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Summary Course 1.7 Work and Organizational Psychology- People at Work 6,49 €
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Summary Course 1.7 Work and Organizational Psychology- People at Work

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If you are looking for a high-quality study summary document that provides a concise and informative overview of Organizational Psychology: Work and Organizational look no further ! My study summary notes are easily understandable. l provide you with all the necessary knowledge you need to mast...

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  • 15. april 2023
  • 80
  • 2020/2021
  • Zusammenfassung
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1.7C People at Work


 motivation → prioritization an dchoose how to expend energy
 motivation: concerns condition responsible variation intensity, persistence, quality ,
direction of ongoing behavior

3 dimensional: direction, intensity, persistence

 100 years of motivation research
 stay alert→ amusement→ higher satisfaction (factory and mill worker)
 worker expectation, goal, competence

A brief history of motivation research:

instincts: inborn tendencies directing behavior

engage 'economic' instinct not circular nature

internal causes and not interaction individual and environment

need: internal motivation inborn and universally present in humans

drive: nonhuman equivalent of motive and need

Behaviorist approch: B.F Skinner

emphasis behavior and activity→ environment not internal need or instinct

→ nature vs nurture

Field Theory approach: Kurt Lewin

forces of psychological environment interact and combined→ final course of action

Group dynamics: grew out application field theory to industry

 not relevant history




Person as machine: people behavior/ action reflexive and involuntary performed without
conscious awareness (1930-1960

 About internal needs pushed by external stimuli > the indv. is not conscious and runs
on automated responses based on internal needs
 Combo of internal and env. Stimuli
 Person is passive to env.
 people are not that rational > dont reason as much as the theory suggests they do

,Person as Scientist: people active information gatherers and analysts who seek knowledge
and understanding as a way of master environment

→ expectancies

shift late 1950s

want to know → what you want to know vary desires

 Person is motivated due to intentions
 Actively gather info and analyse it > more conscious
 person as a judge (emotionality, responsibility, self-esteem)

limited rationality: inability human reason and make decision rational way

person as a judge: seek information to extent perceived responsible positive and negative
events → look evidence intention action others and choose course of action

higher amount time and effort → higher performance and higher productivity

→ Performance= (Motivation x Ability) - Situational constraint

Work Life Balance: research are investigate satisfaction at work in part affected non-work→
one environment conflicting demands other

all expand energy

Motivation and Personality:

Neuroticism negative performance motivation

Conscientiousness→ positive performance motivation and emotionaly stable

more challenging goal, hard work and more confident

locus of control: extent individual view event result her own actions

internal→ control extrenal→ no influence

An Internal Mechanical Theory: Maslows Need Theory:

theory propose all humans have basic need and express themselves over lifespan of
individual as internal 'pushes'

seek grow and development

universal set of needs expressed as internal drives

hierarchical arrangement → fulfill one before next higher

, 1. physiological needs: basic needs satisfied by food, water, sleep
2. security needs: produce secure environment→ free of threat to continue existence
3. Love or social needs: interpersonal factors→ desire to be accepted by others
4. Esteem needs: respected for accomplishments/capabilities
5. Self actualization needs: desire to develop capacities to the fullest

if unsatisfies lower level need→ work first achieve

person as a machine→ unconscious and automatic

all individuals operate in same manner

little research support

variations of Maslows Theory:

Two factor theory: herzberg suggest 2 basic needs not 5 and not much hierarchally arranged

Hygiene needs: lower level needs→ eliminate dissatisfaction but does not result in motivated
behavior

Motivation needs: higher level needs→ expend effort and satisfaction not researched

An External Mechanical Theory: The Reinforcement Theory:

depend on stimulus, response, reward→ occur again

contingent reward: reward depends on/ is contingent to particular response

continuous reward: reward presented every time correct response

intermittent reward: given any correct respinse→ higher level performance

different schedules of reinforcement

1. impractical→ how much reinforcement?
2. not only physical process→ often cognitive
3. careful observation→ time consuming for supervisor
4. not take into account expectancies, reasoning, judgement and intention (higher mental
activities)

Vrooms VIE theory: (Person as Scientist)

path goal theory: work motivation→ weight options before choose

higher productivity if it is goal desired → person as a scientist

VIE ( valence, instrumentality, expectancy) theory:

, rationally estimate realtive attractiveness (valence), probability performance lead to outcome
( instrumentality) and probability effort lead to performance (expectancy)

recognize that people have needs and desires → valence= intentional and rational

instrumentality→ scientist → decide positive and negative = anaylsis

expectancy→ increased effort→ succesful performance (calculator)

1. Motivate by offering outcomes of high valence
2. clarify instrumentalities by letting know higher performance associated with positive
outcome
3. Clarifyexpectancies making clear employees hard work means higher performance

effort is related to cognition

ignore noncognitive elements→ personality and emotions → positive expectations→ higher
instrumentality

not always do calculations

Equity Theory: (Adams 1965) → Person as Scientist

peopke calculator → social based rationality

look at the world comparative input and outcome with other→ ratio

Input: training, effort, skills, abilities, energy, knowledge employees invest in work

Outcomes: compensation, satisfaction, pay, security, attention benefits an employee derives
from work

more satisfied and motivated if fairly compensated work

comparison other: co-worker or idealized other person individual compares in determine
perceived equity

Outcome/ input ratio: Ratio result compare otehr to determine treat euqitably




dissonance theory: tension incompatible thoughts → seek balance → direct behavior to
reduce tension from dissonant cognition

criticism: lack specificy consequences ****

neglect other justice dimensions

entire compensation system can bes een as unfair (all get low paid)

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