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A psychological contract, a concept developed in contemporary research by organizational scholar Denise Rousseau, [1] represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done.
Bounded emotionality is a communications studies approach to dealing with emotional control in the workplace. [1] Emotional control simply refers to how employers and employees handle the range of emotions that naturally occur in the workplace. These emotions can occur because of work, or they can be brought into work from an employee's home life.
Personal boundaries or the act of setting boundaries is a life skill that has been popularized by self help authors and support groups since the mid-1980s. Personal boundaries are established by changing one's own response to interpersonal situations, rather than expecting other people to change their behaviors to comply with your boundary. [ 1 ]
Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. [1] [2] More specifically, workers are expected to regulate their personas during interactions with customers, co-workers, clients, and managers.
Work design (also referred to as job design or task design) is an area of research and practice within industrial and organizational psychology, and is concerned with the "content and organization of one's work tasks, activities, relationships, and responsibilities" (p. 662). [1]
Positive psychology in the workplace focuses on shifting attention away from negative aspects such as workplace violence, stress, burnout, and job insecurity; it shifts attention to positive and hopeful attributes, resilience, confidence, and a productive work culture that emphasizes professional success and human success. [2]
The ICD-11 of the World Health Organization (WHO) describes occupational burnout as a work-related phenomenon resulting from chronic workplace stress that has not been successfully managed. According to the WHO, symptoms include "feelings of energy depletion or exhaustion; increased mental distance from one's job, or feelings of negativism or ...
Examples of how an employee can use social undermining in the work environment are behaviors that are used to delay the work of co-workers, to make them look bad or slow them down, competing with co-workers to gain status and recognition and giving co-workers incorrect or even misleading information about a particular job. [2]