Psych in the workplace exam 1

self efficacy

- your belief in your capability to performs in a specific situation

guidelines to help people make ethical choices

- the golden rule-do unto others as you want them to do unto you -the stakeholders approach-create a win-win situation for all stakeholders -four way test-is it the truth? is it fair to all concerned? will it build goodwill and better friendships? will it be beneficial for all concerned? -discernment and advice-if you are unsure whether the situation is ethical, it probably isnt -application of ethical guidelines-use guidelines to help keep you honest

Elton Mayo

-Father of Human relations -Hawthorne effect-an increase in performance caused by the special attention given to employees, rather than tangible changes in the work -changed the lighting and ventilation and found that performance went up regardless of working coniditions -conclusion: workers felt important because of all the attention they got

Why are HR Skills Important (i.e., What's in it for YOU?)?

-Getting to know yourself better -Understanding others better -Gaining better human relations skills ◦(a.k.a. people skills - soft skills) -Learning how to apply the concepts and knowledge to your personal and professional life -The better you know and work with people the more successful you will be -This is all about relationships! -What's "in it" is what you put in it!

Thomas Peters and Robert Waterman

-In search of excellence -researched characteristics of successful organizations

Robert owen

-The real father of personnel administration -understood the need to improve the work environment and employees overall situation -believed profit would increase if employees worked shorter hours, were paid adequately, and were provided food and housing.

How do management attitudes effect performance?

-Theory X attitudes hold that employees dislike work and must be supervised closely to get them to do their work -theory y employees like to work and do not need to be closely supervised to get them to do their work

how do we acquire attitudes?

-developed primarily through experiences. -interaction with parents, family, teachers, friends, employees, and managers -when encountering new people or situations, you are the most open and impressionable because you haven't had time to form an attitude for them

stress positive side of stress problems associated with stress

-emotional or physical reaction to environmental activities and events -improves performance by challenging and motivating us -affects your behavior, human relations, and performance, depletes your energy, weakens yous immune system, can ruin your sleep and make you ill.

Frederick Taylor

-father of scientific management -focused on analyzing and redesigning jobs more efficiently in the late 1800's and early 1900's, which led to the idea of mass production. -assumed workers were only motivated by money and failed to recognize the social needs of employees

Trends and future challenges in the 21st century: Pg 10

-globalization, change, innovation, and speed -technology -diversity -learning and knowledge -ethics -crises

individual ethics

-our unethical behavior negatively effects our behavior, happiness, relationships, reputation, and performance

Biases in perception

-stereotyping-the process of generalizing the behavior of all members of a group -frame of reference-tendency to see things from a narrow focus that directly affects us. -expectations- our expectations often influence our perceptions of what we see and experience -selective exposure- we tend to see and hear what we want to -interest-what interests you also affects how you perceive and approach things

determinants of job satisfaction

-the work itself: -pay and benefits -growth and upward mobility -supervision -coworkers -job security -attitude toward work

behavior and the three levels of behavior

-what people do and say -individual, group, and organization

4 Kolb Learning styles pg 46

1. accommodaters: prefer learning by doing and feeling 2. divergers: prefer learning by observing and feeling 3. convergers: prefer learning by doing and thinking 4. assimilators: prefer learning by observing and thinking

3 areas of image that increase your chances of getting a job offer

1. appearance-adopt the dress and grooming styles of the organization you want to be a part of-dress for the job you want 2. Nonverbal communication: facial expressions (smile), eye contact (7-10 seconds one-on-one, 3-5 seconds in groups), handshake (firmness, dryness, duration, interlock, eye contact) 3. behavior-be upbeat and optimistic, don't complain, show genuine interest in the person, smile, laugh if appropriate, call the person by name, listen, be helpful, and think before you act

10 Human relations guidelines: do people enjoy being around you? pg 12

1. be optimistic 2. be positive 3. be genuinely interested in other people 4. smile and develop a sense of humor 5. call people by name 6. listen to people 7. help others 8. think before you act 9. apologize 10. create win-win situations

What are the three alternatives to resolve human relations problems?

