An Introduction To Contemporary Work Psychology 1st Edition Maria Peeters, Jan De Jonge, Toon Taris - Solutions

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2 What is your view of the two types of change elaborated in this ap-proach? What type of change is more often in your own coaching practice?
1 How do the principles of the personal and relational construct coaching resonate with you own coaching practice? What do you find most useful about this approach?
4 Locate your own implicit theories of self and identity on the five core dimensions. How do these positions shape your coaching practice?
3 When might constructivist view of self be not relevant and why?
2 How could constructivist perspectives on self and identity be beneficial to (a) your role as a coach, (b) your clients and (c) a wider network of stakeholders included in the coaching process (e.g. professional associ-ations, accrediting bodies, organizational stakeholders)?
3 If you constructed an RBS portrait of yourself as a coach, what would it include?
4 What do you see as similarities and differences between personal and relational construct coaching and appreciative coaching?
1 What does the value systemic approach bring to individual coaching from your perspective?
4 Have you spontaneously used some of the principles of narrative coach-ing so far?
3 What is the view of change in narrative coaching? Can you draw some similarities and differences with the view of change in the previous chapters?
2 Can you give a couple of examples of different types of IMs from your own coaching practice?
1 Externalizing conversations engage in mapping the problem-saturated stories in the beginning. How would this relate to the solutions lan-guage in solution-focused coaching? How these seemingly contradict-ing coaching practices resonate with your own experience as a coach?
4 Do you have any example in your life or coaching practice of the princi-ple that “the solutions is the problem” (Watzlawick et al., 1974)?
3 What would be your view of the type of change created in solution- focused coaching: incremental or disruptive change?
2 Some authors (McKergow & Clarke, 2005) see appreciative and solution- focused coaching as basically the same approach. What do you see as similarities and differences?
1 On a scale of 1 to 10, how close are you as a coach to successfully in-tegrating solution-focused principles in your own coaching practice? What would be the next small step?
The JCM, DCSM, VM and ERI Model might be read as encouraging management-led, top-down, permanent changes to psychosocial features of work to enhance well-being and performance. Even STST, with its core principles of end user engagement and minimum specification, places great emphasis on managers
Approaches to job design models such as the JCM, DCSM, VM, ERI Model and STST tend to focus on changing the nature of work and downplay the importance of ancillary interventions. For example, the JCM, DCSM, VM and STST all indicate the importance of job autonomy and skill use, yet without adequate
understand the limitations of classic models of job design.
appreciate how classic models of job design can be applied in practice;
describe some of the research evidence that supports classic models of job design;
understand the key processes, as described in classic models of job design, through which well-designed work contributes to employee health and performance;
describe the features of well-designed work as described in classic models of job design;
One of the most interesting concepts to be introduced in positive psychology is the notion of positivity (see Chapter 19). Dr Barbara Frederickson (2009)claims that individuals should experience three times as many positive as negative emotions in order to thrive and be healthy. She calls this the
The concept of a nomological network was introduced in the chapter as a means of establishing validity. Find an example of a nomological network in the research literature.
Although researchers put a great deal of effort into designing rigorous studies for publication in an academic journal, managers are more likely to read about the results in a newspaper or popular magazine. Find an example of research results reported in the popular media then find the original
Approaches to job design models such as the JCM, DCSM, VM, ERI Model and STST tend generally to concentrate on static changes to job design.Although the DCSM and STST both indicate that workers may seek to improve their work conditions if there is sufficient autonomy, even these models ignore
The modern classics are still relatively untested in new organizational forms(e.g. project-based organizations, distributed working teleworking arrangements, flexible working practices) and were developed when organizations were much more likely to have clear lines of reporting and bounded job
discuss the models’ practical implications for job (re)design.
