The Applied Psychologist in Organizational Culture - Coursework Example

The Applied Psychologist in Organizational Culture This paper attempts to investigate the significance of applied Psychology in a variety of fields, particularly the role of the Applied Psychologist in organizational culture. It specifically explores the area of employee relations. Research from literature yields information that shows how the applied Psychologist works as consultant to organizations in effecting positive changes. It also discusses how the psychologist ensures the mental and emotional health of employees to ensure productivity for the whole organization. Introduction The social science of Psychology has proven to be highly relevant in today’s world. Its broad scope encompasses all areas of human behaviors in the fields of Education, Family Life and Human Development, Health, Personality, Industry, among others. In work environments, Psychology is greatly influential in determining the productivity, morale and motivation of workers. Applied psychologists have become saving factors when it comes to organizational problems. Managers and supervisors having difficulty in effecting changes in their departments call on psychologists for advice, who in turn serve as organizational development consultants. Mostly, applied psychologists help out in facilitating change in organizations, as most workers find change intimidating after settling into a comfortable work pace. Psychologists also become instrumental in resolving employer-employee conflicts that usually ensue from stressful conditions in the work environment. They draw from their knowledge and experiences in stress management, behavior modification and psychological interventions. Organizational Culture “Organizational development draws on psychology as a basic discipline, particularly social psychology (group dynamics and small group theory), clinical and counseling psychology (diagnostic and counseling methods, personality theory), and industrial psychology (attitudes and motivation).” (Friedlander, 1980) From this viewpoint, it seems that applied psychologists in organizations are indispensable professionals. They take care of keeping the work environment humane in spite of its fast-paced culture and sometimes, rather mechanized approach to productivity. Managing emotions is one aspect of developing professionalism in the workplace. It is not expected though, that workers maintain positive emotions all the time, no matter how ideal it seems. “Happiness, optimism, and mental health hold a similar place in clinical psychology and psychiatry that job satisfaction holds in I/O psychology. Yet, negative emotions (e.g., anger), mental illnesses (e.g., depression), and self-deprecating cognitions (e.g., inferiority, low self-esteem) are not always dysfunctional (Nesse, 1991; Nesse & Williams, 1995). They can serve useful, adaptive functions. For example, sadness and mild depression may motivate people to stop engaging in behaviors that cause personal losses (Nesse & Williams, 1995). Job satisfaction is the result of a variety of factors – having a dream job, harmonious work relationships, high morale in the workplace, understanding management, satisfactory compensation, among others. On the other hand, job burn-out may also be pervasive in the work environment due to stressful conditions such as meeting tight deadlines, working with difficult supervisors and co-workers, unfavorable work conditions, low compensation, etc. The applied psychologist helps out in alleviating such burn-out, and promoting job satisfaction among workers. Facilitation of Change in Organizations Organizations constantly undergo changes, especially if it is a dynamic one that goes with the call of the times. Change may be seen by top management as good, as they are the ones responsible for effecting it for the benefit of the company. However, change may draw some workers from their comfort zones, and can cause upheavals that can affect the productivity of the organization, at least, temporarily. It is at times like this when the applied psychologist is called in as a consultant to resolve conflicts. Friendlander (1980) outlines the facilitation of change in organizations that involve psychologists as consultants. Upon careful analysis of some problems with the organization heads, the consultant now digs deeper, soliciting opinions and responses from workers of interviews or questionnaires. He likewise does his own observations of the work flow to validate the problems himself. Armed with enough information, the consultant now sits down with everyone concerned for an organizational analysis and discussion. “During the feedback and discussions, the consultant may help group members become more aware of the group process by sharing observations, providing training in communication and in group functioning, or providing brief theory inputs. The diagnosis phase leads to and may include formulating plans for action. Planning includes the location or target within the organization for exploration and change, the people who will participate, time schedules, criteria for accomplishment, temporary protection this effort may require to get it launched, and the expected linkages between this action effort and others in the