OE 2- Organisational Psychology UNIT-1 Study Material PDF

UNIT 1 Unit 1: Organizational Psychology: Important facets A) Motivation: Introduction, Need hierarchy theory and Goal setting theory B) Social Relationships: Conformity, Compliance, Obedience C) Managing Emotions at work: Understa...

UNIT 1 Unit 1: Organizational Psychology: Important facets A) Motivation: Introduction, Need hierarchy theory and Goal setting theory B) Social Relationships: Conformity, Compliance, Obedience C) Managing Emotions at work: Understanding and labelling emotions, managing emotions D) Personality: Introduction, Big five model, Johari Window A] MOTIVATION- Definition- Motivation is an internal state that induces a person to engage in particular behaviours. It is a desire to achieve or acquire some goal. Two types of motivation: 1. Intrinsic motivation (or internal motivation) comes from within. Here, you are motivated because of the interest and enjoyment in the task itself. You are motivated by your desire for curiosity, autonomy, learning, etc. 2. Extrinsic motivation (or external motivation) refers to external factors that drive you to do something. You are motivated by your desire to get money, rewards, points, benefits, etc. You are also motivated by your fear of failure or punishment. Eg: you will study to get good grades or to avoid failing in exams. 3 elements of motivation: 1. Direction- Choice of specific behaviours from several behaviours. Eg: Choosing work on weekends instead of going on holidays. 2. Intensity- Amount of effort one puts to achieve a goal. Eg: Creating near perfect work presentation over lazily putting it together. 3. Persistence- Engagement in behaviour over time. Eg: Studying for exams like CA, UGC NET, etc even though it might take several attempts to clear it. MASLOW’S NEED HIERARCHY THEORY: Fulfilment of human needs is necessary for both physical and psychological health. Human needs are arranged in a hierarchy that includes basic, psychological and self-fulfilment needs. Maslow’s hierarchy is like a staircase. If lowest levels are not satisfied then, one cannot fulfil higher level needs.  1. Basic biological needs- an individual who does not have a job, maybe is homeless or has to repay loans, will be satisfied with any job as long as it provides for these basic needs i.e.; food and water etc. 2. Safety needs- After basic needs are fulfilled, these needs will no longer be satisfying. Now they will focus on the safety at work (work environment), job security, health insurance coverage, etc. Eg: people like to have government jobs rather than private jobs because of job security. 3. Social needs- It includes working with others, developing friendships and groups. Eg: Company cafeterias, company picnics, etc. 4. Ego needs- Awards, praise, promotions, etc. Good office space helps satisfy ego needs. 5. Self-actualization needs- If job leads to boredom, then it will reduce motivation. Whereas, jobs that are interesting and challenging which will lead to high motivation. GOAL SETTING THEORY: Goal- It is what a person wants to attain or achieve. a) Types: Specific- Receive an ‘A’ on the next exam. General- Do well in college. b) Orientation: Learning orientation- Focus their efforts on learning. Eg: Enhancing knowledge and skill.  Performance oriented- Achieving certain levels of job performance - focus efforts on enhancing performance on the job. Eg: goal- to get an A in exam. Four ways in which goals affect behaviour: 1) Goals lead to actions that will help in achieving the goal. Eg: Engage in studying, such as reading material and notes. 2) Goals lead to more efforts. Eg: Will concentrate harder to learn material. 3) Increase persistence. Eg: More time studying. 4) Motivate to find effective ways. Eg: Attempt to learn effective ways- use different learning styles. B] SOCIAL RELATIONSHIPS: CONFORMITY, COMPLIANCE AND OBEDIENCE 1. COMPLIANCE: Compliance is a type of social influence where an individual does what someone else wants them to do, following his or her request or suggestion. It is similar to obedience, but there is no order – only a request. While you may have had the option to refuse the request, you chose to comply. The person or group asking the change don’t have any real authority or power to command such changes. Three classic techniques for inducing compliance: i. The foot-in-door tactic builds on the assumption that if someone agrees to a small request, they will be more willing to comply with large request later on. Eg: Your friend asks for notes of one subject. After you say yes, he will ask for notes of all subjects. ii. Door-in-the-face- Here, a person is asked a large favour first and a small request second. Eg: Salesperson asks you to purchase an expensive product first and then ask to buy a less expensive product to help them. For example, negotiating a pay rise with your boss. First, you make a request that will not be met and ask for 20%. When this is refused, you make a more realistic request and ask for 10%.  iii. Lowball technique- It involves getting a commitment from a person and then raising the cost of the commitment. Eg: You agree to buy a product after that the seller reveals about taxes and shipping charges you pay for addition to the product. 