1. change the other person-blaming the other party solely often leads to resentment and defensive behavior 2. change the situation: you can change the situation by asking for a change in jobs, however this can lead you to ignore that you might be the problem 3. change yourself: in many situations, your own behavior is the only behavior you can control, you should change your behavior because you elect to do so

Steps in developing new habits:

1. cue: reminds you to do your new habit 2. routine: do the new habit 3. reward-change: a positive thing to reinforce the new habit

5 ways to eliminate or decrease stress

1. exercise 2. nutrition 3. relaxation 4. positive thinking 5. support system

shaping and changing employee attitudes

1. give employees feedback and treat them fairly 2. make working conditions as pleasant as possible and make sure they have all the necessary resources and training to do a good job 3. provide consequences, people tend to repeat things followed by positive consequences and avoid things followed by negative consequences 4. be a positive role model

American society tends to promote two isms that promote happiness but actually lead to unhappiness, what are they?

1. individualism-looking out for yourself, taking advantage of others, and doing things that only have something in it for you 2. hedonism- don't do it if you don't feel like doing it, just do what makes you feel good

guidelines for learning form a spiritual perspective

1. know thyself 2. act with authenticity 3. respect and honor the beliefs of others 4. be as trusting as you can be

5 components of emotional intelligence pg 43

1. self awareness 2. managing emotions 3. motivating yourself 4. empathy 5. social skills

guidelines for improving your self concept

1. view mistakes and failures as learning experiences to improve 2.accept failure and bounce back 3. control negative behavior and thoughts with self talk 4. tap into your spirituality

How to change our attitudes

1. what you think effects how you feel, and how you feel effects your behavior, performance, human relations, and happiness 2. be aware of your attitudes, people who are optimistic have higher levels of job satisafaction 3. keep an open mind, dont have a negative attitude toward people because they look or act differently than you do

Intrapersonal Skills

within the individual and include characteristics such as personality, attitudes, self-concept, and integrity

Levels of moral development

Level 3: postconventional "I dont lie to customers because its wrong" Level 2: conventional "I lie to customers because the other sales reps do too" Level 1: preconventional "I lie to customers to sell more products and get higher commission checks"

The learning organization: why do we need individual learning and why do we need group and organizational learning?

Individual: it is important to continue learning even after you graduate, admitting you don't know something and asking questions is not a sign of weakness Group and Organization: as we work with people on the job we are both teaching and learning as we share knowledge. combined, we get organizational learning and companies that focus on sharing knowledge are called learning organizations

Douglas McGregor

Theory X and Theory Y- the way managers view employees effects -Theory x-employees dislike work and must be closely supervised to get them to do their work -Theory y- employees like to work and do not need to be closely supervised to get them to do their work. -Theory Y employees tend to have higher levels of job satisfaction but do not always have higher levels of productivity

William Ouci

Theory Z-integrates common business practices in the United states and japan into one middle-ground framework appropriate for use in the united states

Eric Berne

Transactional Analysis- has elements of cognitive, humanist, and psychoanalytic approaches

Type A, Type B, and Locus of Control:

Type A: fast moving, hard driving, time conscious, competitive, impatient, and preoccupied with work. type B: laid back, easy going Locus of control: continuum representing ones belie as to whether external or internal forces control ones destiny -external locus of control: believe they have little control over their performance and are closed to new experiences -internalizers: believe they are in control and are open to new experiences to improve performance

Happiness equation developed by Neil Pasricha

Want nothing +do anything=have everything

job satisfaction

a set of attitudes toward work

attitude

a strong belief or feeling toward people, things, and situations -you can change your attitudes

organization

a group of people working to achieve one or more objectives

Myers-Briggs type indicator

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

job satisfaction survey

a process of determining employee attitudes about the hob and work environment

personal style/ personality

a relatively stable set of traits that aids in explaining and predicting individual behavior

systems effect

all people in the organization are affected by at least one other person, and each person affects the whole group or organization as a whole

total person approach

an organization employs the whole person, not just their job skills

traits

are distinguishing personal characteristics

values and value system

are the things that have worth for are important to the individual -the set of standards by which the individual lives

The big five model: pg 35-37

categorizes traits into the dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience.

group behavior

consists of the things two or more people do and say as they interact -individual behavior influences group behavior

adjustment

emotional stability, on a continuum between being emotional stable and being emotionally unstable.

what is personality development based on?

