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The following theses will be argued for: 1. Wundt's turn to psychology resulted from his view that the methodological basis of physiological brain research of the time was unsatisfactory.

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Psychology, in its attempt to solve these problems, implied a new conception of an interaction between experimental and theoretical brain research. Wundt tried to demonstrate the necessity of psychological considerations for experimental brain research. These points are discussed with reference to Wundt's treatment of the localization of functions in the brain.

According to Wundt, psychology can show, by analyzing the complex structure of intellect and will, that mental phenomena can be realized in the brain only in the form of complex interations of the elements of the brain. The results of the psychological considerations imply that a strict localizations cannot be correct; but they are also turned against the conception of a complete functional equivalence of the various parts of the cortext.

Therefore, it was decided that people with a certain profile of well-being may be analyzed in terms of their loyalty to the workplace. Possibly, an indicator of that commitment was a desire to leave the organization and a willingness to make sacrifices for its benefit in difficult situations. This study can be considered also as a test of the relevance of the questionnaire.

The assumption is that the higher the level of well-being at work the less the willingness to leave the organization and the greater the willingness to sacrifice for the good of the organization. The study was conducted among working adults. The majority were employees who do not hold an executive position 98 , 91 persons with higher education, 47 with secondary education. Respondents represented a variety of occupations.

If you had the opportunity, would you currently decide to move to another organization under the same economic conditions? If you knew that your organization was going through a serious crisis, would you make some sacrifices for its benefit e. In both cases, the answers were given on a 5-point scale, where 1- absolutely not, and 5 - certainly yes.

Inge Bergh - ISBN: 9780199048069

Mean differences between well-being profiles for willingness to leave the organization. Mean differences between well-being profiles in the willingness to make sacrifices for the organization. As these graphs show, people from both profiles with poor well-being "globally low well-being in the workplace" and "reduced well-being based on their own competences" think very similarly the difference being not statistically significant.

They have a high willingness to change jobs and are unwilling to make sacrifices for the organization. Most of the results are not surprising. People with low well-being profiles have results showing a low or even a lack of attachment to their workplace. Those with high levels of well-being are highly attached to the organization.


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The most interesting result was undoubtedly found among those with a moderate level of well-being. Taking into account the shape of the profile and the fact that the only high score in this profile refers to relationships with colleagues, it turns out that this dimension of well-being is likely to play a key role in the level of readiness to leave the organization. Possibly, good relationship with others discourage employees from taking the decision to leave. In contrast, good interpersonal relations are not enough to warrant dedication to the workplace.

It becomes evident that, despite the desire to maintain relationships with co-workers, some employees do not understand that dedication to the organization - for example in order to rescue it in times of crisis - also means rescuing these relationships. The workplace, however, seems to be seen as an autonomous entity, in which workers are not included.


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  • An interesting observation can be drawn from this study that could be useful to HR management in the workplace. This, however, is not enough when the purpose of HR is a full commitment of employee to the organization and the possibility of reliance on their employees regardless of good or bad organization condition. In this case, the aim must be to ensure that all components of well-being in the workplace are at the highest level.

    It seems that the results of this study can be linked to various psychological concepts from within the area of work well-being, and in particular to eudemonic well-being at work. The work can be seen by the employee as valuable when he can realize values important for him. It could be related with tripartite model of peoples orientations to the work as a job, career or calling Wrzesniewski In each of these work orientations an employee will be looking for some important values for him in work situation.

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    Another aspect of eudemonic well-being at work is the realization of values important for employees in the context of work. That issue was singled out in the 70s of the twentieth century. In a short time, a number of work values theories and methods to measure them were described. All these approaches, however, concern the issue of the job itself and not the organization context. A reference to the well-being in organization can be found in person-organization fit theory Kristof ; Kristof-Brown and Billsberry Especially supplementary fit highlighting the similarity between the organization and the employee in the context of realized values is associated with the concept of well-being in the workplace.

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    Another variable, which can be considered similar to the concept of well-being in the workplace is an organizational commitment Meyer and Allen One of the three components that make up this construct is affective commitment. It is most similar to the well-being in the workplace. The affective component is the emotional attachment to the organization or employee commitment and identification with it.

    Employees with a strong affective attachment continue to remain in the organization because they want to not have to. They accept it and they like it. All these variables although similar to eudemonic well-being in the workplace are not identical with it.


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    • A sense of meaning to their work seems to be the nearest concept Steger et al. Therefore, it seems that the proposed questionnaire in this article provides a unique proposal for measuring eudemonic well-being in the workplace. The new questionnaire described in the article has good psychometric characteristics. Whereas the profiles of well-being seem to differentiate employees with different attitudes towards their work. Eudemonic professional well-being is important for at least two reasons. For the employee, it may lead to numerous personal benefits.

      For the organization, it may lead to more productive employees and less employee turnover. If the prospect of eudemonic well-being concerns the meaning of work, so in quite a natural way, it should also be associated with placing goals. However, the objectives placed for employees by supervisors should take into account several principles Sirgy Firstly, eudemonic well-being of workers can be increased by providing them with goals of personal importance to them, connected with the implementation of important values or giving them a sense of self-development cf.

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      It is, therefore, a subjective value of the goal. Secondly, goals should be ambitious - not too easy, but possible to realize with an increased effort from employees. This level of ambition also demands an engagement from employees, or even flow Csikszentmihalyi The well-being of employees will also increase when they are allowed to pursue objectives that are useful to the organization.

      These are the kinds of employees the workplace can use to its own advantage.

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      This will also provide them with a precise sense of the meaning of their work cf. And finally, the organization supervisor should ensure that the employee experienced that the goal was actually achieved cf. This can be accomplished, for example, through feedback once the goal has been accomplished. It appears that well-being in the environment of the workplace in terms of eudemonia, seen from the perspective of the management of the organization, may be more important than in the hedonic approach. Note, however, that both types of well-being, according to studies Steger and Dik , are likely to be strongly inter-related.

      Naturally, there are some limitations to this study. First, the sample was not balanced in terms of some demographic characteristics. There was an overrepresentation of women, persons with high education and white-collar employees. Future research should supplement this sample with people with primary education, production workers and men. Moreover, it would be worthwhile to check the relationships between EWQQ and other well-being dimensions referring to work e.

      All the more that with five profiles the differences no longer cover all the profiles. Participation in the survey was on the voluntary basis and anonymous. Skip to main content Skip to sections. Advertisement Hide.