses field research)

-       Moderators: influence strength/directon of a causal effect

-       Mediators: are the (partial) cause of a effect

-       GMAS roh = .65-.22 -> highest correlation to job performance

-       Job knowledge tests rho= .45

-       Situational judgement tests rho=.26

-       Personality tests (just conscientiousness relevant rho =.26)

-       Integrity tests predict CWB with rho = -.17

-       Assessment Centers rho =.40

o   (prediction data is gathered from already employed “job incumbents” in retrospect at the same time as criterion data)

§  (Method to respond to interview questions)

·       Situation, Task, Action Taken, Results of my Action

o   Both sides should prepare

o   Descriptive and specific

§  Focus on changeable behavior  no criticism

§  Procactive and coactive: provide change direction and need for change, agree on remedy together

o   No comparisons  previous behavior as benchmark

o   Consider needs of employee,employer and situation

-       Proactivity to seek learning becomes increasingly important for employability

-       Globalization, Innovation pressure, Automation -> continuous learning as organizational response

-       Ai usage in training and development

Glass ceiling

-       Improvement of personality assessments

-       Implementation of comuter based selection (machine learning algorithms handle lage amounts of data also behavioral)

-       More power on applicants side dur to aging society

-       Court decisions on personnel selection

o   Psychometric assessments

o   Health/ Wellbeing of Employees

o   Training programs (development implementation evaluation)

o   Change management

o   Assess job requirements

o   Performance evaluation (find criteria)

o   Advice

-       Organization (top executives -> lower levels, Leaders -> organization culture)

-       Group (sharing leadership in group, Leaders -> member behaviors )

-       Dyad (Supervisor -Subordinate/Leader-Follower)

-       Intraindividual (Traits/values -> leader behavior, decisionmaking in leadership)

-       Justice Theory (Greenberg)  -> most common

o   Feeling of unfairness -> trying to restore justice through CWB

-       Social exchange Theory (Blau)

o   If costs outweigh benefits of interaction /employees behavior is not reciprocated -> CWB

-       Reactance Theory (Brehm)

o   Decision making freedom is limited -> CWB

-       Conservation of Resources Theory

o   If resources are threatened -> stess/felt need to protect resources -> CWB

-       Transactional theory of Stress and Coping (Lazarus)

o   Mistreatment -> creates demands/stress response -> aggression withdrawal

§  Stress-Emotion model of CWB = Environmental Stressors -> neg emotion -> CWB

o   Response tendency errors (Leniency,Severity, Central tendency)

o   Halo effect

o   Recency effect

o   Actor-observer Bias (greater emphasis on disposition than situation)

o   Personal biases

a situation “in which new goods, services, raw materials, markets and organizing methods can

be introduced”

• Third person opportunity: someone should do xyz

• First person opportunity: someone specific (me?) should do xyz

• Transition depends on feasibility and desirability

§  Identifying/articulating leadership

§  Providing model

§  Fostering acceptance of goals

§  High performance expectations

§  Individualized support

Intellectual stimulation

-       = destruktive Behavior towards employer or coworkers that violates organizational norms

o   Due to stress/frustration/inequity or/and personality

o   Must be volitional/purposeful violation (even if not directly intended to harm)  

o   Organization targeted vs Individual targeted

-       Applicants prefer Organizations similar to them and vice versa (Misfits will also lead employees to leave)

o   Organizations become homogenous over time (which benefits culture but might cover a need for change)

o   5 Influential factors on learning:

§  Capability to show behavior

§  Replication (imitation)

§  Reinforcements

§  Outcome Expectation

§  Self-efficacy (high through:

·        mastery experiences,

·       model that is identified with,

·        encouragement,

·       positive emotional state

o   meta-analysis says link self efficacy  to work performance can be explained by other factors

o    Humans as proactive influence on environment and development

§  Maslows Need Hirachy (Physiological, safety, social, self-esteem, self-actualization)

·       ERG theory (Alderfer) summarizes it to Existence, Relatedness, Growth

§  McClellands needs theory ( Need for achievement, need for power, need for affiliation)

§  Self determination theory (Need for autonomy, competence, relatedness)

• The changing nature of the workforce

• Technology

• Economic shocks

• Competition

• Social trends

• World politics

Compassion has been defined as a multi-dimensional interpersonal pro- cess that comprises five elements:

• a person expressing their suffering,

• a focal actor noticing another person’s suffering,

• empathetically feeling the other person’s pain,

• acting to alleviate the person’s suffering,

• mutual reflecting upon the situation

Phase two Opportunity evaluation and development

criterion contamination

-       LLMs(Language models to asses info) and Social signal processing (behavior)

• gamified approaches

-       But still inadvertent biases (Algorithms are based on existing data)

o   European AI Act

§  social scoring AI (Classifiying on behavior or personal characteristics)=  unacceptable risk and prohibited it

§  Ai systems used in Education, Employment and worker management = High risk and strongly regulated

a) Team cohesion b) Team conformity

c) Team Efficacy d) innovation

Culture: Belief and expectations of members that shape how to behave/interact (taugt to new people)

-> result of external adaptation and internal integration

-> create organizational policies, procedures /practices

Climate: more surface level, less stable and easier to change

-> organizational policies, procedures/practices are the foundation of climate

o   Self starting (setting goals, actions new things)

o   Proactivity (planning future)

o   Persistence

NOT EXPERIENCE

o   Influenced by degree of similarity between the tasks in Training vs Job

o   Positive affect to feedback/reinforcement ?? (random)

o   Recognized value of new skill to improve work =effective transfer

o  

o   Decline in training effectiveness from lower to higher dimensions in Kirksmthsmth model  issue with the opportunity to perform

o   Motive acquisition theory (three human needs that drive behavior)

§  achievement,

§  affiliation (acceptance of others),

§  power (over others)

o   Expectancy theory (basically erwartungs mal Wert theorie -> both linked to training transfer (but valence/instrumentality can be more important)

o   Content

§  Maslows needs hierachy (Physiological, safety, social, self-esteem, self-actualization)

·       ERG theory (Alderfer) summarizes it to Existence, Relatedness, Growth

§  McClellands needs theory ( Need for achievement, need for power, need for affiliation)

§  Self determination theory (Need for autonomy, competence, relatedness)

o   Behavioral

§  Reinforcement Theory/operant conditioning (motivation through concequences)

Expectancy theory

§  Equity theory (Adams)

§  Control theory (feedback as central role)

§  Self-efficacy (motivational resource-> required to succeed in certain situations)

§  Resource allocation

o   Context

§  Job characteristics model (hackman)

§  Herzbergs two factor theory

§  Achievement motivation