1. Myers’ PSYCHOLOGY (7th Ed) Chapter 12 Work Motivation James A. McCubbin, PhD Clemson University Worth Publishers

2. Motivation at Work zWhy is work important ySatisfies many needs yYou can change it when it no longer fits yView xJob - just a way to make $$$ xCareer – a way to get where you want to go xCalling - fullfillment

3. Motivation at Work  Flow  a completely, involved, focused state of consciousness, with diminished awareness of self and time, resulting from optimal engagement of one’s skills (instrinsic)  Industrial/Organizational (I/O) Psychology  the application of psychological concepts and methods to optimizing human behavior in workplaces

4. Motivation at Work  Personnel Psychology  sub-field of I-O psychology that focuses on employee recruitment, selection, placement, training, appraisal, and development  Organizational Psychology  Sub-field of I-O psychology that examines organizational influences on worker satisfaction and productivity and facilitates organizational change

5. Motivation at Work

6. Interview Illusion zInterview disclose the interveeiwee’’s good intentions, which are less revealing and habitual behaviors zInterviews more often follow the careers of those they hire than those they don’t (of course I pick successful people) zInterviewers presume that people are what they seem to be in the interview situation zinterview’’s preconceptiosn and moods can color how they perceive interviee’s responses

7. Combat the interview illusion  Structured Interview  process that asks the same job- relevant questions of all applicants  rated on established scales  Pinpoints strenghts  Notes to reduce memory distortion and bias

8. Appraising Performance zMethods yChecklists yGraphic rating scales yBehavior rating scales y360 degree feedback zErrors yhalo error: overall evaluation is biased by one thing yLeniency and severity errors (treat all alike) yrecency

9. Motivation at Work  Personnel psychologists’ tasks

10. Motivation at Work  360-degree feedback

11. Motivation at Work  On the right path

12. Organizational Psychology: Motivating Achievement zDiscipline motivation feeds achievement zSatisfaction and Engagement: happy employees work harder

13. Managing Well zHarnessing job related strengths yIdentify and measure talents yMatch talents to tasks then step back yCare how people feel about their work yReinforce positive behavior zSetting specific challengins goals yHave groups set goals yElicit commitments yProvide feedback

14. Leadership Styles  Task Leadership  goal-oriented leadership that sets standards, organizes work, and focuses attention on goals  Social Leadership  group-oriented leadership that builds teamwork, mediates conflict, and offers support  Best have a blend of both

15. Motivation  Theory X  assumes that workers are basically lazy, error-prone, and extrinsically motivated by money  workers should be directed from above  Theory Y  assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity