Samenvatting
Samenvatting Work Psychology Radboud Universiteit Nijmegen
- Vak
- Work Psychology
- Instelling
- Radboud Universiteit Nijmegen (RU)
Samenvatting van alle hoorcolleges van Work Psychology uit 2022.
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Voorbeeld 4 van de 31 pagina's
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Voorbeeld van de inhoud
Summary Work PsychologyExam 06-04-2022 – 60 MC questions about lectures + literature
L1 – Introduction to work psychology
Work psychology is about specific coordinated tasks that are carried out at work to achieve a certain
work goal in optimal manner. How to maximize worker health and wellbeing and work performance?
The importance of work= Unemployed people are less healthy and have more social & psychological
problems. Work gives us time structure, opportunities for social contact/interaction, sharing of a
common goal, social identity/status (at a party), regular activity (being active).
Changing work perspectives through history: the developments over time
1850-1930= Early Work Psychology. Just after the industrial revolution, mainly mass factory work,
poor conditions (long hours, low wages, minimal protection), simple/boring/repetitive work. Key
question those days was how to increase productivity?
Scientific Management (Taylorism)
- Taylor’s time-and-motion (shovel) studies in steel factories. Taylor observed how workers did
their physical movements (taking shovel or staple the steel) and timed with stopwatch. What is
most efficient way to move? Goal was to maximize efficiency and productivity.
- Two assumptions: Employees are (1) lazy and (2) stupid
o To tackle laziness: Strict supervision and extensively controlled by managers. Pay-for-
performance systems to increase work motivation.
o To tackle stupidity: Simplify and standardize duties. Divide complex tasks into simple
subtasks. Determine best way to carry out these subtasks. Train the employee according to
this ‘one best way’. Select best employees for each subtask.
- Basic idea was that managers do the thinking work and workers act/perform physical.
Short term= huge increase in productivity (gain 4x!)
Long term= disengaged employees, high sickness absence, angry unions, strikes…
- Since then, many regulations have been developed to protect the health and wellbeing of
workers. But we still see SM in many organizations (call-centers, offices, McDonald’s).
1930-present
Human relations movement= work should be adapted to people. Attention for human needs and
limitations, working conditions, well-being, motivation, and satisfaction.
Modern work psychology= focus on maximizing work performance while safeguarding employee
wellbeing & health= sustainable performance.
Task analysis to identify the demanding tasks that employees must perform, leading to more
efficient and effective integration of human factor in system designs to improve safety. Give a
detailed picture of that system from a human perspective. Four approaches:
1. Behavior description approach: focus on the real behavior of employees, present during task
2. Behavior requirements approach: focus on real behavior of employees that they should show to
perform the task successfully.
3. Ability requirements approach: analyze tasks on ability, knowledge, skills, personality
4. Task characteristics approach: focus on objective characteristics of the task.
Work psychology framework=
1. Work characteristics
1
,- Work content: role, responsibilities, tasks, workload, variety, autonomy, role ambiguity,
complexity.
- Physical working conditions: ergonomics, vibrations, lifting, physical strain, hygiene, radiation,
hazardous substances, safety.
- Working relationships: social support (colleagues), leadership, decision making, feedback,
communication, teamwork, social safety.
- Terms of employment: pay/salary, working time, days of leave, training opportunities, benefits,
working from home, agreements on flexibility of work hours, job security, career, prospects.
The more you get to the core, the harder it is to change it. However, if you want to improve
people’s work environment, you need to get to the core.
2. Personal characteristics
- Personality: introverted people prefer more working from home, extraverted personalities are
suffering a bit more when working from home.
- Experience: older generation workers may have more difficulty to adapt to new digitals.
- Physical capacities
- Information processing capacity:
o TRAIT – Habitual processing capacity: Inter-individual differences. It’s a trait: people are born
with it so it’s rather stable over time
o STATE – Current processing capacity: Intra-individual differences. The impact of environment,
fatigue, motivation
3. Work behavior
- According to Action Regulation Theory, as humans we are constantly observing and
evaluating ourselves. Feedback loop of goal-orientation-> planning-> action-> feedback.
- Process in which an individual deliberately transforms his/her environment using
certain psychological processing mechanisms:
o Cognitive control (attention, inhibition, information processing, fatigue)
o Motivation
- What’s missing here are external influences, moods, emotions, hormones, etc. The
ART almost sees humans as computers…
4. Work outcomes
- Quality of products and services, environmental changes, financial results
5. Personal outcomes
- Satisfaction, stress, health, wellbeing. May clash with block 4: sustainable employability
- Feedback loops:
o Good performance (block 4) responsible for more difficult tasks (block 1)
o Poor performance (block 4) heavier workload (block 1)
o Suffers from wrist pain (block 5) less resilient (block 2)
o Tired (block 5) different experience of work situation (block 1)
Bus divers’ example: The objective task is to transport the passenger. Three task interpretations: be
on time, drive safely, be nice.
- Survey among bus drivers showed high agreement on safely driving.