organization.” (Friedlander, 1980). The action plan is evaluated, and findings are again shared with everyone concerned as to its success or failure. The whole cycle goes on and on until organizational development (OD) becomes a natural part of the system of changes. The sequence of contracting, diagnosis, feedback, discussion, planning, action, and evaluation is followed and gradually the OD function is "learned" and institutionalized within the organization. Friedlander specifically sequences the specific steps the applied psychologist facilitates change: “First, OD focuses on exploration and change in the person: skills, knowledge, values, work style, management style, interpersonal style, personal growth and development. Second, OD is concerned with exploring and modifying the technology of the organization—the flow, pace, complexity, and arrangement of its technical procedures and resources—and with the application of its art, craft, and skill toward some productive end. Third, OD is concerned with relationships between people, their work roles, and the task—through such efforts as job design, procedures, and definitions. A fourth concern of OD is to analyze and deal with the various pressures from and opportunities in the organizations external environment—planning, environmental forecasting, and negotiating with relevant environmental components such as suppliers, consumers, regulators, and competitors.” (Friedlander, 1980). The consultant’s skills in Psychology plays a big role in tempering personalities and creating a harmonious synchronicity between personal and professional tasks. Occupational Health In the past, there was some mental health research focused on the negative effects of hiring employees who were mentally unstable. It was believed that “workers who turned to labor unions did so not because of poor working conditions but and compensation but because of their emotional maladjustment.” (Zickar, 2003). Elton Mayo, an influential management theorist claims that the larges cause of job dissatisfaction was “mental disintegrations” and “delusions of conspiracy and lunacy” (Mayo, 1923). The history of Industrial Psychology saw research on the relationship between mental health and workplace behavior. Management used personality instruments such as the Humm-Wadsworth Temperament Scale to identify mentally unstable individuals in the hopes that labor union troubles could be avoided by screening out these undesirable employees (Wadsworth, 1939; Zickar, 2001 as cited in Zickar, 2003). More and more companies are employing psychologists for the early diagnosis and treatment of common mental health problems, often using cognitive behavior therapy (Smith, 2006). Workplace stress has gone so high that poor psychological wellbeing has increased. Generally, stress is what one feels when the demands on his life exceed his ability to meet those demands. The stressor may be external, such as the death of someone close to the individual or a sudden change in activity level. Or, it may be an internal stressor such as an illness. The term “burnout” is a relatively new term, first coined in 1974 by Herbert Freudenberger, in his book, “Burnout: The High Cost of High Achievement”. He originally defined ‘burnout’ as, “the extinction of motivation or incentive, especially where ones devotion to a cause or relationship fails to produce the desired results.” (Scott, 2007) While burnout isn’t a recognized clinical psychiatric or psychological disorder, there are some similar features between burnout and diagnosable conditions such as depression, anxiety disorders or mood disorders. In some companies, a multi-disciplinary approach is used for managed rehabilitation programmes. “In the future, occupational therapists may work more closely with OH practitioners as roles become similar in case management, while physiotherapists, psychologists and fitness coaches will all become more actively engaged in employee wellbeing.” (Smith, 2006) Psychological Interventions Although Applied Psychology has gained recognition and importance in the organizational culture, it is a young field and has not had the time to mature enough to be absolutely effective in organizational development interventions. “A perspective on applied psychology involves assumptions about systems, knowledge, and change. To the extent that a perspective is at odds with how interventions and organizations actually function, interventions are unlikely to meet expectations.” (Colarelli, 1998). Of course, applied Psychology has limited power in effective organizational changes, but what is stable enough to count on is its attempts to apply psychological interventions for emotionally drained employees and management. There are certain job requirements that bring much stress and feelings of ambivalence to an employee. One such factor is the adaptation of “display rules”. These are behaviors that are employed to convey warmth and friendliness at all times, as in the case of a counselor. Another may be to take a placating tone and manner when servicing an angry or rude customer, as in the case of a service representative. (Wilk & Moynihan, 2005). Such display rules may be emotionally exhausting to uphold, especially if the employee does not really mean it. It is sort of hiding behind a