Every individual’s behaviour is argued to be heavily influence by the social environment in which they are in (Aronson, Wilkinson & Akert, 2007). Social influence is defined as a change in attitude or behaviour as a result of influence by another individual or group (Raven, 1964). The use of social influence in the work place can have encouraging results such that individuals and groups work in the best interests of their workplace with higher levels of job satisfaction. Humans have been shown to be influenced by, and have the ability to influence other individuals repeatedly (Milgram, 1963; Wolfson, 2005; Barroque, 2006). Falbo and Peplau (1980) found thirteen strategies that individuals can employ to influence their partner into doing what they want.
How do self-concept and personality variables affect motivation and ability to manage others or to be managed effectively in workplace? 2. What insights have been gained on valuing diversity and how this knowledge influence values, attitudes and motivation in the workplace? 3. Which values and attitudes have significant effects on job satisfaction, organizational commitment and job involvement?
Examining the relationship between identity and social class Social class is the way in which society categorizes itself into different forms of genre. Social class refers to the status in which a person is given in society. Strictly speaking it is measured by how much wealth you have. Being born into a wealthier family will mean you start life in a higher class. If you are born into a poorer family you would have to work your way up the classes through employment.
Allport, in an attempt to define social psychology said it scientifically tried to explain the cognitions of the individual (for example behaviours) and how they are “influenced by the actual, imagined or implied presence of human beings” (Allport, 1954). In this essay I intend to start with writing about a few different social psychologists and a couple of famous studies to give a bit of background, before the crisis in social psychology. I then aim to develop this into showing what brought about the crisis - its contributions; I will address the various critiques of early experimental social psychology. After the contributions I will write about what happen after the “crisis” and assess if it had a big outcome on the discipline of social psychology. Social psychology has in roots in the beginning of the 20th century in America.
Cultural diversity is especially common in today’s business environment. What communication strategies would you implement as manager to take advantage of this? Culture is behavior and beliefs characteristic of a particular social, ethnic or age group, hence cultural diversity speaks to multiply behavior and beliefs. Culture is multiply layered. The first layer of the Organisation speaks to issues such as * Union Affiliation, * Management status, * Staff seniority The Second layer deals with * Geographic location * Work experience of employees * Religious background of the workers The third layers captures * Age * Gender * Ethnicity * Sexual Orientation Each person brings a different flavor to the Organisation and if managed properly can be beneficial to the Organisation.
The effect was first described in the 1950s by researcher Henry A. Landsberger during his analysis of experiments conducted during the 1920s and 1930s at the Hawthorne works electric company. The electric company had commissioned research to determine if there was a relationship between productivity and work environment. The Hawthorne Effect is significant due to the underlining fact that it brings out the faults of an organization during the test and giving the reader the conclusion that human behavior is affected by supervision in all aspects of life especially in the workplace. Many types of research use human research subjects, and the Hawthorne effect is an unavoidable bias that the researcher must try to take into account when they analyze the results. Subjects are always liable to modify behavior when they are aware that they are part of an experiment, and this is extremely difficult to quantify.
They can be effective tools to manage and develop employees. But how can performance reviews be objective when the work being performed is subjective? Some jobs are easier to measure – for example data entry, factory production, or sales representative. But other jobs are more difficult to objectively measure performance – psychologist, human resource practitioner, or President of the United States of America. The company I work for changed their performance evaluation standards recently and instead of being given a 1-5 performance ranking, we are now rated as either “perform” or “not perform”.
Identifying gaps and Recommending initiatives to support a more balanced work life culture. Overview This report has been organized depending on the factors that were considered while evaluating the effectiveness of the WLB programs at ABC Corp from least to most important. They are: Demographics, Work Location, Work hours, Job satisfaction and Importance of WLB. Background Work life balance is the minimization of conflict between work and non-work demands. Many companies now offer WLB programs as an imbalanced WLB can have a negative impact on an employee’s well- being, mental and physical health and eventually on their individual performance in the company.
Organizational culture Organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Ravasi and Schultz (2006) stated that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.
The emphasis on motivation, social interaction and group dynamics can be largely traced back to Mayo's Hawthorne studies of the 1920's (Fincham & Rhodes, 2005). It is in fact axiomatic now that knowledge of what motivates a worker is essential to sound personnel practice. Following the influential Hawthorne studies many occupational psychologists have developed their own theories on motivation within the work place. This includes Herzberg's 'Two Factor Model' (Herzberg, 1959) based upon the assumption that all individuals possess the same set of needs commonly known as content theory. Plus Vroom's 'Concept of Valence, Instrumentality and Expectancy' (Vroom, 1964) based upon process theory which emphasises the role of the individuals cognitive processes in determining his/her level of motivation.