PSYCHOLOGY APPLIED TO WORK

Work is a very fundamental thing we do in our everyday life. The workplace has become a social environment where people are constantly interacting and coordinating their actions with one another to reach a specific or desired goal. Why do people work? Work can mean different things for every individual - to earn a living - simply a way of life - satisfies a certain need for the person - gives a sense of purpose and fulfillment in life Career development is an on-going process for many since new opportunities and trends emerge and life long learning has become the thing of today. Work has become demanding than ever before. In choosing a career, you should - know what you are good at - be aware of your personal fit such as your traits, self-concept, motives, knowledge ! skills Matching Persons with Characteristics and the En iron!ent Ho""and#s Persona"it$ T$%e Theor$ "ohn #olland views that it is important to develop a match between the individual$s personality and a particular career. If people can find a career that fits their personality type then they are more likely to en%oy what they are dong. #e proposed si& basic career related personality '. Rea"istic ( )eople who en%oy working in manual activities. They are often less social, have difficulty in demanding situations, and prefer to work alone or with other realistic persons. They are physically robust, practical and often are non-intellectual. *Construction, forestry, agriculture and skilled crafts+ ,. In estigati e ( Would rather work alone than with others. They are usually seen as idea-oriented and creative in scientific areas.
*-iologist, research, psychologists, mathematician, technical writer and computer programmer+

.. Artistic ( )eople who en%oy situations that allow them to be themselves, independent, creative and unconventional. They are often dissatisfied if they are forced to follow many rules and procedures. */rtist, musician, photographer, reporter and interior decorator+ 0. Socia" ( Interested in the problems and concerns of others and tend to feel that things will generally work out for the best. *1ocial worker, guidance counselor, minister, nurse+ 2. Enter%rising ( people who are usually involve in sales or in situations where the person is in a position of leading and convincing others. They are usually enthusiastic, dominant and impatient *3etail merchandising, real estate, law, television production and political campaigning+

4. Con entiona" ( )eople who prefer to be given firm structure and know e&actly what is
e&pected of them. They are conscientious, efficient and calm. They en%oy words and numbers.

*-ookkeeper, bank teller, account, secretary and dental assistant+ Wor& Moti ation Theories The motivation to work energi5es behavior and one of the pressing problems organi5ations of today are faced with is how to motivate employees to work more productively and to increase the feelings of being satisfied, involvement and commitment. Achie e!ent Moti ation Theor$ 6avid 7cClelland describes that the need for achievement as a characteristic of successful e&ecutives. This desire to accomplish something, to do a good %ob, and be the best typifies a lot of people. They have the drive to e&cel in whatever goal they set themselves into. 'eeds Hierarch$ Theor$ /ccording to 7aslow, founder of humanistic psychology and the needs theory, we always want we do not have. Conse8uently, the needs we have already satisfied no longer serves as a motivation for our behavior. Thus new needs have to arise. ERG Theor$ 6eveloped by Clayton /lderfer, he proposed that there are three basic needs E(istence needs- are concerned with physical survival. This includes foods, clothing ! shelter. Re"atedness needs- involves interaction with people in the work environment. This in turn brings in emotional support, respect and recognition and belonging. Growth needs ( focuses on the self such as the need for personal growth. Theor$ )* Y* + and , There are theories of motivation based on different views of human nature Theor$ ) ( the classical theory is based on the belief that people are la5y, ignorant, selfish, prone to error and motivated e&clusively by money. Theor$ Y ( states that people are inherently social and that they work for more than money. /ccording to this theory, people are basically creative, responsible and intrinsically motivated to do good work. Theor$ + ( asserts that the level of a person$s motivation depends on the e&tent to which effort on the %ob contributes to the attainment of his personal values. Theor$ , ( states that a person$s motivation, morale and loyalty are highest when worker value and organi5ational goals are in place. Ste%s to the De e"o%!ent o- a Career P"an '. 9now your interests ,. /ssess your abilities .. Consider your preferences 0. )lanning

Stages o- Career De e"o%!ent Stage )reparation :stablishment /dvancement 7aintenance 6ecline Age Range Teens to early twenties ;ntil about .< Thirties to early forties >orties >ifties on Characteristics o- the Stage :&ploring interests and options. 1electing and preparing for a career =earning to the %ob. The person may become disillusioned and leave or stay and try to grow 1eeks promotion, recognition and growth within the organi5ation. 1tarts to become independent of mentors Can be a period of growth, decline or plateau. The person becomes concerned about future generations and may become a mentor. 7ay e&perience a mid-life crisis Ceases striving for success and tends to withdraw from work and begins planning for retirement.

Achie ing .o/ Satis-action .o/ Satis-action ( refers to the individual$s attitudes towards their %obs. It is significant issue amongst employers because it can affect workers$ performance, productivity, absenteeism, and the tendency for the employee to look for another %ob. "ob 1atisfaction is a multi-dimensional concept since it cannot be measured easily since it has many areas '. /n individual may be satisfied in one aspect and may not be on the other. ,. It can also be on the personal level of the person depending on the nature of one$s work. .. It may depend on your sub%ective perception #owever, it is generally accepted that %ob satisfaction and life satisfaction are positively related. .o/ Satis-action and the Organi0ation O%%ort1nit$ ( :mployees are more satisfied when they have challenging opportunities at work. Leadershi% ( :mployees are most satisfied when their managers are competent and good leaders. This includes motivating employees to do an e&cellent %ob. Stress ( When negative stress is continuously high, %ob satisfaction is low. "obs are more stressful when it interferes with the employees$ personal lives. Wor& Standards ( :mployees are more satisfied when their entire work group takes pride in the 8uality of its work. Ade21ate A1thorit$ ( :mployees are more satisfied when they have ade8uate freedom and authority to do their %obs. 3air Rewards ( :mployees are more satisfied when they feel they are rewarded for the work they do.