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Transcript of 1 Motivation at Work Module 28. 2 Psychology at Work The healthy life, said Sigmund Freud, is filled...
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Motivation at Work
Module 28
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Psychology at Work
The healthy life, said Sigmund Freud, is filled by love and work.
Culver P
ictures
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Attitudes Towards Work
1. Job: Necessary way to make money.2. Career: Opportunity to advance from
one position to another.3. Calling: Fulfilling a socially useful
activity.
People have different attitudes toward work. Some take it as a:
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Flow & Rewards
Flow is the experience between no work and a lot of work. Flow marks immersion
into one’s work.
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Work and Satisfaction
In industrialized countries work and satisfaction go hand-in-hand.
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Industrial-Organizational (I/O) Psychology Overview
Applies psychological principles to the workplace.
1. Personnel Psychology: Studies the principles of selecting and evaluating workers.
2. Organizational Psychology: Studies how work environments and management styles influence worker motivation, satisfaction, and productivity.
3. Human Factors Psychology: Explores how machines and environments can be designed to fit our natural perception.
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Personnel Psychology
Personnel psychologists assist organizations at various stages of
selecting and assessing employees.
Henri Matisse
© C
NA
C/ M
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M/ D
ist. Rèunion des M
usées Nationaux/ A
rt Resource, N
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Harnessing Strengths
Identifying people’s strengths (analytical, disciplined, eager to learn etc.) and
matching them to a particular area of work is the first step toward workplace
effectiveness.
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Do Interviews Predict Performance?
Interviewers are confident in their ability to predict long-
term job performance.
However, informal
interviews are less
informative than
standardized tests.
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The Interviewer Illusion
Interviewers often overrate their discernment.
1. Intention vs. Habits: Intensions matter, but long- lasting habits matter even more.
2. Successful Employees: Interviewers are more likely to talk about those employees that turned out successful.
3. Presumptions about Candidates: Interviewers presume (wrongly) that what we see (candidate) is what we get.
4. Preconceptions & Moods: An interviewer’s prior knowledge and mood may affect their judgment.
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Structured Interview
A formal and disciplined way of gathering information from the interviewee.
Structured interviews pinpoint strengths (attitudes, behaviors, knowledge, and
skills). The personnel psychologist may do the following:
1. Analyze the job.
2. Script questions.
3. Train the interviewer.
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Appraising PerformanceAppraising performance serves the
purposes of: 1) employee retention, 2) determining rewards/pay and 3) the
encouragement of better performance.
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Organizational Psychology: Motivating Achievement
Organizational psychologists look for ways to engage and motivate workers.
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Achievement Motivation Achievement motivation is defined as a desire for significant accomplishment.
Skinner devised a daily discipline schedulethat led him to become the 20th century’s most
influential psychologist.
Ken H
eyman/ W
oodfin Cam
p & A
ssociates
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Achievement Motivation
People with a high need to achieve tend to:
choose tasks that allow for success, yet
still require skill and effort, and
keep persisting until success is achieved.
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Sources of Achievement Motivation
Why does one person become more motivated to achieve than another? Parents and teachers have an influence on the roots of motivation.Emotional roots: learning to associate achievement with positive emotions.
Cognitive roots: learning to attribute achievements to one’s own competence, thus raising expectations of oneself.
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Satisfaction & EngagementHarter et al., (2002) observed that employee
engagement means that the worker:
1. Knows what is expected of him.
2. Has what is needed to do the work.
3. Feels fulfilled at work.4. Has opportunities to
do his best.5. Thinks himself to be a
part of something significant.
6. Has opportunities to learn and develop.
Engaged workers are more productivethan non-engaged workers at different stores
of the same chain.
Capital-Journal/ D
avid Eulitt/ A
P/ W
ide World P
hotos
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Managing Well
Every leader wants to manage in ways that enhance people’s satisfaction, engagement, and productivity in his or her organization.
Larry Brown offers 4-5 positive comments for every negative comment.
Ezra S
haw/ G
etty Images
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Harnessing Job-Relevant Strengths
Effective leaders need to select the right people, determine their employees’ talents, adjust their work roles to their talents, and
develop their talents and strengths.
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Setting Specific, Challenging Goals
Specific challenging goals motivate people to reach higher achievement levels, especially
if there is feedback such as progress reports.
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Choosing an Appropriate Leadership Style
Different organizational demands need different kinds of leaders. Leadership varies from a boss-
focused style to a democratic style.
1. Task Leadership: Involves setting standards, organizing work, and focusing on goals.
2. Social Leadership: Involves mediating conflicts and building high-achieving teams.
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EXPLORING PSYCHOLOGY(7th Edition in Modules)
David MyersPowerPoint Slides
Aneeq AhmadHenderson State
University
Worth Publishers, © 2008