What is work psychology? Characteristics and areas of work

Beyond the field of caring for patients with psychological problems, there are many other branches of psychology that can be applied in a wide variety of contexts. In fact, one of those who have the highest production of jobs has only an indirect connection with the world of troubles: it is the psychology of work, linked to the world of organizations and companies.

Throughout this article we will see a brief summary of what is the psychology of work (Also called “work psychology) and what are their areas of intervention.

    Features of work psychology

    As the name suggests, the psychology of work is what is responsible for studying behavior in the workplace and implementing behavior modification programs in this.

    It usually focuses on work associated with the context of professions and trades, that is, that which is divided into specialists and is part of the work trajectory of people, allowing them to obtain something in return (again that this “something” cannot be reduced to a salary or economic income).

    On the other hand, work psychology understands that work is almost always done in a social context, so that it also takes into account team dynamics, leadership processes and everything that happens within companies. and mercantile-type relationships.

    This is why this branch of psychology it overlaps a lot with the psychology of organizations, To the point that it is sometimes difficult to distinguish when one forms the same field of research and psychological intervention.

    Areas of work

    These are the main thematic areas in which the psychology of work is worked.

    1. Motivation

    Motivation is essential both in companies and in individual professional projects.

    Sometimes the idea is good, the material resources are available, the necessary knowledge is available, but the desire to participate in the work project is lacking. In such cases, a specialist must analyze the case and propose changes to generate a work context in which motivation is born it is finally starting to function properly.

    2. Leadership

    Something as simple as knowing how to lead can make a difference both in the performance achieved and in the sensations produced by working in a given institution (and, therefore, in the incentives to stay there). Therefore, work psychology is also working to suggest changes in how to communicate, manage incidents, offer incentives, lead by example, etc.

      3. Selection of personnel

      Staff selection is essential for the proper functioning of a set of workers, as some parts of the organization depend on others. This is why experts in occupational psychology can work both by performing these filtering processes and defining the work to be covered.

      4. Worker training

      Often, workers do not need to be trained in areas of specialization they already master, but in other skills which are necessary to practice well but which are not “at the heart” of what they do in the workplace. daily, which defines its place and distinguishes it from others. For example: managing emotions, learning safety protocols, communication skills, etc. To avoid decompensation in these areas, many organizations promote courses or workshops so that workers can learn and train new knowledge and skills.

      5. Performance

      This is one of the most important areas of intervention in occupational psychology: Knowing how to drive performance-enhancing programs is essential in many ways, And this can determine whether a project will be viable in the medium or long term or not.

      Incentives, equipment setup, the ability to correct workflow flaws, the extent to which workers know how to handle stress in certain situations, and even the design of workspaces and tools come into play. to work.

      6. Internal communication

      Internal communication is also part of the job, because you have to know how to coordinate and, at the same time, be clear about the general way in which you work in the entity in which you find yourself. Knowing how to create the paths taken by the flow of communication is complex, because it requires taking into account many variables, and many of them are not technical, but psychological.

      7. Work climate

      The work climate defines the type of attitudes and feelings that emerge from the work environmentAs much for the facilities in which it operates, as for the way of working and the type of people who make up the equipment. It is therefore an important factor which, in practice, is essential to the values ​​of the company.

      Are you interested in training in this area of ​​psychology?

      If you are planning to train and professionalize yourself in this area of ​​work, you might be interested in Possess a master’s degree in talent selection and management organized by the University of Malaga.

      This postgraduate training program is made up of internships in leading companies in their sector and two theoretical and practical learning blocks that can also be followed individually in postgraduate courses: University Expert in Talent Selection and University Expert in Training, personal and organizational development. In total, the entire master’s degree comprises 75 ECT credits.

      By having an educational team made up of experts from the business world and the psychology and organizations of work, it is possible in the Master to learn aspects as varied as the selection of personnel, the processes of recruitment and retention of talent in the workforce development of training plans for workers, use of new technologies in human resources, team leadership, etc. For all this, it’s no surprise that 80% of graduate students get paid extracurricular internships.

      To see more information about the Master, as well as its contact details, access this page.

      Bibliographical references:

      • Cooper, C .; Robertson, I. (2004). International Journal of Industrial and Organizational Psychology. Chichester, UK: Wiley.
      • Dierdorff, CE; Surface, EA (2008). Training Needs Assessment: Do Work Experience and Capacity Matter ?. Human Performance, 21: pages 28 to 48.
      • Dormann, C .; Zapf, D. (2002). Social stressors at work, irritation and depressive symptoms: taking into account the third variables not measured in a multi-wave study. Journal of Occupational and Organizational Psychology, 75 (1), 33-58.
      • Zedeck, S. (2010). APA Manual of Industrial and Organizational Psychology. Washington, DC: American Psychological Association.

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