Download Personnel Psychology

Motivation in the
Workplace
If you aren’t fired with enthusiasm
You will be fired with enthusiasm
Nawal Ahmed
Lizette Ramirez-Miranda
Madeline Taylor
Aisha Trujillo
Nasarin Ahmed
Pgs. 498-510
Overview of Presentation
Motivation at work
• Flow
• Industrial Organizational Psychology
• Organizational Psychology
• Personnel Psychology
Effective Management Techniques
Introduction
Objective 17: Discuss the importance of flow, and identify the three
subfields of industrial organizational psychology.
 Our lives according to Sigmund Freud is characterized by work and love
Several Levels of need is satisfied by work
Attitudes towards work
Flow
• A completely involved, focused state of consciousness, with
diminished awareness of self and time, resulting from optimal
engagement of one’s skill-Mihaly Csikszentmihalyi
• Quality of life increases when they are purposefully engaged
• Middle path between apathy and boredom with ones work and being
overwhelmed and stressed
• Boosts our Self esteem and sense of accomplishment
• Interruption experiment
• Evaluation Work in industrialized nations
Videos
Ted Talk
How to balance work and personal life
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Considers the factors that keeps us from achieving this balance
Ends with practical advice on how to
Relevant to us
http://www.youtube.com/watch?v=SXM7MpoVAD0
Will Smith
Motivation on how to reach full potential.
• http://www.youtube.com/watch?v=M1W71fI1wCM
Industrial Organizational Psychology
The application of psychological concepts and methods to optimizing
human behavior in the workplace.
 Fast growing profession
Human factors psychology explores how machines and environments can be
optimally designed to fit human abilities.
Personnel Psychology
Organizational Psychology
Personnel Psychology
Objective 18: Describe how personnel psychologists help organizations with
employee selection, work placement, and performance appraisal.
Personnel Psychology: subfield of I/O psych that focuses on employee
recruitment, selection, placement, training, appraisal, and development.
Harnessing Strengths
Psychologists help organizations at various stages of the selecting and
assessing employees.
PP’s aim to match people’s strengths with work that enables them and their
organizations to flourish.
This is the first step towards workplace effectiveness.
Do Interviews Predict Performance?
• Interviewers feel confident in predicting long-term job performance
from unstructured, get-acquainted interviews
• VERY error-prone
• Interviewers’ judgments are weak predicators
Frank Schmidt and John Hunter I/O psychologist : determined that
for jobs that require a higher skill level, general mental ability best
predicts on-the-job performance
• Subject overall evaluations from informal interviews are more
useful than handwriting analysis ( which is WORTHLESS)
• BUT…
The Interviewer Illusion
• Interviewers often overrate their judgment, a phenomenon
psychologist Richard Nisbett (1987) has labeled the interviewer
illusion.
• " I have excellent interviewing skills, and so don't need reference
checking as much as someone who doesn't have the ability to read
people,"
Structured Interviews
Unstructured interview- someone may ask "How organized are you?"
"How well do you get along with people?" or "How do you
handle stress?"
• Street smart people usually know how to score higher
Structured interviews provide a disciplined method of collecting
information
• Ask all the people being interviewed the same questions and they are then
rated on a established scale
• Not like casual conversations aimed at getting a feel for someone
• Pinpoint strengths that distinguish high performers in a particular line of work
Appraising Performance
Appraising performance helps decide who
to retain, how to a appropriately reward
and pay people, and how to better harness
employee strengths, sometimes with job
shifts or promotions.
Performance appraisal offers individual
purposes: feedback affirms workers'
strengths and helps motivate needed
improvements
Some performance appraisal methods are
Checklist
• Supervisors check behaviors that
describe the worker
Graphic rating scales
• Supervisor checks the extent of
dependability, productivity and etc.
Behavior rating scales
• Supervisor checks behaviors that
best describe a workers performance
Some companies have 360-degree feedback
• You rate yourself, your manager, and
other colleagues and you will be rated by
them
Performance appraisal is not always accurate
and sometimes vulnerable to bias such as:
• Halo Errors- when ones overall
evaluation of an employee, or a trait such
as friendliness, biases, ratings of their
specific work-related behaviors such as
reliability
• Leniency and severity errors- reflect
evaluators' tendencies to be either too
easy or too harsh on everyone,
• Recency errors- Occur when raters focus
only on easily remembered and recent
behavior
Organizational Psychology: Motivating
Achievement
Objective 19: Define achievement motivation, and explain why
organizations would employ an I/O psychologists to help motivate
and foster employee satisfaction
• People with high achievement motivation do achieve more
• Case Study
• ***Self-discipline has been a better predicator of school performance, attendance, and
graduation honors, than intelligence scores have been
• So what was the difference between the kids in California who all seem to have
the same intelligence scores.
• Grit- passionate dedication to an ambitious, long-term goal
• Achievement involves much more than just raw ability– which is why I/O psychs
find ways to engage/ motivate the “ordinary people” doing the “ordinary jobs”
Satisfaction and Engagement
• Employee satisfaction – #1 for I/O
psychs
• Positive moods = creativity,
persistence, and
helpfulness…happy workers are
less often absent , quit, less prone
to theft, more punctual,
productive…etc.
• Recent analysis of 4500 employees at
42 British manufacturing companies,
the most productive workers were
those who were in satisfied work
environments
• 3 types of employees:
o Engaged: working with passion
and feeling a profound connection
to their job
o Not-engaged: putting in the time,
but investing little passion or
energy into their work
o Actively Disengaged: unhappy
workers undermining what their
colleagues accomplish
Managing Well
Harnessing Job-Relevant Strengths
• CEOs extend business by using someone’s assets
• What do CEOs want
• Productivity
• More Focus
• Accomplish more than the day before
• Focus moment
• What makes you happy?
Effective Leadership
• Adjust work roles to further develop talents
• Spend more time
• Operant conditioning
• To teach a behavior, catch a person doing something right and reinforce it
• Put people in appropriate positions
• Ex. Joe is good works at Burger King. He is really fast at wrapping burgers
but really bad with people. To make business flow which position would
you put him in
Setting Specific, Challenging Goals
• Set specific goals
• Set goals within your goals
• Features of the goal:
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•
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Specific
Challenging
Measurable
Objectives
Choosing an Appropriate Leadership
Style
Two Types of Leadership
1. Task Leadership: goal oriented leadership-setting standards,
organizes work, and focuses attention on goals
2. Social Leadership: group oriented leadership that builds
teamwork, mediates conflict, and offers support
Traits of a Leader
• Confident charisma
• Think not as “I” but as US
• What is the difference between confidence and cockiness? How could
cockiness cloud your judgment?
• Transformation leadership: motivates others to identify with
and commit themselves to the groups mission
• You can communicate unified a vision
• Effective managers care about the quality of work but pay
attention to the little things that matter
• Ex. Giving employees flexible hours
Traits of a Leader
• Voice effect: if given a chance to voice your opinion during
decision-making process, people will respond more positivity to the
decision
• Joint-vision process
• Encourages decision making
• Planning
• Strategizing from the top of
management to the bottom of employees