Work & Health psychology
Lecture 1
Work = a set of coordinated and goal-directed activities that are conducted in exchange for
something else, usually some form of monetary reward.
Work psychology = deals with the individual worker and their work, well-being, performance.
- How to design work so that it is motivating, enjoyable, offers learning opportunities to
employees, does not induce stress, and allow the employees to work in a productive way? !
Organizational goals
(for example: good service performance, high customer satisfaction, profit?
- Important because: a) we work a lot, we spend a lot of time there b) work has the potential
to make us happy c) work has the potential to make us sick d) increasing expectations of
employers (challenge yourself, push limits, environment, flexible, self-sufficient).
Psychotechnics = the practical or technological application of psychology as in analysis of social or
economic problems.
Scientific management (Taylor)
- Focus on the task (simplification of tasks)
- Two important assumptions about the workers in this approach: a) workers are lazy b) workers are
stupid
Solution to maximize productivity
- Simplify the tasks as much as possible
- Examine the best way to conduct the tasks
- Training workers in the one best way to conduct the tasks (high control)
- Separating the planning of tasks from their execution
- Selecting workers for particular tasks (greedy worker)
Human Relations Movement 40.000 workers, electric company.
Hawthorne studies (1924-1932)
a) Effects of lighting intensity on productivity (dim the light, increase! Also, high light)
b) Relay Assembly Test Room (5 women in a secluded room, 13 experimental manipulations)
c) 2nd Relay Assembly Test (incentive schemes, team-based)
d) Mica Splitting Test Room (incentive schemes, team-based)
e) Interviews (importance of empathic listening and participation)
f) Bank Wiring Observation Room (informal system and group norms)
Such factors and concepts as group influences, social status, informal communication, roles, noms
and the like were drawn upon to explain and interpret.
Contemporary work psychology
,Well-being = the stat of being comfortable, healthy or happy.
Health is a state of complete physical, mental and social well-being and not merely the absence of
disease or infirmity.
Well-being at work
1. Health (physical well-being)
decrease disease and injuries, stress and increase health benefits
2. Relationships (social well-being)
increase trust, support, decrease exploitation and power abuse
3. Happiness (psychological well-being)
Performance = the action or process of performing a task or function
a) Action
Performance is what the organization hires one to do and do well. The book takes a
behavioral view on performance, that is, performance as actions.
b) Outcome
The consequence or the result of the individual worker’s behavior
Dimensions of individual job performance
- Task performance (proficiency)
- Organizational citizenship behaviors (OCB; going the extra mile)
- Counterproductive work behaviors (intentionally steal/be sick)
- Employee withdrawal behaviors
Lecture 2: theoretical perspectives: Classic vs Modern (H3,4)
Theory
- We use it all the time
- Helps us to make sense of the complex world around us
- Captures the knowledge base in a certain field
- Normative value: it is not just about how the world as it is, but also as it might be
Design
a) The art or action of producing a plan or drawing of something before it is made
b) Purpose or planning that exists behind an action, fact or object
Job design
- specification of the contents, methods, and relationships of jobs in order to satisfy technological
and organizational requirements as well as the social and personal requirements of the jobholder.
From Theory X to Theory Y (McGregor 1957)
, X = negative about employees. Not very intelligent. Negatively impacts the management style.
Y = more positive. Management style has more freedom.
Classic Theories of Job Design
1. Job Characteristics Model
Stable salary, goede economische omstandigheden.
How to motivate (enhance your motivation) an employee at their job, make them satisfied
with their work
a)Skill Variety how many skills you use in your job (critical thinking…). Able to do different
skills, you get motivated.
b)Task identify create a job where you allow employee to
c)Task Significance think about the job you are doing, is it contributed?
d)Autonomy
e)Feedback
Criticism of the JCM
1. Narrow set of motivational job characteristics
2. Neglecting negative job features (job demands)
3. The mediating role of critical psychological states not widely supported
Lecture 1
Work = a set of coordinated and goal-directed activities that are conducted in exchange for
something else, usually some form of monetary reward.