genetics, experience, and environmental factors -the genes you received before you were born influence your personality traits

agreeableness

getting along with other people

image and professional image

image: other peoples attitudes toward us and can be thought of on a continuum of negative to positive -professional image: the total of others' perceptions of our competence and character in the workplace

organizational and business ethics

individuals are ethical or unethical, not organizations. but individual unethical behavior effects others and organizational reputation and performance

Human relations

interactions among people

spirituality in the workplace

is about people seeing their work as a spiritual path, as an opportunity to grow personally and to contribute to society in a meaningful way

Burnout

is the constant lack of interest and motivation to perform ones job because of stress

self-fulfilling prophecy and the Galatea effect

occurs when your expectations affect your success or failure

attribution

ones perception of the reasons for behavior

how are stress levels effected in the job place?

organizational climate: amount of cooperation, level of motivation, and overall morale in an organization effects stress levels -management behavior-calm participative management styles produce less stress, tight control through autocratic management creates more stress -degree of job satisfaction: people who enjoy their jobs and derive satisfaction from them handle stress better than those who dont

Perception

our perceptions affect our behavior, human relations, and performance, which in turn effects others -a persons interpretation of reality

surgency:

people strong in leadership, more commonly called dominance, personality traits want to be in charge. extroverts are sociable, outgoing, and gregarious, like to meet new people, and are willing to confront others.

How do management attitudes effect employee performance?

pygmalion effect: supervisors attitudes and expectations of employees and how they treat them largely determine their performance -the hawthorne effect is related to the pygmalion effect because they both effect performance -through the positive expectations of others, people increase theri level of performance, employees see and do as the managers expect

How do people justify unethical behavior

rationalization

ethics

refers to the moral standard of right and wrong behavior

stressors

situations in which people feel anxiety, tension, and pressure.

controlling stress plan

step 1-identify stressors step 2-determinetheir causes and consequences step 3-plan to eliminate or decrease the stress

3 part action plan for building self concept pg. 74

step 1: identify your strengths and areas that need improvement step 2: set short and long term goals and visualize them step 3: develop a new habit plan and implement it

why do human relations problems occur?

when a psychological contract is not met -psychological contract: shared expectations between people

impression or image management

techniques used to control how we are perceived by monitoring how you are perceived to develop, control, and maintain positive impressions with others

leadership skill

the ability to influence others and work well in teams

interpersonal skills

the ability to work well with a diversity of people

organizational behavior

the collective behavior of an organizations individuals and groups. -an organization and its behavior is based on Olin's behavior, the behavior of Nancy's department, and the behavior of all other departments combined

perceptual congruence

the degree to which people see things the same way

performance

the extent to which expectations or objectives have been met. -performance levels are more meaningful when compared to past performance or the performance of others within and/or outside the organization

intelligence

the level of ones capacity for new learning, problem solving, and decision making

the four minute barrier

the time we have to make a good impression, aka the four-minute sell

primacy effect

the way people percieve one anotehr during their first impressions

the goal of human relations and when does a win-win situation occur?

to create a win-win situation by satisfying employees needs while achieving organizational objectives occurs when the organization and employees both get what they want

conscientiousness

traits related to achievement, continuum between being responsible and dependable and being irresponsible and undependable

openness to experience

traits related to being willing to change and try new things -imaginative, intellectual, open-minded, autonomous, and creative, they seek change, and are willing to try new things

moral development

understanding right from wrong and choosing to do the right things

managing ethics globally

universalism- managers should make the same ethical decisions across countries relativism-calls for decisions to be made based on the ethical standards of the particular country

generation gap

value changes over the years

self concept

your overall attitude about yourself -aka self esteem and self image -if your beliefs and feelings about yourself are positive you tend to have a high self concept -you develop your self concept over the years through the messages you receive about yourself from others

Top 3 Common Myths about HR

•Myth 1: technical skills are more important than HR/people skills •Truth = job recruiters are looking for people with communication and interpersonal skills (89%) and who are team players (87%) •Myth 2: HR is just common sense •Truth = "people" issues are prominent concerns in business. High quality relationships are important to success. •If it's all just common sense, why don't we all just get along? •Myth 3: leaders are born, not made •Truth = research tells us that leadership skills can be learned - millions of $$$ are spent on leadership training •Global estimates for 2018: $366 Billion; US estimates for 2018: $166 Billion1