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Work Psychology summary (college notes, quizzes and practical session answers)

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Course
Work Psychology (575038B6)

Institution
Tilburg University (UVT)

This work psychology summary included all notes from the pre-recorded lectures, practical session answers on campus, quiz questions + answers only provided when attenting on-campus sessions and model/theory overviews (tables/pictures provided). WP is closely related to other Bachelor courses fr...

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Uploaded on January 7, 2024
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Type Summary

work psychology
minor
personeelwetenschappen
people management
maslow
erg
two factor theory
validity
reliability
assessment
work sample
individual differences
training
well bein
job analysi
job ana
hr

Institution
Tilburg University (UVT)
Education
Personeelswetenschappen
Course
Work Psychology (575038B6)

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Work psychology

Lecture 2 clip 1 – introduction

You need different personalities to make organizations work. Profit from each other strengths and
supplement each other with weaknesses.

Individual differences

- Implicit theories help us to make sense of the world around us and affect our attitudes
towards people.
- Implicit theories are no basis for a science of individual differences.
- Study of individual differences is called differential psychology.

2 differences: intelligence (cognitive ability) / personality

Lecture 2 clip 2 – intelligence

Intelligence = general mental capability, involving abilities to reason, plan, solve problems, think
abstractly, comprehend complex ideas, learn quickly and learn from experience. Broader and deeper
capability for comprehending our surroundings – catching on, making sense of things or figuring out
how to use the information we have gathered.

Types of intelligence

1. IQ: intelligence quotient (Stern). Measuring intelligence traits. First IQ test by Binet. A way to
categorize people.

Models of intelligence: Vernon made this distinction.
Nice to know for when you want to hire someone, what qualities do they need to have?

1. Verbal intelligence reading, hearing, speaking, writing, debating, discussion.
2. Spatial/mechanical intelligence drawing, building, design, imaging, look at pictures.

Models of intelligence: Cattel made this distinction

1. Fluid ability solve new problems, identify patterns, quickly figure out how everything new
works. (As the time progresses in a job, adapt to new environment, new skills in job).
2. Crystallized ability ability to use what you have already learned (or experience). Handy for
example when you are starting a job (basic knowledge)

Models of intelligence: Spearman’s G  strong overlap of performance on different tasks due to an
underlying factor ‘g’. General factor of intelligence. People who are good at one thing most of the
time also good at another thing. Fluid intelligence, crystallized intelligence, visual perception,
perceptual speed, learning and memory, ideational fluence, knowledge achievement.

Cognitive ability (another word for intelligence) at work. Does cognitive ability matter?  meta-
analysis (1984) and (2003)
Yes, it helps acquire job knowledge better and faster. Only relevant for complex jobs. Intelligence a

,good predictor of performance. It isn’t always a good tool to use intelligence tools to recruit, look at
the context of the job!

Lecture 2 clip 3 – personality

Personality relates to individual differences in behaviors, thoughts and emotions.

Personality is assumed to be

- Internal (within the individual)
- Stable (unchanged over time)
- Consistent (apply across different situations)
- Different (you can differ people based on personality profiles)

However, this view is a bit rigid. Research shows that you have to look at the effects of situations.
Traits are coherent responses to particular situational cues. People behave differently in different
situations (e.g. home/friends).

Personality models

1. The Big Five (most widely researched, most valid model) (OCEAN)

Openness to experience  pro: creative, intellectually curious, imaginative and have broad interests
Con: engages in risky behavior, more work accidents

Conscientiousness reliable, orderly, responsible, self-disciplined
Can be rigid, not creative

Extraversion outgoing, assertive, good with people
Not good with solitary job’s, virtual work

Agreeableness friendly, eager to help, cooperative
Conflict avoidant, not critical

Neuroticism motivated to work really hard, goal-oriented in teams
Insecure, unstable, anxious, negative

Criticism of big five
Atheoretical (not based on theory, no backbone, why these 5 categories)
Self reported (asking people to rate themselves, we want to see us positive)
Different results based on context/timing
More/less dimensions?  HEXACO (big six) honesty-humility

2. The Myers-Briggs Type indicator (most widely used, poor validity and restrictive categories).
Be somewhere on these dimensions.

