Workplace behaviors and the role of motivation in the work environment - Essay Example

Running head: WORKPLACE BEHAVIORS Workplace Behaviors and the Role of Motivation in the Work Environment October 20, 2008 Workplace Behaviors and the Role of Motivationin the Work Environment Work psychology can be generally described as the study of human behavior in work environments. Following World War II, work psychology was explained simply as "fitting the person to the job" and "fitting the job to the person" (Furnham, 2005). Over the years, this has evolved to become vocational/occupational psychology, organizational psychology, management and ergonomics. This is a study of how people behave individually and in groups, how leaders emerge and how "the thoughts, feelings and behaviour" of the employees are affected by the "actual, imagined or implied behaviour of others in the organization" (Furnham, 2005). The Classic Styles of Behavior Dalton (2007) identifies seven classic styles of behavior of individuals in any workplace: Commander, Drifter, Attacker, Pleaser, Performer, Avoider and Analytical. Commanders are domineering and matter of fact to the point of rudeness. Their initiative and drive might be viewed as a threat by others in the organization. They, however, have the extraordinary ability "to overcome obstacles, to implement and to achieve results" (Dalton 2007). Drifters are easygoing and impulsive. Disorganized as they are, they cannot conform to rules and routines. To make the most out of them, they have to be given short assignments on flexible schedules. They are innovative and creative and can improvise at short notice. Attackers are cynical and have a demoralizing effect on the others in the organization. This category of workers should be assigned jobs that require minimum interaction with others. However, attackers are adept at tackling unpleasant assignments and making decisions unemotionally. Pleasers are pleasant and helpful, and incapable of saying "no" to others. Hence they are unable to face conflicts and try to escape having to tackle them. They protect people, often concealing critical information, which could be detrimental to the organization. Performers are entertainers who are often the center of attraction. They have great conversational skills. Performers are ready to falsify facts to project their own importance; however, they shy from accepting any kind of serious responsibility. They have immense ability to strike new relationships. Avoiders are quiet introverts who are reluctant to take initiative and are comfortable working by themselves. They fear criticism, responsibility and accountability. They cling to the security of status quo at the cost of their own betterment. Avoiders, on the other hand, are highly reliable in that they give attention to instructions and get their jobs done "the first time, every time" (Dalton, 2007). Analyticals are cautious, hard-working and obsessed with detail. They are great sources of information; however, they always come up with a valid reason why any new idea cannot work. This hinders the efficiency of a team, especially in times of emergency. They are, however, dependable for their commitment, knowledge and farsightedness. Though human behaviors cannot be strictly categorized under these classic styles, as there can be combinations of two or more of these traits in an individual, understanding these traits can help in smoothing relationships and ensuring positive results. Perception and Conflict The individuals in a workplace, besides in their behavior, could differ in their physical appearance, their social and educational backgrounds, their skills, etc. But the most important difference that has a telling impact in any workplace could be the difference in perceptions. Perception may be defined as "the process by which an individual selects, organizes and interprets stimuli into a meaningful and coherent picture of the environment in which he lives" (Organizational Behavior, 2004). Perceptions vary even while exposed to the same stimuli depending on the needs, values and expectations of every individual. Perception, oftentimes, could also be far removed from reality. An individual's response to a situation is based on his or her perception of reality than reality itself. For example, if a manager stops at every employee's desk to chat with him or her, it could be perceived as a friendly gesture or as an attempt to spy on the employees. The factors affecting perception are the characteristics of the perceiver, those of the stimulus and the environment in which the perception occurs. They are the attitudes, motives, interests, experience and expectations of the perceiver, the reason and the motive behind the stimulus, the time when it happens or the time of perception, and the work and the social environments. Conflict occurs when differences, disagreements or oppositions of ideas occurs in a work environment. Art Bell has identified six causes and Brett Hart an additional two for conflict in workplace (Gatlin, Wysocki & Kepner, 2008). They are conflicting needs, conflicting styles, conflicting perceptions, conflicting goals, conflicting pressures and conflicting roles of individuals, and different personal values of the individuals and unpredictable policies of the company respectively. Infrequent policy changes lead to conflict due to uncertainty, ignorance and misunderstandings and misconceptions among the individuals. Finding the cause of the conflict would be the first step towards resolution of the conflict. Bias and Stereotyping Another aspect of human behavior that influences the work environment is bias, which creates distinctions among individuals or groups of individuals with regard to their professionalism, ability, integrity, competence and respect, on the basis of their gender, race, age, or even favoritism,. This discrimination can create conflicts, affect productivity and have a direct impact on the job satisfaction of the individuals. Bias leads to stereotyping of individuals. Judging an individual based on one's perception about the group to which the individual belongs is called stereotyping (Organizational Behavior, 2004). For example, it is often conveniently assumed that women cannot work long hours, that men do not prefer taking care of children, that older staff members are slow to learn new skills and that Asians are timid of taking risks. Though there are laws against taking biased actions, they are still widely prevalent in work environments. Adecco USA's Workplace Insights survey has found that age discrimination is the most prevalent form of discrimination in the workplace today, followed by discrimination against gender, race, religion and disability in the same order ("Age #1," 2008). Motivation At a workplace, an individual's performance is influenced, besides the work environment, by his or her ability and motivation. "Motivation is the set of forces that cause people to choose certain behaviors from among the many alternatives open to them" ("E-Motivation in organizations," n.d.). Motivation has a significant role to play in influencing performance and effecting productivity. Motivation can be to satisfy needs. The needs may be physiological or they may be concerning security, relationships, belongingness, self-esteem and self-actualization. Motivation can also be for achievements, accomplishments and power. Motivation takes place in many ways. According to the expectancy theory, motivation is based on how much one wants something and how likely one thinks one is likely to get it. The equity theory suggests that an individual assesses the equity or fairness of the outcome after having chosen the plan that would satisfy his or her needs ("E-Motivation in organizations," n.d.). The manager plays a very important role in employee motivation. The manager uses the incentive system of the company to motivate employees to influence their workplace behavior. "Four popular incentive systems include profit sharing, gain sharing, lump-sum bonuses, and pay for knowledge" ("E-Motivation in organizations," n.d.). Job enrichment, job redesigning and goal setting are some other methods that are made use of for motivating individuals in a work situation (Organizational Behavior, 2004). References Age #1 form of discrimination at the office (2008). Retrieved October 18, 2008, from http://www.ilcusa.org/pages/media_items/age-1-form-of-discrimination-at-the-office218.php Dalton, F. (2007). Human Resources: The seven classic types of workplace behavior. Retrieved October 17, 2008 from http://www.detroitchamber.com/detroiter/articles.aspcid=103&detcid=438 E-Motivation in organizations (n.d.). Retrieved October 19, 2008, from http://courses.washington.edu/inde495/lece.htm Furnham, A. (2005). The Psychology of Behaviour at Work: The Individual in the Organisation. Psychology Press. Gatlin, J., Wysocki, A., & Kepner, K. (2008). Understanding conflict in the workplace. Retrieved October 18, 2008, from http://edis.ifas.ufl.edu/HR024 Organizational Behavior (2004). 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