hypocritical professional façade. “Display rules have been conceptualized not only as role requirements of particular occupational groups but also as interpersonal job demands (Diefendorff & Richard, 2003; Rafaeli & Sutton, 1987 as cited in Wilk & Moynihan, 2005). In a service context, interpersonal job demands focus on the effective interactions with clients or customers.” (Wilk & Moynihan, 2005). Add to this, the factor of adjusting to supervisors’ expectations of display rules exhibited consistently by the employees, to conform to an organizational culture that projects a friendly, happy-to-serve, humanistic atmosphere. “Emotional exhaustion results when an imbalance occurs between the emotional demands of work and the personal psychological resources available to fuel the energy to meet such demands. Thus, to the extent that the effort required depletes ones energy and emotions, the result is feelings of estrangement from self (Hochschild, 1983; Leiter, 1993) and emotional exhaustion.” (Wilk & Moynihan, 2005) Wilk and Moynihan’s study investigates applied psychology’s role in examining how supervisors, as regulators of display rules can influence the emotional exhaustion of their subordinates. The study used the intervention of the Conservation of Resources (COR), which “bridges the gap between environmental and cognitive viewpoints of causes of burnout in its explanation of individulals’ psychological reactions in stressful circumstances.” (Wilk & Moynihan, 2005). It communicates to both employees and supervisors how display rules can deplete them of their emotional resources and how it affects their work performance. Such mediation by the psychologist makes both parties aware of stressors, and think of alternative strategies on how to lessen the stress without sacrificing productivity. Basically, he teaches them to conserve their emotional and energy resources for more essential undertakings. The desired outcome of the employment of applied psychologists in organizations is the having of satisfied workers in agreeable work conditions. However, it is a reality that there will always be dissatisfied workers. “Social technologies that reduce variation in job satisfaction may also reduce the adaptive processes that accompany job dissatisfaction. Dissatisfaction motivates change. Dissatisfied workers are more likely to protest, join a union, suggest changes in work methods, or leave the organization (Hulin, 1991). These behaviors increase conflict and behavioral variation, which stimulate change and adaptation.” (Colarelli, 1998) This leads to growth, either for individual workers, of for the organization as a whole. Interventions may be introduced to stir up changes in order for the organization to grow. Conclusion Colarelli (1998) observes that “the amount of money spent on psychological interventions relative to other organizational programs is embarrassingly small. For example, American firms spend more on “coffee breaks, lunch, and other paid rest time for their employees than on formal training” (Office of Technology Assessment, 1990, p. 129). The Applied Psychologist’s role in organizational culture is valuable and must be given its due attention and priority. The demand for more psychologists is increasing in organizations due to the reality of stress-related problems at work, and adjustment to changes that are becoming second nature in various occupations in this day and age. It is vital that training should begin at student level when psychology undergrads are geared towards a career in being instrumental in the success of workers in organizations, hence, translating to success in organizations as well. References Colarelli, S.M. (1998) “Psychological interventions in organizations: An evolutionary perspective.” American Psychologist, Vol 53(9), Sep 1998. pp. 1044-1056 Diefendorff, J., & Richard, E. (2003). Antecedents and consequences of emotional display rule perceptions. Journal of Applied Psychology, 88, 284–294. Friedlander, F.,(1980) “The facilitation of change in organizations”, Professional Psychology Vol. 11, No. 3. Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. Berkeley, CA: University of California Press. Hulin, C. L. (1991). Adaptation, commitment, and persistence in organizations. In M. D.Dunnette & L. M.Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 2, pp. 445–505). Palo Alto, CA: Consulting Psychologists Press. Leiter, M. (1993). Burnout as a development process: Consideration of models. In W.Schaufeli, C.Maslack, & T.Marek (Eds.), Professional burnout: Recent developments in theory and research (pp. 237–250). Washington, DC: Taylor & Francis. Mayo, E. (1923). The irrational factor in human behavior: The ‘night-mind’ in industry. Annals of the American Academy of Political and Social Science, 110, 117–130. Nesse, R. M. (1991, November/December). What good is feeling bad?The Sciences. pp. 30–37. Nesse, R. M., & Williams, G. C. (1995). Why we get sick. New York: Vintage. Office of Technology Assessment. (1990). Worker training: Competing in the new international economy(OTA-ITE-457).Washington, DC: U.S. Government Printing Office. Rafaeli, A., & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of Management Review, 12, 23–37. Scott, E. 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