2. OBEDIENCE: It refers to changing one’s behaviour at the order/command of an authority figure (to please an authority figure or to avoid aversive consequences). An authority figure is a person with power such as a police office, a teacher, work supervisor- who have the right to demand certain behaviour from the people under them. It is different from conformity which is behaviour intended to match that of majority. a) Destructive obedience: Adherence to a rule or command at the expense of one’s own or another’s wellbeing. Eg: Nazi soldiers defended their war crimes by claiming they were “just following orders.” b) Positive obedience: Adherence to a rule or command for good reasons. Eg: Obeying traffic rules for personal and public safety. 3. CONFORMITY: It refers to changing one’s own behaviour to more closely match the actions of others. Humans are social beings and for the sake of group’s acceptance, people want to fit in. By copying the actions of others, looking to the group when deciding how to think or behave, or doing what is “expected” based on widely accepted social norms. Reasons why people conform: a) Informational influence- Happens when people change their behaviour in order to be correct. In situations where we are better informed and more knowledgeable and use their lead as a guide for our own behaviours. In a classroom, you might agree with the judgements of another classmate who you think is a good student. b) Normative influence- Stems from a desire to avoid punishments, to gain rewards and get accepted by a group. It may be most dangerous, as it motivates someone to go along with a group even if they know the group is wrong. B] MANAGING EMOTIONS AT WORK: UNDERSTANDING LABELLING AND MANAGING EMOTIONS-  EMOTION: Momentary feelings and thoughts that arise in response to specific events in the environment. They are different from mood in that moods have less clear causes and are longer in duration. Our day-to-day emotions are important to understand job attitudes and behaviours. Types of Emotions: 1) There are positive emotions: excitement, happiness and joy etc. 2) There are negative emotions: anxiety, sadness and anger. Emotions arise as a result of what is going on in our daily environment. When someone does us a favour or when things go our way, we are more likely to experience positive emotions and when we are treated rudely, encounter hassles, we are likely to experience negative emotions. Eg: The accomplishment of a major work project will likely result in positive feelings, such as pride and joy, whereas a heated argument with a supervisor will certainly induce feelings of anger and annoyance. Effects of moods 1. Positive mood is associated with greater creativity, higher job satisfaction, less turnover and better performance. 2. Negative moods are associated with low job satisfaction more absence and turnover. Emotion regulation The ways in which individuals monitor their emotions and the expression of these emotions. Two ways: 1. Amplification: faking or exaggerating emotions. 2. Suppression: hiding displays of emotions. Emotional display rules The requirements to show a particular emotion and monitor the use of emotions in the organisation. The expression of emotion at work can sometimes be an important part of the job. sales people are expected to smile and be friendly. Whereas, police officers often are expected to act sternly in dealing with someone committing a crime. Providing high-quality customer service oftentimes depends on employees displaying the right emotions that fit the situation. Emotional labour Having to display emotions you do not feel. It takes effort to maintain the appearance of feeling emotional labour, can be highly stressful and can lead to burnout. Individuals have different ways in which they deal with emotional display rules in the workplace. Emotional labour as "acting on a stage". Types of acting 1. Surface acting Person fakes feeling good, while hiding his or her feelings. It refers to changing the expression of emotions without changing the emotions themselves. Example, feeling frustrated with the customer but still managing the smile and make a small talk with him. 2. Deep acting Individuals experience the emotion he or she is trying to display. Instead of only changing how one acts the person tries to change the underline emotion. Example, instead of smiling while feeling upset, the employee would try to re-evaluate and rethink the encounter, see things from his point of you and as a result change the emotion in addition to how one expresses the emotion. Surface acting is related to experienced stress and fatigue. Deep acting is received better by customers because it seems more genuine. Emotional intelligence Emotional intelligence (EI or EQ emotional quotient) is the ability to understand and manage your emotions, as well as recognize, understand and respond to the emotions of those around you. 5 characteristics of emotionally intelligent person 1. Self-awareness: the ability to identify their own emotions at a given time 2. Self-regulation: controlling how they experience and express their emotions 3. Social skills: ability to manage interpersonal relationships 4. Empathy: ability to understand other people's emotions 5. Motivation: ability to motivate themselves Emotionally intelligent people seem to have higher levels of job satisfaction and job performance. Emotional burnout Negative human reactions to prolonged experience stress on the job especially reactions from exposure to stressors in the social environment at work it is determined by employees wellbeing, job satisfaction and job performance.  Managing emotions at work 1. Antecedent focused techniques Acting on the information about the situation before giving emotional responses. Includes selecting and modifying situations, (avoiding angry customers) thinking about something different in the situation. For example, thinking about a different work task while having an unpleasant conversation with a co-worker. 