20. Psychological problems of personality in professional activity

Installations associated with the work - the attitude of employees to their work and their organizations; role of managing impressions in the interview process when hiring.

Installations in relation to a profession or job are referred to as job satisfaction .

Indicates a measurement of reactions ranging from very positive (high job satisfaction) to very negative (low job satisfaction or high dissatisfaction).

Attitude to the company in which the person works is a commitment to the organization , an indicator of how much a person identifies with his company and how great his desire is to continue working in it.

Factors affecting job satisfaction.

High job satisfaction can be associated with cognitive dissonance .

Since most people are aware of the fact that it is necessary to continue working and that when changing jobs, considerable effort is often expended (this is even associated with a certain risk), the statement of dissatisfaction with the existing work usually creates dissonance.

To avoid or reduce the impact of such reactions, many people report a relatively high level of job satisfaction and can begin to believe their own estimates.

Factors affecting the attitude to work.

There are two groups of factors: organizational factors related to the company's traditions or the working conditions it provides, and personal factors related to the personal characteristics of working people.

Organizational factors:

1) the system of remuneration of the company - remuneration, promotion and other rewards.

Justice for most people is extremely important, it is fully involved in the operation of the system of remuneration associated with work;

2) perceived quality of leadership - the degree of confidence of workers and employees that their superiors are competent, care about the interests of their subordinates and treat them with respect;

3) the degree of people's participation in making important decisions.

The nature of the profession itself plays an important role in job satisfaction.

People who are forced to perform boring, monotonous work, report a much lower level of satisfaction than those whose work is associated with a certain degree of diversity.

Repetitive work and work with incomplete workloads — professions that do not provide people with full-time employment or fall below their abilities can cause a feeling of monotony, which in turn can produce low job satisfaction, psychological stress, and even physical illness.

Personality factors affecting job satisfaction. Job satisfaction is also associated with the status and work experience.

The higher the status of a person in the company, the higher the job satisfaction.

The longer a person is at this job, the greater his satisfaction with it.

The greater the degree of compliance of the work with the interests of the person, the greater his satisfaction.

Job satisfaction is associated with people's satisfaction with life in general.

A job interview suggests what needs to be done to look good in front of the interviewer.

Efforts to make a good impression on others are known as managing impressions (self-presentation).

Managing impressions are present in two categories: strengthening one’s own position — trying to maintain our own image and strengthening one’s position — trying to make the person we are interested in feel comfortable in our presence.

One of the most important situations in which methods of creating first impressions are often used, thanks to which people can look better in the eyes of those they meet for the first time, is an interview when hiring , interviews that are held by organizations for candidates for various positions with the aim of choose the best.

Starting from the research of the first impression and the management of impressions, psychologists studied the processes that arise during interviews for hiring.

As a result, it was found that the evaluation of candidates by the person conducting the interview is influenced by various factors that should not play a role in the selection of employees, such as:

1) the physical appearance, appearance of the candidates;

2) the mood of the person conducting the interview;

3) many methods of managing impressions that can be used with various success by candidates.

Since interviews remain one of the most widely used procedures in selecting candidates for a position, these results are important.

Appearance of candidates. Appearance really matters when forming the first impression.

Such beliefs are justified: when evaluating candidates, interviewers are sometimes influenced by the appearance of the applicant and factors related to her.

In addition, interviewers often give higher marks to candidates who send positive non-verbal signals — smiling, nodding their head, often leaning forward during an interview.

Thus, the results of the interview are often influenced by the appearance of the candidate, which can be easily controlled.

More anxious is the fact that such factors are exerted by factors over which people have relatively weak control, such as sex and fullness.

The strong influence of the latter factor was clearly demonstrated in an experiment conducted by PF. Pinjitor and her colleagues.

In the studies, three factors systematically varied:

1) the nature of the work;

2) the gender of the candidate;

3) the weight of the candidate.

The results show that the prejudice against too full candidates really exists, and this prejudice is especially strong against women.

This data only underscores the conclusion: people are definitely not the ideal machines for processing information that operate only on the basis of logical thinking.

On the contrary, our social judgments are often influenced by factors that, with which everyone can easily agree, should not play a role in decision-making.

People working in the same organization are interdependent . Cooperation - working together to achieve various benefits, the dominant type of interaction in the workplace.

It is not always so.

Individuals and groups often come into conflict - they work against each other, trying to interfere with each other’s interests.

In surveys conducted in various organizations, the managers of these companies reported that they spend more than 20% of their time resolving conflicts and their consequences.

Insults, the desire for revenge and other unpleasant consequences of violent conflicts can persist for months or years, causing damage to both individuals and entire organizations.

As you understand, conflicts are directly related to aggression .

These concepts are not identical.

Aggression means intentional attempts to harm one or more people, conflict is defined as behavior resulting from sensations:

1) own interests and the interests of another person are incompatible;

2) another person is going to prevent (or has already prevented) the interests of the perceiving person.

These sensations give rise to aggressive actions, but can lead to actions that are not aggressive in nature.

Causes of conflict in the workplace: organizational and interpersonal.

The organizational causes of the conflict are the reasons related to the structure and functioning of their companies.

Interpersonal factors are factors related to people, their social relationships, and what they think about other people.

Strategies for behavior in conflict: opposing models, main dimensions.

Most people follow one of the schemes: rivalry - the desire to get as much as possible for themselves or their group; compromise - the willingness to share everything equally; reconciliation - the desire to surrender and allow others to get all the benefits; evasion - the desire to avoid conflict by any means, including withdrawal from the situation, cooperation - an attempt to maximize the overall gain.

Methods to reduce the ill effects of conflict.

Conflict is often costly for both people and organizations.

Its consequences are not always negative, sometimes conflict causes both parties to consider problems more carefully and, as a result, to find better solutions.

In many cases, conflict is destructive and gives rise to negative consequences.

Various procedures have been developed to achieve this goal, and some of them are based on methods and discoveries of social psychology.

The most widely used procedure for resolving conflicts and preventing their adverse effects is negotiation .

In the process of negotiations, the opposing parties exchange proposals, counter-proposals and concessions, either directly or through their representatives.

If the process is successful, a solution is developed that is acceptable to both parties, and the conflict is exhausted.

The second important method of conflict resolution relies mainly on socio-psychological principles.

It involves addressing shared goals - goals shared by both parties.