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A 3 page paper that responds to three specific questions: how the industrial psychologist can instill motivation; how multi-tasking helps today's employee; and what kinds of organizational support structures enhance a flexible organization. Bibliography lists 4 sources.
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3 pages (~225 words per page)
File: MM12_PGorgps.RTF
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Unformatted sample text from the term paper:
dependent upon the situation and the workers. For example, giving more autonomy to information technology specialists would be a key to their motivation whereas some sort of incentive program might
be more motivational for plant floor workers, e.g., working on an assembly-type line. Another motivational approach for employees who do the same thing over and over again is to redesign
the job in some way or to cross-train them for another job. It is rather like situational management where the situation is analyzed including environment, what is in place,
employees and so on and then, decide which approach may work best. Psychologists know that what motivates one person will not motivate another. In fact, what inspires motivation in any
given individual will not inspire that same person in all situations. McClelland said that that the need for achievement was foremost with some people. They learn this early in
their lives and achieving something is far more motivating than any kind of extrinsic reward (Hoy, 2008). The industrial psychologist would place these kinds of people in situation where they
could succeed, perhaps setting the goal just a little hither each time so that there is a real challenge (Hoy, 2008). This approach includes placing the responsibility for what they
do and providing the employee with very clear feedback about their performance (Hoy, 2008). 2. How Multi-tasking skills help todays organization If we look at the rest of the
industrialized world, we will clearly conclude that America is going in the wrong direction. Multi-tasking will most certainly lead to delays and errors ... and also heart attacks and death.
Goldratt offered what he called a Theory of Constraints, which basically means that the more projects or tasks you take on at the same time, the longer each one will
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