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Full notes on the lectures and knowlede clips of Work & Performance at the UU
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  • Work & Performance (201700823)
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  • Universiteit Utrecht (UU)

Full lecture notes + full knowledge clips notes of the course Work & Performance by J. Ybema at Utrecht University of the year 2024/2025

Last document update: 4 months ago

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Document information

  • October 23, 2024
  • October 31, 2024
  • 86
  • 2024/2025
  • Lecture notes
  • Jan fekke ybema
  • All classes

Subjects

  • work
  • peformance
  • ybema
  • master
  • work performance
  • lecture
  • knowledge clips
  • knowledge clips notes
  • utrecht university
  • utrecht
  • exam
  • lecture notes
  • uu
  • universiteit utrecht

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  • Universiteit Utrecht (UU)
  • Social, Health & Organizational Psychology
  • Work & Performance (201700823)
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Work & Performance
Lecture notes and knowledge clips notes
2024-2025



Lecture 1
3-9-2024

Which factors ensure that you are motivational and productive in your new job?
Person (the things that you bring to the company)

- Creativity
- Skills and knowledge
- Personality
- Health

Work (working conditions and context; aspects of the work)

- Contribution to the company
- Demands-abilities fit
- Balance work-life
- Autonomy
- Opportunity for changes
- Possibility for personal growth
- Resources in case something goes wrong
- Feeling safe and comfortable

Organisation (social and organisational environment)

- Career opportunities
- Culture
- Fit of culture
- Money
- Relations with colleagues



Tools of the W&O psychologist
1. Method
2. Theory
o A good theory can guide you
3. Practice
o We will focus less on practice
o Being familiar with regulations and rules



Basic principles
1. Mutual relationship between work and health
o Work influences health and health influences work
o Work   Health

, o Work in general has a positive influence on health.
o If you’re unhealthy you are much less likely to participate in labour
and you are less likely to be productive.
o Bad working conditions can lead to bad health which in turn can lead
to bad working conditions.
2. Focus on person, work and organisation
o The main focus in occupational health is on three different
objectives:
 The maintenance and promotion of workers’ health and
working capacity (person)
 The improvement of working environment and work to
become conductive to safety and health (work)
 Development of work organisations and working cultures in a
direction which support health and safety at work
(organisation)
o Focus of occupational health; HRM, health promotion
 Cure
 Prevention
 Amplition
 Focus on trying to improve the health of the whole
working community
 The main goal is trying to improve the person and with that
improve the productivity of the organisation
o Focus of Occupational Safety and Health (OSH)
 Job content
 Working conditions
 Change job to fit the person
o Focus of organisation
 Policy, culture
 Integration of HRM and OSH



Knowledge clips lecture 2
Knowledge clip 1 – intro & DCS
Demand-Control Model
(Karasek, 1979)
Job demands are mostly concerned with quantitative demands
- E.g., work load, role problems, role conflicts and role ambiguity.

Job control is determined by skill discretion and decision latitude.
- Skill discretion: the number of skills they need to use in their job.
- Decision latitude: the extent to which they themselves can decide how
they do their job, so called autonomy.

,Passive job
- Little to do and little control
- Example: porter or receptionist

Active job
- High demands and high control
- Example: professor or medical doctor

Low strain job
- Low strain and high control
- Example: wild life photographer

High strain job
- High demands and low control
- Example: machine-paced assemblers or waiters/waitresses

Two hypotheses in DC model
1. The strain hypothesis
o As job demands get higher, whereas job control gets lower, strain
increases.
2. The active learning hypothesis
o As job demands get higher, but job control gets higher as well, there
is more active learning on the job.

Demand-Control-Support Model (DCS)
This is an extension to the Demand-Control model.
This model states that job demands can not only be buffered by job control but
also by social support.

, The strain hypothesis:
- High job demands can lead to high strain, but this especially the case
when job control is low and there is little social support.
- The combination of high demands, low control and low support is
dangerous.
o These jobs are called iso-strain jobs (iso stands for isolated).
 An example of an iso-strain job: psychiatric nurses in the
emergency service.



Knowledge clip 2 – JD-R model
Job Demand Resources model
The original JD-R model
(Demerouti et al., 2001)




The model states that job demands lead to exhaustion, whereas job resources
lower disengagement.
Exhaustion and disengagement are two aspects of burn out.
Job demands
- All kind of characteristics of the work and working conditions that are
negative.
- Examples are physical demands, emotional demands, mental strain, every
characteristic of the job that requires effort.

Job resources

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