Myers’ PSYCHOLOGY
(7th Ed)
Chapter 12
Work Motivation
James A. McCubbin, PhDClemson University
Worth Publishers
Motivation at Work
Why is work important Satisfies many needs You can change it when it no longer fits View
Job - just a way to make $$$Career – a way to get where you want to goCalling - fullfillment
Motivation at Work
Flow a completely, involved, focused state of
consciousness, with diminished awareness of self and time, resulting from optimal engagement of one’s skills (instrinsic)
Industrial/Organizational (I/O) Psychology the application of psychological concepts
and methods to optimizing human behavior in workplaces
Motivation at Work
Personnel Psychology sub-field of I-O psychology that focuses
on employee recruitment, selection, placement, training, appraisal, and development
Organizational Psychology Sub-field of I-O psychology that examines
organizational influences on worker satisfaction and productivity and facilitates organizational change
Motivation at Work
Interview Illusion
Interview disclose the interveeiwee’’s good intentions, which are less revealing and habitual behaviors
Interviews more often follow the careers of those they hire than those they don’t (of course I pick successful people)
Interviewers presume that people are what they seem to be in the interview situation
interview’’s preconceptiosn and moods can color how they perceive interviee’s responses
Combat the interview illusion
Structured Interview process that asks the same job-
relevant questions of all applicants rated on established scales Pinpoints strenghts Notes to reduce memory
distortion and bias
Appraising Performance
Methods Checklists Graphic rating scales Behavior rating scales 360 degree feedback
Errors halo error: overall evaluation is biased by one
thing Leniency and severity errors (treat all alike) recency
Motivation at Work
Personnel psychologists’ tasks
Motivation at Work
360-degree feedback
Motivation at Work
On the right path
Organizational Psychology: Motivating Achievement
Discipline motivation feeds achievement
Satisfaction and Engagement: happy employees work harder
Managing Well
Harnessing job related strengths Identify and measure talents Match talents to tasks then step back Care how people feel about their work Reinforce positive behavior
Setting specific challengins goals Have groups set goals Elicit commitments Provide feedback
Leadership Styles
Task Leadership goal-oriented leadership that sets
standards, organizes work, and focuses attention on goals
Social Leadership group-oriented leadership that
builds teamwork, mediates conflict, and offers support
Best have a blend of both
Motivation
Theory X assumes that workers are basically lazy,
error-prone, and extrinsically motivated by money
workers should be directed from above Theory Y
assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity
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