1. The Need to Belong Ubuntu – my humanity is caught up, is inextricably bound up, in yours.

2. Evolutionary roots Simply – it’s how we survived

3. What was your most satisfying moment in the past week? Did it impact your self-esteem? Was it impacted by belongingness? Community? Need to belong runs deeper than most other needs –When our need for relatedness is balanced with autonomy and competence – that is where well- being comes from

4. Why? When we feel accepted, self-esteem is high –Much of our social behavior is based on inclusion Think of what it means to make new friends – what is the hope of your first impression?

5. Sexual Motivation and the need to belong… Both have light and dark sides –Sex = love and exploitation –“we” = families, friendships, teams and gangs, nationalism, ethnocentrism

6. Pain of ostracism Ostracism: social exclusion –Based in punishment – how? –What is the goal of ostracism? –What examples do you have from your life of ostracism?

7. TO LIVE IS TO WORK Think: What is often the first question that is asked of you or that you would think to ask someone?

8. Framing concepts What is the difference among a job, a career, or a calling? Flow: experiences that boost our sense of self- esteem, competence, and well-being

9. Yerkes-Dodson Law

10. Industrial-organizational psychology What is the psychological work contract? –Set of mutual obligations between worker and employer Industrial-Organizational (I/O) Psychology: applying psychological concepts to the workplace

11. I/O’s subfields Human factors psychology: explores how machines and environments can be optimally designed to fit human abilities Personnel psychology: methods and principles to selecting and evaluating workers –Matches people with jobs, placing well-suited candidates Organizational psychology: how work environments and management styles influence worker motivation, satisfaction, and productivity –Modify jobs and supervision in ways that boost morale and productivity

12. How is it that interviewers can somehow feel confident in their abilities to predict long-term job performance in one conversation? –Well, simply put… they can’t The Interview

13. Interviewer Illusion People who conduct interviews (not those seeking the job) often time are overconfident in their ability to select workers –“I don’t need to do background checks because I am THAT amazing at asking generic questions.”

14. How does it work? 1.Interviews disclose the interviewee’s good intentions – WAY less revealing than actual behaviors 2.Interviewers more often follow the successful careers of those they have hired than the successful careers of those they have rejected or lost track of – no reality check 3.Interviewers assume that what they see is what they get – how does the interviewee’s need to belong impact the interview? 4.Interviewer’s preconception and moods color how they perceive interviewees’ responses – Do I like you or will you be good at the job?

15. So how do we avoid interviewer illusion? Structured interview (Tell me about a time you were caught with too much to do and too little time.) Vs. Unstructured interview (How organized are you?) What difference do you see?

16. Is this a good fit?

17. Personnel psychology and appraising performance Performance appraisal is key to any occupation whether employee or management Feedback affirms workers’ strengths and helps motivate needed improvements

18. Organizational Psychology and Achievement Motivation Achievement motivation: desire for significant accomplishment, mastering skills and ideas, control, or for rapidly attaining a high standard Why do you want to be good at anything? Why would you dedicate hours to anything?

19. Think… When was the last time you worked incredibly hard at something? –Why? What did it feel like when it was over? –Were you satisfied? Did you take pride? Did you continue to work hard? What was that feeling called?

20. Leadership Task leadership – goal- oriented leadership that sets standards, organizes work and focuses attention on goals Social leadership – teambuilding and support

21. Practice Question 1 Which of the following would an industrial- organizational psychologist be LEAST likely to study? A.Managerial skills B.Employee motivation C.Job satisfaction D.Corporate profitability E.Pay incentive programs

22. Practice Question 2 Which of the following would fall within the realm of human factors psychology? A.Developing hiring procedures that enable businesses to hire the right person for the a job B.Applying successful motivational techniques in the workplace C.Focusing on workers’ rights to a safe work environment D.Researching the fairest way for management and labor to negotiate contracts E.Designing controls for a machine that allow people to operate it efficiently and safely