2. Response focused techniques Suppressing the emotions and surface acting. It is a poor way to manage emotions as compared to antecedent focus techniques. It is useful in some situations. For example, you do not get along and you have arguments with your boss but you have to attend the meeting and focus on what the boss is talking about so there is no escape. In this situation, you will have to suppress your emotions. D. Personality: Introduction, Big five model and johari window Introduction Personality describes the unique patterns of thoughts feelings and behaviours that distinguish a person from others. The term personality is derived from the Latin word Persona meaning mask. Big five model McCrae and Costa gave Big 5 model which is the most widely accepted theory of personality today. Acronym for Big Five model is ‘OCEAN’ 1. Openness to experience Openness to considering new ideas as well as engaging in imagination and intellectual activity. It includes the ability to think outside of the box. People who are high in openness tend to have a wide range of interests. They are curious about the world and other people and are eager to learn new things and enjoy new experiences. They tend to be creative, adventurous, and intellectual. People who are low in openness tend to be practical, and traditional and focus on the concrete. They avoid the unknown and follow traditional ways dislike change and prefer routine. 2. Conscientiousness Describe a person's level of goal orientation, persistence and impulse control. Highly conscious people are organised and determined, detail-oriented, thoughtful and careful. They also have good impulse control which allows them to complete the tasks and achieve goals. Someone scoring lower is less structured and less organised. They may procrastinate to get things done, sometimes missing deadlines completely, they have struggled with control and dislike too much structuredness. they may also engage in careless behaviour. 3. Extroversion or Extraversion It reflects the tendency and intensity to which someone seeks interaction with their environment particularly socially. Those high on extroversion are generally assertive, sociable, fun, loving and outgoing. They are comfortable in social situations and will be completely comfortable voicing their opinions. They tend to gain energy and become excited from being around others. Those who scored low in extroversion are often referred to as introverts. These people tend to be more reserved and quieter. They prefer listening to others rather than needing to be heard. Introverts often need periods of solitude in order to gain energy as attending social events can be very tiring for them. 4. Agreeableness It describes the extent to which a person prioritises the needs of others over their own needs. People who are high in agreeableness tend to be more cooperative, and empathetic and tend to get pleasure out of society and taking care of others. People who are low in this category tend to experience less empathy and put their own concerns ahead of others they tend to be more competitive and sometimes even manipulative. 5. Neuroticism It describes the overall emotional stability of an individual through how likely a person is to interpret events as threatening or difficult. It describes a person's tendency to respond to stressors with negative emotions including fear, sadness, anxiety, guilt and shame. People who are low in this category tend to be more stable and emotionally strong. The Johari Window The Johari Window is a model of self-awareness development by American psychologist Joseph Luft and Harry Ingham in 1955. The name ‘Johari’ came from joining their first two names Joe and Harry. Self-awareness is the ability to see yourself objectively and understand your feelings, behaviour and emotions for what they are. Practising self-awareness is about learning to better understand why you feel what you feel and why you behave in a particular way. Johari Window helps individuals better understand themselves and others. Each four window panes signify personal information, feelings, motivation and whether that information is known or unknown to oneself or others in four viewpoints.  1. Known Self- ' Arena or Public ' Things we know about ourselves and others know about us. These are the things we are willing to share with others. We are "open books" in this quadrant. This includes your behaviour, knowledge, attitudes, characteristics, etc. 2. Mask/ Private - Hidden Self Things we know about ourselves that others do not know. In this part you hide things that are very private about yourself, this may be to protect yourself, because you feel ashamed or vulnerable. These are the things that we don't readily share with others. 3. Blind Self Things others know about us that we don't know. Others may interpret yourselves differently than you expect. Eg. you might see yourself as a "dumb" person while others might consider you bright or vice versa. 4. Unconscious- Unknown Self Things neither we nor others know about us. This might refer to untapped potential talents and skills that have yet to be explored by you, your friends, etc. In an ideal Johari Window has a large open Arena. This is because in general the more that people know about themselves and one another, the more productive, cooperative and trusting a person will become.