The Need to Belong

1
The Need to Belong

• Ubuntu my humanity is caught up, is
  inextricably bound up, in yours.

2
Evolutionary roots

• Simply its how we survived

3
What was your most satisfying moment in the past
week?

• Did it impact your self-esteem? Was it impacted
  by belongingness? Community?
• Need to belong runs deeper than most other needs
• When our need for relatedness is balanced with
  autonomy and competence that is where
  well-being comes from

4
Why?

• When we feel accepted, self-esteem is high
• Much of our social behavior is based on inclusion
• Think of what it means to make new friends what
  is the hope of your first impression?

5
Sexual Motivation and the need to belong

• Both have light and dark sides
• Sex love and exploitation
• we families, friendships, teams and gangs,
  nationalism, ethnocentrism

6
Pain of ostracism

• Ostracism social exclusion
• Based in punishment how?
• What is the goal of ostracism?
• What examples do you have from your life of
  ostracism?

7

• TO LIVE IS TO WORK
• Think What is often the first question that is
  asked of you or that you would think to ask
  someone?

8
Framing concepts

• What is the difference among a job, a career, or
  a calling?
• Flow experiences that boost our sense of
  self-esteem, competence, and well-being

9
Yerkes-Dodson Law
10
Industrial-organizational psychology

• What is the psychological work contract?
• Set of mutual obligations between worker and
  employer
• Industrial-Organizational (I/O) Psychology
  applying psychological concepts to the workplace

11
I/Os subfields

• Human factors psychology explores how machines
  and environments can be optimally designed to fit
  human abilities
• Personnel psychology methods and principles to
  selecting and evaluating workers
• Matches people with jobs, placing well-suited
  candidates
• Organizational psychology how work environments
  and management styles influence worker
  motivation, satisfaction, and productivity
• Modify jobs and supervision in ways that boost
  morale and productivity

12
The Interview

• How is it that interviewers can somehow feel
  confident in their abilities to predict long-term
  job performance in one conversation?
• Well, simply put they cant

13
Interviewer Illusion

• People who conduct interviews (not those seeking
  the job) often time are overconfident in their
  ability to select workers
• I dont need to do background checks because I
  am THAT amazing at asking generic questions.

14
How does it work?

1. Interviews disclose the interviewees good
   intentions WAY less revealing than actual
   behaviors
2. Interviewers more often follow the successful
   careers of those they have hired than the
   successful careers of those they have rejected or
   lost track of no reality check
3. Interviewers assume that what they see is what
   they get how does the interviewees need to
   belong impact the interview?
4. Interviewers preconception and moods color how
   they perceive interviewees responses Do I like
   you or will you be good at the job?

15
So how do we avoid interviewer illusion?

• Structured interview (Tell me about a time you
  were caught with too much to do and too little
  time.)
• Vs.
• Unstructured interview (How organized are you?)
• What difference do you see?

16
Is this a good fit?
17
Personnel psychology and appraising performance

• Performance appraisal is key to any occupation
  whether employee or management
• Feedback affirms workers strengths and helps
  motivate needed improvements

18
Organizational Psychology and Achievement
Motivation

• Achievement motivation desire for significant
  accomplishment, mastering skills and ideas,
  control, or for rapidly attaining a high standard
• Why do you want to be good at anything?
• Why would you dedicate hours to anything?

19
Think

• When was the last time you worked incredibly hard
  at something?
• Why?
• What did it feel like when it was over?
• Were you satisfied? Did you take pride? Did you
  continue to work hard?
• What was that feeling called?

20
Leadership

• Task leadership goal-oriented leadership that
  sets standards, organizes work and focuses
  attention on goals
• Social leadership teambuilding and support

21
Practice Question 1

• Which of the following would an
  industrial-organizational psychologist be LEAST
  likely to study?
• Managerial skills
• Employee motivation
• Job satisfaction
• Corporate profitability
• Pay incentive programs

22
Practice Question 2

• Which of the following would fall within the
  realm of human factors psychology?
• Developing hiring procedures that enable
  businesses to hire the right person for the a job
• Applying successful motivational techniques in
  the workplace
• Focusing on workers rights to a safe work
  environment
• Researching the fairest way for management and
  labor to negotiate contracts
• Designing controls for a machine that allow
  people to operate it efficiently and safely