= Big differences between task interpretations. But there’s relationship between task interpretation
(1) and health (5)
- Primarily time-driven drivers (time > safety) have more health problems and are more frequently
ill. So, the task interpretation ‘drive safely’ is the healthier attitude. But no causality.
2
,Problem focused work psychology= What can go wrong in the work environment? What do people
not like? What are the flaws, gaps, defects? Barriers for performance, poor conditions, risks, sickness.
Solution focused work psychology= How to amplify things that are already good? What are positive
strengths to build on? Performance amplifiers, resources, motivators, boosters, strengths, happiness.
Keep the balance!
Developments relevant for organizations
- Internationalization/globalization (diversity, different nationalities, different organizations)
o Consequences: Reducing staff to stay cost-effective (downsizing), heavier workload, less job
security, less autonomy, higher risk of stress and sickness absence.
- Introduction of new technologies (algorithms, working from home, digitalization)
o Positive consequences: faster info-spread, more comfort, more skill discretion, efficient, more
flexibility and choice how to spend free time.
o Negative consequences: lack of movement (72% work with computers), cognitive
requirements, demand to be always available, less social interaction, bad communication
- Changing composition of working population. Consequences:
o Work-home interference: more two-income families make combination of work- & private
life an issue: fading boundary.
o Ageing workforce: employees must continue working till age 67, 70, 72… Sustainability at
work is very important: high quality of work so that employees are healthy and remain
employable till old age. But not every job is suitable for elderly (physical).
- Pandemic(s): new challenges to deal with.
How organizations respond
- More emphasis on high performance and low costs: higher productivity, optimal cost-benefit
ratio, outsourcing to low-wage countries.
- More emphasis on flexibility for benefit of organization, fluid structure.
o Quantitative flexibility= focus on number of working hours and the number of employees,
e.g., part-time contracts, shift work, on-call shifts, temporary contracts, working from home.
o Qualitative flexibility= focus on employability and work content, e.g., job rotation, job
enlargement, job enrichment, multi-skilling.
Selection bias in work psychology= WP research is mainly done in highly developed economies (US,
Europe, Japan, Australia) with focus on white-collar, professional, middle/highly educated
employees. WHY? Most work-psychologists come from those countries and more Western
developed organizations have luxury to invest in those studies.
The Netherlands= relatively high quality of work, low stress levels, high engagement. But
improvement is still desirable because high job demands, low autonomy, information overload,
undesirable behavior of customers, stress as reason for sickness absence.
Europe= Most work engagement in NL, Benelux, Ireland, Norway, Denmark, Austria, Switzerland.
Least engaged in Southern Europe and Balkans.
Work engagement is positively related to nation’s economic activity and productivity. It’s higher in
well-governed countries with strong democracy, low corruption, low gender inequality. Also higher in
individualistic countries with less power distance.
3
, L2 – Working time and flexible work time arrangements
Shift work/nightwork (17% of employees in Europe work in shifts or at night).
Disadvantages of shift/night work=
- More often unfavorable working conditions
- Unhealthier lifestyle (smoking, nutrition)
- Disturbance of 24h Bodily Circadian Rhythm: human activity-rest cycle is an endogen pattern of
fluctuations. Natural tendency to be awake and active
during daylight and asleep at night.
When working during the day, sleep/wake pattern
coincides with BCR.
When working during night, you’re working while body is
actually at rest or trying to sleep when body is awake. Can
have adverse consequences and increase the risk of:
o Sleep problems fatigue: biological clock & zeitgebers (daylight, noise of playing kids).
Lower sleep duration (quantity) and reduced sleep quality.
o Health complaints e.g., intestinal/stomach, coronary-heart diseases, lower fertility women,
potentially higher risk of breast cancer.
o Reduced safety: during night shifts 30% higher risk of accidents, increases with subsequent
night shifts (2nd is 6% higher risk, 4th is 36% higher risk).
o Disturbance of social life: while other people have leisure recovery time, you have to work.
Advantages of shift/night work=
- More time for kids because after nightshift you’re free during daytime.
- Higher income!! Inconvenience allowance= getting more salary when working in shifts/night. But
golden handcuffs= people get used to this little extra money and when noticing shift/night work
is too hard, they cannot stop because they need that money.
- Shift/nightwork can be favorable when: Restricted number of subsequent night shifts (2 in row),
predictable steady schedule, stimulate sufficient rest/recovery time (start morning shift not too
early for enough sleep or at least one evening/weekend off each week/month or powernap),
shift length depending on shift load (make afternoon shift 10h, morning/night 7h), flexible
scheduling/worktime autonomy (self-decide when to work night/morning).
Overtime work= extra work hours on top of contractual work hours.
- Highly prevalent in NL: 67% of full-timers but not more than 4,5h a week. But international
prevalence of overtime work is much more than in NL!
- Worldwide 22% work >48h per week. Asia 25% work more than 60h per week.
- In developed countries (NL) people don’t have long working hours: strict work-time regulations.
- In developing countries almost all people work long hours: less strict protecting regulations.
International legislation= the working hours employers ask you to do, differs among countries. In
some there’s no legislation on maximum weekly work hours. In most there is max. of 48-60h a week.
4
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