Understanding+Self+and+Others

Personality -- The Big 5
"The Big Five factors and their constituent traits can be summarized as follows:


 * Openness - appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience.
 * Conscientiousness - a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior.
 * Extraversion - energy, positive emotions, urgency, and the tendency to seek stimulation in the company of others.
 * Agreeableness - a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.
 * Neuroticism - a tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability; sometimes called emotional instability." from Big Five personality traits - Wikipedia, the free encyclopedia at Tue Oct 06 2009 19:08:29 GMT-0400 (EST) on @http://en.wikipedia.org/wiki/Big_Five_personality_traits

Emotions
"An emotion is a mental and physiological state associated with a wide variety of feelings, thoughts, and behavior. Emotions are subjective experiences, often associated with mood, temperament, personality, and disposition." from Emotion - Wikipedia, the free encyclopedia at Tue Oct 06 2009 19:10:13 GMT-0400 (EST) on @http://en.wikipedia.org/wiki/Emotion

Organizational Commitment
> highlighted that commitment has a great impact on the successful > performance of an organisation. This is because a highly committed > employee will identify with the goals and values of the organization, > has a stronger desire to belong to the organization and is willing to > display greater organizational citizenship behaviour i.e., a > willingness to go over and beyond their required job duties. And if > human resources are said to be an organization‘s greatest assets, > then committed human resources should be regarded as an > organisation‘s competitive advantage." from What is Organizational commitment, why should managers want it in their workforce and is there any cost effective way to secure at Tue Oct 06 2009 19:22:49 GMT-0400 (EST) on @http://74.125.93.132/search?q=cache:tvtGnWizbvoJ:www.swissmc.ch/Media/Ranya_Nehmeh_working_paper_05-2009.pdf+what+is+organizational+commitment&cd=4&hl=en&ct=clnk&gl=us&client=firefox-a
 * "Organizational Commitment is highly valuable. Studies have

Job Satisfaction
> > * Bickering co-workers > * Conflict with your supervisor > * Not being appropriately paid for what you do > * Not having the necessary equipment or resources to succeed > * Lack of opportunities for promotion > * Having little or no say in decisions that affect you > * Fear of losing your job > * Work that you find boring or overly routine > * Work that doesn't tap into your education, skills or interests" from Job satisfaction: Strategies to make work more gratifying: In Depth - MayoClinic.com at Tue Oct 06 2009 19:24:30 GMT-0400 (EST) on @http://www.mayoclinic.com/health/job-satisfaction/WL00051
 * "Reasons why you may have lost job satisfaction can include:

"COMMON PERCEPTUAL ERRORS THAT DISTORT VISION/INTERACTION
1. Stereotype


 * * individual is as unique as fingerprint
 * * lumping together leads to incorrect judgment
 * * eg."men lack feelings" "feminist hates men" " Canadians eat bacon"
 * * stereotype damages personal relationships function of stereotype-to simplify information
 * * selectivity-- we look for information to confirm stereotype

2. Self-fulfilling Prophecy

"prophecy is oftentimes the cause of events foretold"


 * you predict then behave as if true
 * eg. people don't like me--then act that way
 * can be positive self-fulfilling for +ve effect

3. Halo-effect


 * form a general impression based on 1 aspect
 * eg. John is energetic, eager and (intelligent, unintelligent)
 * you may see qualities that aren't there may ignore bad
 * are you witnessing your assumption or reality?
 * also reverse halo

4. Attribution Error
 * Do we attribute things to internal or external cause
 * Internal Bad mood--> explosive behaviour
 * external previous event--> explosive behaviour
 * Internal (traits, abilities, feelings)
 * External (situation,environment)
 * Actor/observer difference
 * exam failed actor-external ---> noise in room, bad test
 * observer-internal--> poor study skill, not smart
 * exam passed ---actor-internal observer--external
 * Be careful of self-serving bias

5. Proximity


 * physical/psychological closeness
 * from distance person may appear beautiful but closer not
 * if attitude close to own better
 * In a Movie -photographer notices lighting, angle in but a movie actor may notice acting
 * we bring our own mind set

6. Role Definition "all the world's a stage and we are merely players"
 * we have many roles: student, teacher, wife, brother, friend
 * roles affect needs, attitudes, expectations, beliefs
 * Aggressive male--> self-willed Aggressive female--> domineering, B"

from Perception and The Self Concept at Tue Oct 06 2009 19:28:43 GMT-0400 (EST) on http://webhome.idirect.com/~kehamilt/ipsyperc.html

