WEEK 7a - Psychology of people in the workplace

Question 1

Why should managers know how individuals learn

Knowing how individuals learn will help with a number of organisational practices, such as:

Answer 1

design and delivery of any on-the-job learning;

evaluation of performance, and the nature and type of feedback to individuals;

design of organisational structure and culture, such as learning organisations.

Question 2

Bloom’s taxonomy

Answer 2

Question 3

Kolb’s learning cycle

Answer 3

Question 4

Organisational environment and influences on behaviour

Answer 4

Question 5

Ability definition

Answer 5

can be defined as the capacity to do or act physically, mentally, legally, morally, financially, etc. This includes special skills or aptitudes.

Question 6

Intelligence definition

Answer 6

can be defined as the capacity for learning, reasoning, understanding and similar forms of mental activity.

Question 7

Hierarchy of abilities

Answer 7

Question 8

two-factor theory of intelligence

Answer 8

includes mental agility and specific abilities

Question 9

seven primary mental abilities that can be identified and measured for intelligence

Answer 9

spatial ability-the capacity to understand and remember the special relationships between objects;

perceptual speed-the ability to quickly and accurately compare letters, numbers, shapes, etc.;

numerical reasoning-the ability to use numerical data in order to make informed decisions;

verbal reasoning-the ability to understand and provide an explanation using words;

memory-he power to recall data and information;

verbal fluency-the ability to speak a language well;

inductive reasoning-the ability to use specific information to form general conclusions.

Question 10

Internal factors affecting an individual’s perceptual set

Answer 10

Question 11

External factors also influence perception

Answer 11

large

moving

intense

loud

bright

novel

repeated.

Question 12

Perceptual distortions and errors

Answer 12

Stereotyping.

Halo or horns effect

Perceptual defence

Projection.

Question 13

Stereotyping

Answer 13

This is the tendency to attribute positive or negative characteristics to someone on the basis of generalisation, for example:

all accountants are boring;

all young people are unreliable;

blondes have more fun;

unemployed people are lazy.

Stereotyping is used to condense the perception process; however, it can be extremely negative. It can lead to prejudice or discrimination.

Question 14

Halo or horns effect

Answer 14

The halo effect is where judgement is made based on a single favourable trait or impression, which leads to poor judgement.

The horns effect is where judgement is made based on a single unfavourable trait or characteristic.

Managers may incorrectly judge employees if they do not consider their own biases and more objective criteria when making judgements about others.

Question 15

Perceptual defence.

Answer 15

This is the tendency to avoid or screen out things that are negative or threatening. For example, if a manager has recently promoted someone against the advice of others, they may then only look for positive information that supports the decision to promote and ignore information which brings about doubt regarding that decision.

Question 16

Perceptual Projection.

Answer 16

This is attributing one’s own feelings, motives or characteristics of other people. It can involve exaggeration of undesirable traits in others.

Question 17

Basic motivational model

Answer 17

Question 18

Performance formula

Answer 18

Performance = function (ability × motivation)

Question 19

Individuals also have different goals and expectations in terms of:

Answer 19

economic rewards — pay, fringe benefits, pension rights, etc.;

intrinsic satisfaction — work itself, interest in the job, personal growth and development;

social relationships — friendships, affiliation and dependence.

Question 20

Erikson’s eight stages of personality development

Answer 20

1. Early infancybirth−1 year - Basic trust v. mistrust
2. Later infancy c. 1−3 years - Autonomy v. shame and doubt
3. Early childhood c. 4−5 years - Initiative v. guilt
4. Middle childhood c. 6−11 years Industry v. inferiority
5. Puberty and adolescence c. 12−20 years - Ego identity v. role confusion
6. Early adulthood c . 20−40 years - Intimacy v. isolation
7. Middle adulthood c. 40−65 years - Generativity v. stagnation
8. Late adulthood c. 65+ years Integrity v. despair

Question 21

Work—life balance

Answer 21

People want flexibility in both time and space. They do not want fixed hours; instead, they express a preference for choosing the hours they work as long as they can ensure the job gets done.

For many employees, flexible working has evolved from being the exception to the norm.

The pursuit of work-life balance reduces the stress employees experience

Question 22

How can managers get the most of their staff?

Answer 22

involve, engage, promote team working, collaborative