discuss the Demand-Induced Strain Compensation Model, its key processes, its strengths and limitations, and the evidence supporting it;
discuss the Job Demands–Resources Model, its key processes, its strengths and limitations, and the evidence supporting it;
describe the key characteristics of a theoretical model in general;
describe the general development of theoretical models (i.e. meta-theory);
You perform your job well and get promoted to manage your own virtual, multilingual, multicultural, geographically dispersed team of software engineers. You decide to improve the design of your team’s work using socio-technical system principles. In this circumstance, what factors would you need
Imagine you remain in the job listed under point
Imagine you work for a small software company with clients around the globe.You are a virtual worker: your manager is based in New York, other members of your team are scattered across several continents and time zones. The company you work for is German, but English in the common language. You are
Ask a family member or friend (and one who knows very little about work psychology) how they would react if their manager informed them their job would require them to make more decisions on their own and to use a wider range of skills. Ask them what they would expect from their manager and
One of the key practical benefits of the JCM is that practitioners are able to compute a motivating potential score (MPS) for jobs using the following formula (defined in the chapter):+ += ××SV TI TS potential sco ( ) motivating re AU FB 3Practitioners can then discern ways in which to improve
A colleague is proposing to conduct qualitative interviews with 10 participants to understand the causes of stress in the workplace. What are the strengths and weaknesses of this approach?
If McGrath (1981) is correct, then every research design has strengths and weaknesses, and it is not possible to conduct one ‘perfect’ study. That being the case, what should researchers do?
You have just developed a new measure of work motivation. What would you do to establish the reliability and validity of your new measure?
understand the general outline and structure of the current book.
explain the crucial role of task analysis in contemporary work psychology;
explain five important changes in the world of work;
summarize the history of work psychology;
understand what working means to workers;
understand the selection bias in contemporary work psychology;
specify some main features of the world’s labour force;
explain what work psychology is about and what is meant by contemporary work psychology;
describe the key elements of work;
In Section 1.1 work was defined as ‘a set of coordinated and goal-directed activities that are conducted in exchange for something else – usually some form of monetary reward’. Consider the case of someone who has won a large amount of money in a lottery. It frequently occurs that such people
In response to discussion point 1 above, you may have argued that volunteer work is just another form of working. If so, discuss whether and how the principles of scientific management would apply to volunteer work. Can the work performance of volunteers be improved using Tayloristic
Suppose you have to assess job characteristics without subjective perceptions of workers (see also Chapter 5). Which task-analysis approach would you prefer as a basis for your examination? Explain why.
You are recommending a research design to a CEO who is interested in assessing the effectiveness of their new workplace health intervention programme. What issues are you going to discuss with her?
What type of study would you use to examine the relationship between job satisfaction and performance? Why?
evaluate the basic characteristics of an empirical study in a balanced and well-informed manner.
describe and identify the strengths and limitations of the major research designs used in organizational research;
explain the three central dilemmas confronting researchers in selecting an appropriate research design;
recognize the importance and necessity of establishing the reliability and validity of measures used in organizational research;
Pick three models from Chapters 3 and 4, and write down the task-analysis method and technique that fit these models best.
Modern work is increasingly characterized by flexible work designs such as new ways of working. Think of somebody you know who is currently working under such conditions. Ask this person what he or she considers to be the advantages and disadvantages of this kind of work design. Next, think about
The time-and-motion studies conducted by Frank and Lillian Gilbreth aimed to reduce the steps needed to conduct a particular task. In this way they could improve the efficiency of workers and reduce the effort needed to perform their tasks. The principles behind this approach can also be applied to
describe Aronsson and Gustafsson’s (2005) model of sickness absence and sickness presence, and compare this model with other models;
What arguments can be made to classify the JD–R Model or the DISC-R Model as middle-range theories or as theoretical models?
