Complete Summary Weeks 1-6 Work and Health Psychology | Tilburg University
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Course
Work and Health Psychology (575037B6)
Institution
Tilburg University (UVT)
This document contains a full summary of weeks 1 to 6 of Work and Health Psychology. Here, all important topics are defined, explained, and exemplified using information that is gathered throughout the reading materials, knowledge clips, and lectures. The document also clearly indicates the learnin...
Work and Health Psychology
Week 1-6 | Combined Notes
Week 1 - Course Introduction 6
● Learning outcomes 6
● Sources 6
● Work Psychology 6
○ What is work? 6
○ Benefits of working 7
○ What is psychology? 7
○ What is work psychology? 7
○ What do work psychologists do? 7
○ Why is work psychology important? 8
○ Types of work psychology 8
● The roots of work psychology 8
○ Transition period 8
○ Psychotechnics 9
○ Scientific management 9
○ The human relations movement 10
○ Contemporary work psychology 12
● Definition of the terms work, well-being, and performance 12
■ Performance 12
■ Work performance: action or outcome? 12
■ Dimensions of individual job performance 12
■ Well-being 13
Week 2 - Theoretical Perspectives (1) 14
● Learning outcomes 14
● Sources 14
● Job design 14
○ What is design? 14
○ What is job design? 14
● From Theory X to Theory Y (McGregor, 1957) 14
○ Theory X (push to work) 14
○ Theory Y (motivate to work) 15
● Classic Theory of Job Design → Job Characteristics Model 15
○ Five core jobs dimensions 15
○ Personal and work outcomes 16
○ Critical psychological states 16
○ Employee growth need strength 16
● Modern Theoretical Perspective → Job Demand-Resources Model 17
, ○ Proposition 1: job characteristics can be modelled using two distinctive categories: 17
○ Proposition 2: job demands and resources instigate two different processes 17
○ Proposition 3: job demands and resources have a multiplicative impact on employee
wellbeing 18
○ Proposition 4: personal resources such as optimism, self-efficacy, and resilience have
a reciprocal relationship with job resources 19
○ Proposition 5: similar to job resources, personal resources moderate the impact of job
demands on employee wellbeing 19
○ Proposition 6: employees proactively optimise their own job demands and resources
via job crafting 19
○ Proposition 7: work engagement can instigate a gain cycle of proactive work
behaviours, job and personal resources, and optimal job demands 19
○ Proposition 8: job demands and strain may lead to maladaptive self-regulation
cognitions and behaviours (self-undermining) 19
○ Proposition 9: job strain can instigate a loss cycle of self-undermining and job
demands 19
○ Innovations to the Job Demand-Resource Model 20
Week 3 - Theoretical Perspectives (2) 22
● Learning outcomes 22
● Sources 22
● Top-bottom job design 22
○ What is top-bottom job design? 22
● Bottom-top job design 22
○ What is bottom-top job design? 22
○ Why is it important? 22
○ Two types of bottom-top job design 22
● Idiosyncratic deals 23
■ Example 23
○ Different types of I-deals 23
● Job crafting 24
○ Job demands-resources perspective 24
○ Role perspective 24
● JD-R perspective vs. Role Perspective of job crafting 26
● I-deals vs. job crafting 26
○ I-deals 26
○ Job crafting 26
○ Implication 26
● Benefits and implications of bottom-up job design 26
○ Benefits 26
○ Implications 27
● Solution? Wise proactivity framework 27
○ Three categories that can affect the effectiveness of proactive behaviour (e.g., bottom
2
, up job design 27
○ Increasing challenging job demands 28
● Bottom-top job design in generative AI 28
○ Generative artificial intelligence (AI) 28
○ Why bottom-top design in generative AI? 28
○ Potential risk 28
○ How can job design/ job crafting theory help to manage generative AI usage at work?
29
○ How can job design theory help the organisations to manage generative AI usage at
work? 29
Week 4 - Demands 30
● Learning outcomes 30
● Sources 30
● Job Demands 30
○ Types of demands 30
● Expectancy Value Theory (Vroom, 1964) 31
● Cognitive and physical demands 32
○ Physical demands 32
○ Cognitive demands 32
● Emotional demands 32
○ Emotional workload 32
○ Emotion work 32
○ Types of emotion work 32
○ Felt vs. displayed emotions 33
○ Emotional dissonance 33
○ Outcomes of surface and deep acting 33
Week 4 - Resources 34
● Learning outcomes 34
● Sources 34
● Job resources 34
■ How is it measured? 34
● Personal resources 35
■ How is it measured? 35
● Conservation of Resources (COR) theory (Hobfoll, 1989) 35
■ Results: 35
■ Applying COR theory 35
■ Diagram 35
● Autonomy 36
○ Self-determination theory 36
○ Autonomy at work → job resources 36
○ Three functions of autonomy / control 37
3
, ● Relatedness (social support) 37
○ Outcomes of support 37
○ Prevalence of support 37
● Recovery 38
○ Recovery opportunities 38
○ Recovery during work: Brief internal recovery activities 38
○ Research on how employees recover from work outside work 38
● The recovery paradox 39
Week 6 - Work Family Interaction 40
● Learning outcomes 40
● Sources 40
● Importance of work-life balance study 40
○ Dual career family 40
○ Ageing population (financial dependence and physical dependence) 40
○ Information and communication technology (ICT) influence on life 40
○ Globalisation and increased competition between companies 40
● Work-family interaction 40
● Classical theories of work-life interaction 40
○ Segmentation Theory (Dubin, 1956) 40
○ Compensation theory (Wilensky, 1960) 41
○ Spillover Theory (Wilensky, 1960) 41
● Modern theory of work-life interaction 41
○ Positive view 41
○ Negative view 41
● Work family conflict 41
○ What causes work-family conflict? 42
○ Summary of hypothesis 1a and b 42
● Work family enrichment 42
■ Time based enrichment 42
■ Strain based enrichment 42
■ Behaviour based enrichment 42
● Work-family balance 42
○ Three sub-dimensions 42
● Conflict, enrichment and balance? 43
○ Conflict 43
○ Enrichment 43
○ Balance 43
● Governmental solutions (NL) 43
○ Different types of leave: 43
○ Gender specialised arrangements, can create inequality 43
● Governmental solution (Asia) 43
4
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