Transcript Affiliation and work PPT

The Need to Belong
“[Man] is a social animal,” (Aristotle).
Separation from others increases our need to
belong (affiliation).
20th Century Fox/ Dreamworks/ The Kobal Collection
“Cast Away,” Tom Hanks, suffers
from social starvation.
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The Benefits of Belonging
Aiding Survival
Social bonds boosted our ancestors’ survival
rates. These bonds led to the following:
1.
2.
3.
Protecting against predators, especially for the young.
Procuring food.
Reproducing the next offspring.
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GROUP ACTIVITY
• You will be assigned to a small group.
• Each person in the group should introduce
themselves by first name.
• You will be given a card which will describe your role
within the group. Do NOT let anyone see the
description.
• You will have 3 – 5 minutes to discuss the topic and
report back to the class.
• The topic:
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The Benefits of Belonging
Affiliation
1.
2.
3.
4.
5.
Wanting to Belong: The need to belong colors our thinking and
emotions.
Social Acceptance: A sense of belonging with others increases our
self-esteem. Social segregation decreases it.
Maintaining Relationships: We resist breaking social bonds, even
bad ones.
Ostracism: Social exclusion leads to demoralization, depression, and
at times nasty or bizarre behavior.
Fortifying Health: People who tend to have close friends are happier
and healthier.
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The Benefits of Belonging
• How belonging influences our
thoughts and emotions
• Attachment
–Anxious
attachment
–Insecure
avoidant
attachment
The Pain of Being Shut Out
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Ostracism
Cyberostracism
Anterior cingulate cortex
Influences
on behavior
Affiliation
• Social comparison
• Support and comfort in times of trouble or
anxiety
– Study by Schachter
• Getting a painful shot: wait with others who are also
getting a shot, others who are not getting a shot, or
alone?
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Connecting and Social Networking
Mobile Networks and Social Media
• Cell phones
• Texting and email
• Facebook and twitter
Connecting and Social Networking
The Social Effects of Social
Networking
• Have social networking sites made us
more, or less, socially isolated?
• Does electronic communication stimulate
healthy self-disclosure?
• Do social networking profiles and posts
reflect people’s actual personalities?
– Does social networking promote
narcissism?
Module 82: Psychology at Work
The healthy life, said Sigmund Freud, is filled
by love and work.
Culver Pictures
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Attitudes Towards Work
People have different attitudes toward work.
Some take it as a:
1.
2.
3.
Job: Necessary way to make money.
Career: Opportunity to advance from one position to another.
Calling: Fulfilling a socially useful activity.
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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, a diminished awareness of self and time ,
resulting from optimal engagement of one’s
stills
People who “flow” in their work (artists, dancers, composers etc.) are
driven less by extrinsic rewards (money, praise, promotion) and more by
intrinsic rewards.
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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
Applies psychological principles to the workplace.
1.
Personnel Psychology: Studies the principles of recruiting, selecting ,
training and evaluating workers.
2.
Organizational Psychology: Studies how work environments and
management styles influence worker motivation, satisfaction, and
productivity.
3.
Human Factors Psychology: subfield that explores how people and
machines interact and how machines and physical environments
can be made safe and easy to use
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Personnel Psychology
Personnel psychologists assist organizations at
various stages of recruiting, selecting , training
and evaluating workers.
© CNAC/ MNAM/ Dist. Rèunion des Musées Nationaux/ Art Resource, NY
Henri Matisse
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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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Interviews & 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.
2.
3.
4.
Intention vs. Habits: Intensions matter, but long- lasting habits
matter even more.
Successful Employees: Interviewers are more likely to talk about
those employees that turned out to be successful.
Presumptions about Candidates: Interviewers presume (wrongly)
that what we see (candidate) is what we get.
Preconceptions: An interviewer’s prior knowledge about the
candidate may affect his/her 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.
2.
3.
Analyze the job.
Script questions.
Train the interviewer.