Learning and reinforcement

 * reward and punishment -- carrot and stick -- extrinsic motivation.
 * "Social learning theory focuses on the learning that occurs within a social context. It considers that people learn from one another, including such concepts as observational learning, imitation, and modeling. Among others Albert Bandura is considered the leading proponent of this theory." from Social learning theory at Tue Oct 06 2009 19:31:51 GMT-0400 (EST) on http://teachnet.edb.utexas.edu/~lynda_abbott/Social.html
 * "Perceived self-efficacy is defined as people's beliefs about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. Self-efficacy beliefs determine how people feel, think, motivate themselves and behave. Such beliefs produce these diverse effects through four major processes. They include cognitive, motivational, affective and selection processes." from Self-efficacy defined at Tue Oct 06 2009 19:32:41 GMT-0400 (EST) on @http://www.des.emory.edu/mfp/BanEncy.html

Motivation

 * Needs hierarchy models

Maslow's hierarchy of needs
>> 2 Esteem Needs (self respect, personal worth, autonomy) >> 3 Love and Belongingness Needs (love, friendship, comradeship) >> 4 Safety Needs (security; protection from harm) >> 5 Physiological Needs (food, sleep, stimulation, activity)"
 * "1 Self Actualization Needs (full potential)
 * from Maslow's Hierarchy of Needs at Tue Oct 06 2009 19:34:22 GMT-0400 (EST) on @http://www.deepermind.com/20maslow.htm

Alderfer Existence Relatedness Growth (ERG) -- may progress out of order.
>> - Existence Needs: physiological and safety needs (such as hunger, thirst and sex)(Maslow's first two levels) >> - Relatedness Needs: social and external esteem (involvement with family, friends, co-workers and employers)(Maslow's third and fourth levels) >> - Growth Needs: internal esteem and self actualization (desires to be creative, productive and to complete meaningful tasks)(Maslow's fourth and fifth levels) >> Contrarily to Maslow's idea that access to the higher levels of his pyramid required satisfaction in the lower level needs, according to Alderfer the three ERG areas are not stepped in any way." from ERG Theory - Clayton P. Alderfer at Tue Oct 06 2009 19:36:37 GMT-0400 (EST) on @http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.html
 * "These ERG Theory categories are:

Achievement motivation model

 * "McClelland's research led him to believe that the need for achievement is a distinct human motive that can be distinguished from other needs. More important, the achievement motive can be isolated and assessed in any group." from David McClelland's research into achievement motivation at Tue Oct 06 2009 19:40:52 GMT-0400 (EST) on @http://www.accel-team.com/human_relations/hrels_06_mcclelland.html

Herzberg's motivator-hygiene model -- two factor model
> - Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees." from Two Factor Theory - Herzberg, Frederick at Tue Oct 06 2009 19:44:02 GMT-0400 (EST) on @http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html
 * "- Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction.

Job characteristics model
"used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.)." from Job satisfaction - Wikipedia, the free encyclopedia at Tue Oct 06 2009 19:49:47 GMT-0400 (EST) on @http://en.wikipedia.org/wiki/Job_satisfaction

motivation through equity
"The Adams' Equity Theory model therefore extends beyond the individual self, and incorporates influence and comparison of other people's situations - for example colleagues and friends - in forming a comparative view and awareness of Equity, which commonly manifests as a sense of what is fair. When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and demotivation. The way that people measure this sense of fairness is at the heart of Equity Theory. " from adams equity theory - workplace motivational theory - how individuals measure inputs and outcomes in relation to market norms and 'referents' at Tue Oct 06 2009 19:52:03 GMT-0400 (EST) on @http://www.businessballs.com/adamsequitytheory.htm

motivation through performance expectations
"A lack of clear performance expectations is cited by readers as a key contributing factor to their happiness or unhappiness at work. In fact, in a poll about what makes a bad boss – bad, the majority of respondents said that their manager did not provide clear direction. This factor affected their sense of participation in a venture larger than themselves and their feelings of engagement, motivation, and teamwork." from Clear Performance Expectations - Clear Performance Expectations in Team Building at Tue Oct 06 2009 19:56:54 GMT-0400 (EST) on @http://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htm

goal setting theory
"In order to direct ourselves we set ourselves goals that are: If other people set us goals without our involvement, then we are much less likely to be motivated to work hard at it than if we feel we have set or directed the goal ourselves." from Goal-Setting Theory at Tue Oct 06 2009 19:57:48 GMT-0400 (EST) on @http://changingminds.org/explanations/theories/goals.htm
 * Clear (not vague) and understandable, so we know what to do and what not to do.
 * Challenging, so we will be stimulated and not be bored.
 * Achievable, so we are unlikely to fail.

Stress and Aggression

 * Type A or achievement oriented/Type B or outlook oriented
 * Sources of Stress -- workload, job conditions, role conflict and ambiguity, career development, interpersonal relations, workplace aggression, life/work conflict
 * Managing Stress -- plan ahead, exercise, nutrition, sense of humor, relaxation / work environment, job redesign, changes in deadlines and workload, flexibility, employee participation. 2
 * Workplace Aggression (Bullying, Harrassment)