Please enable JavaScript.

Coggle requires JavaScript to display documents.

Work Psychology - Coggle Diagram

- - - - Adding more challenging, vertical tasks with greater autonomy and responsibility, promoting skill development.
    - - Expanding a job with more tasks of the same complexity, increasing horizontal variety to reduce monotony without altering depth or decision-making.
  - - - Hawthorne studies: Highlighted the impact of observation on worker behavior (Hawthorne effect).
      - Sociotechnical systems theory: Advocated for autonomous workgroups to enhance productivity and well-being.
      - Likert & McGregor: Proposed Theory X (demotivated employees requiring control) and Theory Y (work as a source of satisfaction, allowing autonomy).
      - Herzberg (job enrichment): Differentiated between hygiene factors (job context, e.g., interpersonal relations) and motivators (intrinsic to the work, e.g., opportunities for success).
    - - Turner & Lawrence: Examined workers' responses to task attributes (variety, autonomy, interaction, knowledge, skill, responsibility).
    - - Hackman & Lawler (1971): Focused on the influence of job characteristics on attitudes and behavior.
      - Social information processing: Argued that social cues from coworkers, supervisors, and family shape perceptions and attitudes.
    - - Job-demands-resources model: Differentiated between job demands (leading to exhaustion) and job resources (facilitating goals, reducing demands, promoting growth).
      - Expectancy Theory (Grant, 2011): Linked variety, autonomy, task identity, and feedback to higher motivation.
    - - (Karasek et al.): Explored how job control and social support can buffer the negative effects of job demands on stress, strain, burnout, and physical illnesses
  - - - Job satisfaction
      - Growth satisfaction
      - Internal work motivation
    - - Autonomy
      - Job feedback
      - 1/3 (Task significance + Task identity + Skill variety)
    - - Employee motivation
      - Learning
      - Development
      - Performance
    - - Methodology:
        
        Three field studies
        
        Survey data & supervisor performance ratings
        
        Quasi-experiment (fundraisers interacting with scholarship beneficiaries)
        
        Three conditions (passive, active, experimental) with pre- & post-tests
        
        Randomization, multiple methods (field experiment) reducing common method bias
      - Strengths:
        
        High ecological validity
        
        Objective performance metrics
      - Limitations:
        
        Less control than lab studies
        
        Potential self-report bias
        
        Context-specificity
        
        Unclear long-term & cross-cultural generalizability
      - Results:
        
        Task significance positively impacts job performance.
        
        Primarily through relational mechanisms: Awareness of social impact, Increased prosocial motivation
        
        Employees perceiving work as beneficial are more motivated & effective (especially with direct beneficiary contact).
        
        Effects of task significance are context-dependent.
    - - Findings:
        
        Mechanistic principles decline.
        
        Job enlargement (adding tasks, combining jobs) improves motivational principles.
      - Longitudinal Quasi-experiments (clerical employees & managers)