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
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