compare the factors associated with sickness absence and sickness presence;
distinguish among various types of cognitive errors that can be made at work;
discuss the concepts of exposure and propensity in the context of workplace safety;
discuss the responsibilities of employers and employees vis-à-vis each other in preventing accidents at work;
As reviewed in the current chapter, considerable research attention has been given to whether satisfied workers perform better at their jobs than dissatisfied workers (see Judge et al. 2001). This research takes a between-person approach to the satisfaction–performance relation. A less researched
We all know someone who has a reputation of being exceptionally good at his or her job. Survey five or more outstanding workers whom you know personally. How satisfied are these people with their jobs? To answer this question, you should ask them to respond to the global job satisfaction scale from
The current chapter implies that high levels of job satisfaction are good for both individual workers and their employers. Is high job satisfaction always desirable? Is dissatisfaction ever a good thing?Learning by Doing
When selecting new employees, organizations are generally concerned with identifying which particular applicants possess the required knowledge, skills and abilities needed to perform the job effectively. When selecting new employees, should organizations use personality testing to screen-out those
The current chapter reviewed several potential moderators of the job satisfaction–job performance relation. These moderators include a number of situational factors. What other factors not discussed in the current chapter do you believe could potentially influence the relation between job
Despite the fact that many work psychologists believe that job satisfaction and job performance are weakly related (see Judge et al., 2001), the majority of laypeople believe that job satisfaction causes job performance (see Fisher, 2003, Study 1). Why might such disagreement exist between the
distinguish among various types of violations that can be made at work;
describe models that indicate how these errors can lead to accidents;
discuss the work-related factors that contribute to the occurrence of accidents and errors;
discuss ways of measuring sickness absence and sickness presence;
define sickness absence and sickness presence;
Consider your own workplace or university and find the weak spots in its defences against unsafe behaviour, that is, look around and search for potential safety issues. What sort of errors could you make here, potentially endangering your safety (exposure)? What additional circumstances are needed
The main plot of disaster movies (which depict the antecedents, occurrence, consequences and – usually – solution of a catastrophe) such as Jurassic Park, King Kong, Airport and The Towering Inferno can be framed into Wagenaar et al.’s (1990) general accident causation scenario, with bad
Think of something that went wrong lately in your studies or job – your plans did not work out as expected and you had nobody but yourself to blame. Use Reason’s (1990) generic error-modelling system theory to classify your error.Also think about the possible reasons why you made this error.
Since the introduction of computer networks, computer buffs have frequently been able to hack into the networks of large organizations, exposing the vulnerability of these organizations’ defences against computer crime. In many countries these activities are punishable by law, even if the hacker
In this chapter, we argued that safety at work is strongly influenced by management decisions, for example in terms of safety climate, the instigation of safe working conditions and creating adequate defences that prevent errors from turning into accidents. Clearly, an organization’s management
In this chapter we have argued that errors and accidents are not necessarily bad for the organization, but rather that organizations could learn from these. In this sense, errors should not be avoided at all costs otherwise organizations distance themselves from the opportunity to learn. Are there
explain how organizations can promote a positive safety climate.
discuss the role of motivation in the job satisfaction–job performance relation.
discuss the factors (i.e. moderators) that influence the strength of the job satisfaction–job performance relation;
identify the major consequences of burnout, boredom and engagement;
identify the main drivers of engagement as well as the causes of burnout and boredom;
differentiate between ‘good’ and ‘bad’ ways of working hard;
define and assess job burnout, boredom at work and work engagement;
What kinds of organizational interventions would help employees to balance work and family life? On which job-related and/or organization-related aspects should these interventions focus? Can you give recommendations for best practices?
Imagine that you want to convince the management of an organization that this organization should support employees’ work–family interaction. What sort of reasoning could you use to convince them? Which counter-arguments do you anticipate from the management?
Imagine that you work as a work psychologist and that your clients have problems in reaching a balance between their work and family demands. In fact they already suffer from distress and show various stress symptoms. What sort of advice would you give them based on the insights provided in this
How might individual differences (e.g. personality characteristics, coping strategies) moderate (i.e. strengthen or weaken) the effects of (i) work- and family-related antecedents on work–family conflict and (ii) work–family conflict on outcomes (e.g. well-being at work)? Think about a
What can you say about causality in the antecedent–outcome model? Would it be possible that distress or satisfaction experienced at work or family elicits the experiences of work–family conflict or enrichment?
understand the psychological mechanisms that are involved in employee affective well-being.
Burnout and boredom are two negative patters of employee well-being at work. What (if possible) preventive strategies can organizations use?
How far can burnout and engagement be considered each other’s opposite poles?

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An Introduction To Contemporary Work Psychology 1st Edition Maria Peeters, Jan De Jonge, Toon Taris - Solutions

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