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Personnel Psychologist’s Tasks
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Appraising Performance
• Appraising performance results in:
1) employee retention,
2) the encouragement of better
performance, and
3) the determination of salaries and
promotions
Methods:
1. Checklists
2. Graphic rating scales
3. Behavior rating scales
Appraising Performance
• 360 –degree Feedback
• Bias – halo errors, leniency and severity errors , recency
errors
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Organizational Psychology: Motivating
Achievement
Achievement motivation is defined as a desire for
significant accomplishment, mastery of skills of ideas,
control and for reaching a high standard
Ken Heyman/ Woodfin Camp & Associates
Skinner devised a daily discipline schedule
that led him to become the 20th century’s most
influential psychologist.
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ACHIEVEMENT MOTIVATION
GRIT: passion and perseverance in the pursuit of ling
term goals (10 Year Rule=10,000 hours)
Measured by:
Henry Murray: Thematic Apperception Test
McClelland experiment: describe
Prefer feedback from harsh, competent critic over
friendly, less competent critic
Gender differences: females attribute failure to lack of
ability, men to lack of effort or situation
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Satisfaction & Engagement
Harter et al., (2002) observed that employee
engagement means that the worker:
6.
Knows what is expected of him.
Feels the need to work.
Feels fulfilled at work.
Has opportunities to do his best.
Thinks himself to be a part of
something significant.
Has opportunities to learn and
develop.
Capital-Journal/ David Eulitt/ AP/ Wide World Photos
1.
2.
3.
4.
5.
Engaged workers are more productive
than non-engaged workers at different stores
of the same chain.
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Managing Well
Every leader dreams of managing in ways that
enhance people’s satisfaction, engagement, and
productivity in his or her organization.
Ezra Shaw/ Getty Images
Larry Brown offers 4-5 positive comments for every negative
comment.
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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. Also, good managers need
to care how employees feel about their work and
reinforce positive behaviors through rewards and
recognition
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Challenging Goals
*Specific challenging goals motivate people to
reach higher achievement levels, especially if
there is feedback such as progress reports.
• Subgoals
• Implementation intentions
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ASSESSING LEADERSHIP STYLE
• Complete the least preferred co-worker (LPC)
scale
• Add the numbers you circled for each of the
adjective pairs
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ASSESSING LEADERSHIP
• Scores of 56 or less: A task-motivated person
• Score of 62 or above: Relationship-motivated
person
• Score 57 – 61: Socially independent
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EXPLANATION OF LCP
• Task motivated: completion of the task is of most importance
influences perception. “If I cannot work with you, then you
can’t be any good in other respects.”
• Relationship motivated: “Getting a job done is not
everything. Even though I can’t work with you, you may still
be friendly, relaxed, interesting, etc.
• Socially independent: Less concerned with the way people
evaluate them, and less eager to take the leadership role.
May have a combination of the two motivational patterns.
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LCP cont.
• Fiedler argues situational factors determine
the relative effectiveness of the task-and
relationship oriented styles of leadership
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Leadership Style
Different organizational demands need different
kinds of leaders. Leadership varies from a bossfocused style to a democratic style and can
depend on the person or the situation.
1. Task Leadership: Involves setting standards,
organizing work, and focusing on goals.
2. Social Leadership: Group focused
leadership that involves mediating conflicts,
building teamwork and offering support
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Perception & Human Factors
Human Factor Psychologists design machines
that assist our natural perceptions.
Courtesy of General Electric
Photodisc/ Punchstock
The knobs for the stove burners on the right are easier to
understand than those on the left.
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Human Factors & Misperceptions
Understanding human factors enables us to
design equipment to prevent disasters.
Two-thirds of airline crashes caused by human error are
largely due to errors of perception.
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Human Factors in Space
To combat conditions of monotony, stress, and
weightlessness when traveling to Mars, NASA engages
Human Factor Psychologists.
Transit Habituation (Transhab), NASA
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HUMAN FACTORS PSYCHOLOGY
• Examples of poor design?
• Why do experts often come up with poor solutions?
“Curse of knowledge” – the mistaken assumption
that others share our expertise and will behave as we
would
Fail to schedule user-testing to reveal perceptionbased problems prior to production and distribution
Why is this topic important?
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