Work psychology = deals with the individual worker and their work, well-being, performance.
- How to design work so that it is motivating, enjoyable, offers learning opportunities to
employees, does not induce stress, and allow the employees to work in a productive way? !
Organizational goals
(for example: good service performance, high customer satisfaction, profit?
- Important because: a) we work a lot, we spend a lot of time there b) work has the potential
to make us happy c) work has the potential to make us sick d) increasing expectations of
employers (challenge yourself, push limits, environment, flexible, self-sufficient).
Psychotechnics = the practical or technological application of psychology as in analysis of social or
economic problems.
Scientific management (Taylor)
- Focus on the task (simplification of tasks)
- Two important assumptions about the workers in this approach: a) workers are lazy b) workers are
stupid
Solution to maximize productivity
- Simplify the tasks as much as possible
- Examine the best way to conduct the tasks
- Training workers in the one best way to conduct the tasks (high control)
- Separating the planning of tasks from their execution
- Selecting workers for particular tasks (greedy worker)
Human Relations Movement 40.000 workers, electric company.
Hawthorne studies (1924-1932)
a) Effects of lighting intensity on productivity (dim the light, increase! Also, high light)
b) Relay Assembly Test Room (5 women in a secluded room, 13 experimental manipulations)
c) 2nd Relay Assembly Test (incentive schemes, team-based)
d) Mica Splitting Test Room (incentive schemes, team-based)
e) Interviews (importance of empathic listening and participation)
f) Bank Wiring Observation Room (informal system and group norms)
Such factors and concepts as group influences, social status, informal communication, roles, noms
and the like were drawn upon to explain and interpret.
Contemporary work psychology
,Well-being = the stat of being comfortable, healthy or happy.
Health is a state of complete physical, mental and social well-being and not merely the absence of
disease or infirmity.
Well-being at work
1. Health (physical well-being)
decrease disease and injuries, stress and increase health benefits
2. Relationships (social well-being)
increase trust, support, decrease exploitation and power abuse
3. Happiness (psychological well-being)
Performance = the action or process of performing a task or function
a) Action
Performance is what the organization hires one to do and do well. The book takes a
behavioral view on performance, that is, performance as actions.
b) Outcome
The consequence or the result of the individual worker’s behavior
Dimensions of individual job performance
- Task performance (proficiency)
- Organizational citizenship behaviors (OCB; going the extra mile)
- Counterproductive work behaviors (intentionally steal/be sick)
- Employee withdrawal behaviors
Lecture 2: theoretical perspectives: Classic vs Modern (H3,4)
Theory
- We use it all the time
- Helps us to make sense of the complex world around us
- Captures the knowledge base in a certain field
- Normative value: it is not just about how the world as it is, but also as it might be
Design
a) The art or action of producing a plan or drawing of something before it is made
b) Purpose or planning that exists behind an action, fact or object
Job design
- specification of the contents, methods, and relationships of jobs in order to satisfy technological
and organizational requirements as well as the social and personal requirements of the jobholder.
From Theory X to Theory Y (McGregor 1957)
, X = negative about employees. Not very intelligent. Negatively impacts the management style.
Y = more positive. Management style has more freedom.
Classic Theories of Job Design
1. Job Characteristics Model
Stable salary, goede economische omstandigheden.
How to motivate (enhance your motivation) an employee at their job, make them satisfied
with their work
a)Skill Variety how many skills you use in your job (critical thinking…). Able to do different
skills, you get motivated.
b)Task identify create a job where you allow employee to
c)Task Significance think about the job you are doing, is it contributed?
d)Autonomy
e)Feedback
Criticism of the JCM
1. Narrow set of motivational job characteristics
2. Neglecting negative job features (job demands)
3. The mediating role of critical psychological states not widely supported
