Psychological Principles in the Workplace

Psychological Principles in the Workplace
Angalia Durio-McLeod
COM/600 MSBM1 GDS86
May 4, 2015
Erin Cobb

Introduction

Managers and leaders are often required to manage feelings and behaviors of their subordinates. Supervisors that effectively apply psychological principles of leadership, motivation, and communication, are able to obtain excellence in the workplace (American Psychological Association, 2002). The use of psychological principles in the workplace is needed for many reasons. The intentions of this paper is to convey to the reader the importance and research involved in the use of psychological principles by managers, leaders, and supervisors in the workplace. This study has proven to this student that application of psychological principles by managers, leaders, and supervisors will enhance outcomes, solve problems, and help managers and leaders to understand the need for self- identity and control, to train, and supervise with the desire and individuality to obtain goals in the workplace using these principles.

Psychological Principles in the Workplace
Enfaces of psychological principles are being used in a variety of fields. They are based on the concepts of stimulation, socialization, identity and control. To explain, stimulation can be a useful method in helping promote creativity which leads to productivity. This method is useful in a work-group. In addition, the social capability of an individual to apply cognitive skills that affect workplace applications and the degrees of interaction that take place in individual settings as well. In fact, psychological principles that enhance outcomes and help to solve problems in today’s workplace are commonly known in the research of cognitive science. This method is proving to be useful as an interdisciplinary to study perception and learning which when demonstrated in workplace environments displays the affect of the attitude and behavior associated with how one identifies them self in the workplace environment.
The idea of awareness of self worth, team efforts, and collaboration of supervisory abilities helps to control behaviors in the workplace that may otherwise be a problem. For example, if one sees themselves as useful and necessary to the productivity and success of the company, it is easier for them to produce a level of work related activity that will generate the atmosphere of positive work relations. Casper explains that the understanding of psychological principles and how they can be used can promote high performance in the workplace (2007).
The Applied Science of Psychology in an industrialized and organizational environment explains competencies to manage employees (American Psychological Association, 2010). Success is tied to a business’ ability to identify and resolve workplace issues. Profitability is often dependent on multiple factors: good product, teams that communicate well; and employees who are motivated. The good practice of psychology in leadership is the ability to seek out principles that aid the use of persuasive skills for resolving conflict. Equally as important, the ability as a leader to motivate, to sharpen communication skills, to negotiate well with others, and to promote the use of creativity in the workplace is the proactive measurement needed for the achievement of the desired results called success. The ability to practice psychological principles in the workplace is very important (Brutus, Gill, & Duniewicz, 2010). It is effective to be able to identify, train, and develop the needs that help optimize the quality of work life. Swanson published an article which explains the core belief of human resource development is in organizations that are made up of human- made entities that rely on human expertise in order to establish and achieve goals (2001). The article describes the use of psychological principles as it revolves around the mental processes of humans and the determinants of human behavior.
Conclusion
This learner understood the findings of this research in the simple terms of cause and effect. The role of the supervisors, managers, and leaders in today’s workplace is to supervise, manage, and lead the employees of the company or organization as the cause and with a mind leaning toward the objectivity of success as the effect. To add, the psychological principles studied suggest the cognitive behavior of humans engage the self of will, the self- desire, and self- motivation as to the components of mental abilities, emotional abilities, and self-concepts. It is explained by an article written (Judge, Erez, & Bono, 1998) explaining most managers would agree that positivity is something they value in employees, and in selecting certain studies reveal that there is a relationship between positivity and job performance. Managers, leaders, and supervisors that possess the personality traits of positive- self, core self- evaluations, generalized self- efficiency, practice of control, and emotional stability when linked to job performance brings about the elements of psychological principles at practice to produce the excellence in the workplace. It is evident that applied psychology in the form of psychological principles used in the workplace by managers, leaders, and supervisors enhance outcomes and solve problems that in-turn has effects in the real-world and everyday life situations of employees. It is peaceful to the mind of the employee that has a great supervisor. The manager with the skills that create the atmosphere of excellence is appreciated. The supervisor who solves work related issues, who is thoughtful, inviting, and productive, is described to the public eye as great. It is concluded by this learner that the use of psychological principles in the workplace is needed today.

References

American Psychological Association. (2002). Ethical principles of psychologists and code of conduct. Washington, DC: Author. Retrieved from www.apa.org/ethics/code2002.html
American Psychological Association. (2010). Ethical principles of psychologists and code of conduct. (2010) Amendments. Retrieved from http://www.apa.org/ethics/code/index.aspx
Brutus, S, Gill, H., & Duniewicz, K. (2010). State of science in industrial and organizational psychology: A review of self-reported limitations. Personnel Psychology, 63(4), 907-936.
Casper, W. J., Eby, L. T., Bordeaux, C., Lockwood, A., & Lambert, D. (2007). A review of research methods in IO/OB work-family research. Journal of Applied Psychology, 92(1), 28-43.
Swanson, R.A. (2001). Human resource development and its underlying theory. Human Resource Development International. 4(3) pp. 299-312.
Judge, T. A., Erez, A., & Bono, J. E. (1998). The power of being positive: The relationship between positive self-concept and job performance. Human Performance, 11, 167–187.

References: American Psychological Association. (2002). Ethical principles of psychologists and code of conduct. Washington, DC: Author. Retrieved from www.apa.org/ethics/code2002.html American Psychological Association. (2010). Ethical principles of psychologists and code of conduct. (2010) Amendments. Retrieved from http://www.apa.org/ethics/code/index.aspx Brutus, S, Gill, H., & Duniewicz, K. (2010). State of science in industrial and organizational psychology: A review of self-reported limitations. Personnel Psychology, 63(4), 907-936. Casper, W. J., Eby, L. T., Bordeaux, C., Lockwood, A., & Lambert, D. (2007). A review of research methods in IO/OB work-family research. Journal of Applied Psychology, 92(1), 28-43. Swanson, R.A. (2001). Human resource development and its underlying theory. Human Resource Development International. 4(3) pp. 299-312. Judge, T. A., Erez, A., & Bono, J. E. (1998). The power of being positive: The relationship between positive self-concept and job performance. Human Performance, 11, 167–187.