Summary IOP2604- STUDY NOTES.

IOP2604- Study Notes. Psychological Adjustment In The Work Context. Unscientific Approaches 1. Descriptive Approaches Based on external criteria such as: o Personal jusgements o Speculations o Biases o Deviations from norms and statistical data 2. Normative or ideal approach Based on the idea that a condition of perfection is the ideal form of behaviour o Religious figures; Political figures o Based on value judgements which may differ from one individual to the next and on an ideal that is often not attainable o Moral model is also based on value judgements people make when they describe behaviour as either good or bad. o In the legal model, deviant behaviour is judged in terms of certain rules and regulations and the behaviour is evaluated in terms of liability under the law and responsibility 3. Subjective Approach o Individuals own person or self is used as the norm to evaluate others as normal or abnormal. o Perceptual errors occur here. E.g. the halo effect, stereotypes, logical errors. o Yarvis effect- interviewer prefers to work with people who ar young, attractive, rich, skilful, intelligent etc. 4. Statistical Model o The average is regarded as normal and any deviation on either side is abnormal in some respects. Better Scientific Approaches 1. Contextual Explanatory Models  These are not necessarily psychological theories and emphasise the more orless interaction of employee attributes in the context of the work environment and other surrounding environments and their attributes.  Psychological concepts can be used within these approaches to explain health behaviours in context. 2. Systems Interaction Approach to Employee and Organisational Health A. Definition  Organisation and individuals consist of a collection of interactive components or parts, each with its own special attributes .  The individual and the organisation and their behaviour are more than merely the sum of all their parts.  Systems paradigm is a framework which can integrate all other exlanations for human behaviour.  CENTRAL IDEA: All systems consist of elements or subsystems that function within larger, macrosystems and suprasystems. B. Premises of the systems interaction model  An organisation is formed to achieve objectives that cannot be achieved by individuals on their own. People join to satisfy needs in a work context in a way that it would be impossible to accomplish on their own.  The type of interaction between org and individual contribute to the metaobjectives for the org and Ind success- efficiency, effectiveness and health which include individual physical and psychological health as well as organisational health.  MAIN PREMISE: people as self-systems, in all their modes of behaviour can best be understood by first examining their functioning in the context of the wider hierarchical systems that surround them. C. Components of Systems  Individual (Ind)  Is a self-system (body and mind) and is in contact with other subsystems and macro systems  As a self-system, the ind brings certain qualities and characteristics to the work org because of their unique frames of reference.  Personality is expressed through behaviour patterns and relationships which are formed by learning and experiential processes in their hierarchical systems and environments  Peoples associations and the meaning of their experiences are communicated through verbal and nonverbal language or messages which may be congruent or incongruent.  These behaviours and meaning systems determine a person’s behaviours in and relationship with the organisation.  Potential for the organisation lies in the qualities (Capabilities, knowledge, skills etc.) he or she brings to the workplace.  The success of the individuals productive or work role and his or her intrapersonal and interpersonal relationships- influential aspects of psychological health- may largely be a function of his or her interaction in an organisations system.  The Organisation  Characteristics will determine the type of contact with the individual and the type of behaviour and processes that can be expected.  Through interaction, the org defines certain types of behaviours, relationships and a particular climate; which leads to…  Certain outputs (attitudes, behaviours, feelings) on the part of the individual and the organisation which in turn finally result in certain  Consequences for the ind and the org including employee and corporate health  The consequences reveal the extent to which the ind and org objectives, needs and expectations correspond or fit and have been satisfied.  The formal aspects of the org- job design, structure, personnel functions, control and evaluation systems, geographical and physical location determine the individuals behaviour in the organisation and may serve as a means of motivation  Dysfunctional structures features are also the cause of conflict and negative attitudes.  Feedback Systems  Feedback determines the inputs for the ind and for the org  Continuous diagnosis and monitoring must provide information on possible corporate and managerial health and adjustment problems.  Oraganisational Behaviour and Processes  Organisational behaviour and processes play and role in psychological disorders or symptopms of maladjustment  Include leadership, supervision, communication, group relations, handling of conflict, decision making, processes, problem solving, planning and the setting of objectives, group meeting processes, interpersonal relationships, criticism and renewal processes.  Individual or Human Outputs  Personal outputs result from individual behaviour that results from interaction between individual and organisational systems.  The quality of this behaviour should initiate important feedback and indicate the individuals adjustments to the work situation and it’s cost to the organisation  In analysing individual capacities, serious ind or group problems can be spotted  Culture  Organisational culture refers to the values and psychological climate that exist and that can be defined ad maintained within certain sectors.  The characteristics of culture and climate determine the type of behaviour in the organisation.  A useful way of characterising individual and organisational relationship cultures is by using one of the following:  Symmetrical- interactions are opposing  Complementary – parties may differ but they try to supplement or accommodate each other  Parallel- parties recognise each one’s independence and are willing to share , support and participate on an equal footing.  Environments  Individuals and organisations exist and function in particular environments  This implies interaction  Boundaries between ind and org and environment are nor=t always clearly defined  Problems arise if the boundaries and other characteristics of in, org and environmental systems are so rigid that development inside them becomes restricted  Problems arise when boundaries are ambivalent- e.g. unclear communication channels and decision making powers, role overload, role conflicts and multiple roles  Adjustment and maladjustment of the individual and organisation can be strongly influenced by support by the environment  Dominant Influential Factors  In both the individual and the organisation  These “coalitions” can determine how ind and orgs select their interactions, observation and acceptance in order to derive the maximum benefit from events and situations.  These are strong influences on the functioning of systems or subsystems. Technical divisions may be NB for orgs whereas Religion may be important divisions for individuals.  In treatment of ind and org problems, it is important to note the existence and functioning of dominant influences and coalitions that may have a destructive influence on the functioning of individuals, groups and the whole system.