Introverted: reserved, timid, shy vs Extroverted: gregarious, assertive, sociable

Sensing: practical, routine, order, details vs Intuitive: big picture, unconscious processes

,Thinking: reason & logic vs Feeling: personal values & emotions

Judging: control, world is ordered & structured vs Perceiving: flexible & spontaneous

Based on how you score on these dimensions, 16 personality types are indicated. High face-validity.
People who read the things, they recognize what they know about themselves. I recognize myself in
this description. But this is not enough to be scientific relevant.

Criticism there is very little evidence that this is a valid measure of personality.
Poor validity (test is not able to predict performance, doesn’t test what it is supposed to),
Poor reliability (when testing again, another type can come forward),
Dichotomies are not always independent (not either intro or extroverted, but can be both)
Not comprehensive (doesn’t cover all constructs)

So, does personality differences matter?

- Predicts job performance to some extent, depending on job requirements
- Certain traits are related to job satisfaction and commitment
- It does predict Occupational interest, Team processes, Leadership behavior although the
effects are low.

Lecture 2 clip 4 - dynamics

According to Woods West: some issues with the literature on personality and work outcomes.

- Relations of personality traits with work outcomes are considered static (demands of the
work are constantly changing)
- Personality is always considered a predictor (they do not look at how different work factors
can predict personality, it is looked at as something stable, something that predicts work).

Recent evidence suggests personality may affect work behavior and also be affected by work.
 Trait activation theory (TAT) proposed behavior results from an interaction between person and
situation. Situation can predict personality.

The link between personality and performance is importance. The link can change over time.
Performance demands change. Dynamic and developmental model of personality at work.

Ways work might affect personality development.

1. Normative change personality development for all people generally at the same time. You
are not the same person as an adult as when you were a teenager.
2. Deepening and strengthening of traits seek out particular environments that speak to us.
Develop certain traits more than others.
3. Unique experiences events that happen to us individually and unexpectedly. Can change
the way we are or deal with situations.

According to the Dynamic developmental model (Woods et al.):

- Personality traits in constant interaction with work-related activities and environments.
- Traits influence career choices.

, - As demands change, different traits become more important influence performance and
behavior, and work becomes a core part of who we are.

Cognitive ability

- Performance at work increases linearly in early stages of the job then plateaus following
learning curve.
- Cognitive ability critical in learning phase
- Over time motivational aspects become more important

A performance trajectory curve (learning curve) and
influence of individual differences at different times.

Hoorcollege 1  wo 25/10

Work psychology is about hiring and developing people. Good functioning organization is because of
the people. It is an applied field, applies theories and methods of psychology to real-world problems
(especially in the workplace).

Origin

- Vroeger: not performing is being replaced. Vanaf 1900 verandering in hoe ze naar de
werkplek gingen kijken.
- Hawthone studies Enhanced understanding of what motivates individuals in the
workplace. In addition to economic needs, social needs play an important role in influencing
work-related attitudes and behaviors.
- Hawthone effect Employees will perform better when they feel singled out for special
attention or feel that management is concerned about employee welfare. Change lightning,
will that change things? Productivity went up. People were feeling heard/seen by their
employer/supervisor. If you invest in your people you see a return of investment back.

Fields of WP: personnel psychology (recruitment), organizational psychology (culture, structure,
leadership), occupational health and safety (increase well-being, stress, motivation), consumer
psychology (human behavior), human factors/ergonomics (how to design a good workplace),
coaching psychology (passion, motivation, transition).

Work psychologists do tasks such as: Study the working styles of managers and employees. Observe
and analyze workplace productivity. Collaborate with management teams to devise new company
policies. Organize training sessions. Collaborate with company human resources teams. Work with
hiring and management teams to hire for cultural fit. Improve company efficiency and internal

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