Pyschology

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Unit4Assignment1.docx

Running head: EMPLOYEE WORK BEHAVIOR 1

EMPLOYEE WORK BEHAVIOR 6

Capella University

Course: Psy7868 Qual Design and analysis

Unit 4 Assignment 1

Instructor: Rosanne Roberts

February 10, 2020

Employee Work Behavior

Psychologist have conducted numerous studies regarding employee work behavior. Such studies have been geared at assisting managers in shaping employee behaviors in ways that maximize their productivity. Employee behavior is shaped by attitudes, cultural norms and the quality of work interactions. Employee behavioral studies are consequential in understanding the underlying motivations of workers in a work environment. There is a direct correlation between employee and organization behavior. This partly explains why I selected the topic.

Behavioral psychologists agree that the productivity of entity is premised on the staff behavior. Highly motivated employees tend to exhibit a positive behavior regarding the trajectory of an enterprise. However, psychologists generally disagree on ideal methods of inculcating positive behavior in a work setting. For instance, Abraham Maslow stipulates that business enterprises can positively shape the behavior of their employees by catering for their needs (Neher, 2017). Maslow argued that employees are mainly motivated to seek for job opportunities in order to satisfy necessities like food, security and shelter. An enterprise that adequately meets employee concerns in this arena will have motivated employees who exemplify positive work etiquette. The growing trend towards workaholism is another aspect of staff behavior that psychologists have been studying. Whereas personal attributes like a strive for greater achievement, perfectionism and motivation are responsible for the phenomenon, some studies have indicated otherwise (Andreassen & Pallesen, 2016). The tough economic environment has partially contributed to the trend. Employees are compelled to work overtime or undertake two jobs to make ends meet. This disputes the notion that workaholics are naturally born. Workaholism is an adaptive characteristic to a work environment. Workaholism is closely linked to excessive work patterns. The pattern can be attributed to the emergence of strict organization behaviors that emphasize on work quality and quantity (Kirrane, Breen & O'Connor, 2018). It is thereby common to find employees who work for long hours.

This topic aligns with my psychology specialization in many aspects. First, it provides a rationale for effective exploitation of human effort. The study of employee psychology in the execution of duties is crucial in determining whether an organization has instituted humane policies that encourage employee productivity (Bakker et al., 2013). Employees should not be mechanically exploited like machines. Secondly, employee behavioral studies are vital in explaining why some organization succeed while others fail. The secret lies on how the human resource is applied. The creativity and innovation of the employees can not be sparked in an environment where positive behavior is not inculcated (Mazzetti et al., 2016). I am convinced that the inclusion of this topic in my specialization is consequential in translating my theoretical aspects of psychology into practicality. Psychology has often been accused of laying out theoretical aspects that are unworkable in real time. That trend will definitely change by the incorporation of known aspects of employee behavior into productivity.

Qualitative investigation of this topic is vital due to the following. First, it would provide multiple perspectives that are vital in making personnel decisions. For instance, many organizations have been championing the concept of workaholism as it aligns with their profitability ambitions. What has been missing on such calibrations is the impact on the worker. Prolonged periods of working expose employees to severe stress which is not good for their wellbeing (Csikszentmihalyi, 2014). It is unfortunate that many organizations routinely sacrifice the long-term wellbeing of their employees for profitability. Secondly, the topic proves the assertion that human behavior can be positively influenced. Organizations should realize that simple complimentary actions like rewards for exceptional performance are critical in positively shaping employee behavior. Moreover, the assumption that well-paid employees are a liability to a business is wrong. Money gives employees reason to work hard.

This topic can not be adequately examined without considering its research questions. They include. First, is employee behavior a consequence of organizational policies? This is absolutely true. Employees are bound to resist policies that are detrimental to their welfare like pay cuts or unfavorable working conditions. This ultimately causes demotivation and poor employee behaviors. The reverse is true whenever favorable policies that enhance employee welfare are implemented. Secondly, is employee workaholism behavioral trait natural or manufactured? No one is born with lazy genes or inclinations (Mazzetti, Schaufeli & Guglielmi, 2014). Our perception towards work is influenced by the environment. Employees are bound to work hard whenever job specifications demand so. The major distinguishing factor is on the adaptation. Some will adapt or quit.

References

Andreassen, C. S., & Pallesen, S. (2016). Workaholism: An addiction to work. The Neuropathology of Drug Addictions and Substance Misuse.

Bakker, A. B., Demerouti, E., Oerlemans, W., & Sonnentag, S. (2013). Workaholism and daily Recovery: A day reconstruction study of leisure activities. Journal of Organizational Behavior.

Csikszentmihalyi, M. (2014). Toward a psychology of optimal experience. Flow and the foundations of positive psychology (pp. 209–226). Dordrecht, the Netherlands: Springe Netherlands.

Kirrane, M., Breen, M., & O'Connor, C. (2018). A qualitative investigation of the origins of excessive work behavior. John Wiley & Sons.

Mazzetti, G., Schaufeli, W. B., & Guglielmi, D. (2014). Are workaholics born or made? Relations of workaholic with person characteristics and overwork climate. International Journal of Stress Management.

Mazzetti, G., Schaufeli, W. B., Guglielmi, D., & Depolo, M. (2016). Overwork climate scale: Psychometric properties and relationships with working hard. Journal of Managerial Psychology.

Neher, A. (2017). Examining Maslow's theory of motivation. Journal of humanistic psychology, 31(3), 89-112.

Recovery: A day reconstruction study of leisure activities. Journal of Organizational Behavior,

34(1), 87–107. https://doi.org/10.1002/job.1796

Spurk, D., Hirschi, A., &Kauffeld, S. (2016). A new perspective on the etiology of workaholism: The role of personal and contextual career-related antecedents. Journal of Career Assessment, 24(4), 747–764. https://doi.org/10.1177/1069072715616127

Wayne, J. H., Casper, W. J., Matthews, R. A., & Allen, T. D. (2013). Family-supportive organization Perceptions and organizational commitment: The mediating role of work– family conflict and enrichment and partner attitudes. Journal of Applied Psychology, 98, 606–622. https://doi.org/10.1037/a0032491