Industrial-organizational psychology studies behavior in work settings, including personnel psychology which helps with employee selection and assessment, organizational psychology which enhances the work environment, and human factors psychology. Achievement motivation, the drive to succeed, is key to performance more than innate ability. Engaged employees who are involved and satisfied in their work perform better. Effective managers harness employees' skills, set challenging goals, and choose a leadership style like task, social, or transformational leadership to motivate workers.

1. Motivation at Work
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2. Students should be able to
Discuss the importance of flow, and identify the three
subfields of industrial-organizational psychology.
Describe how personnel psychologists help
organizations with employee selection, work placement,
and performance appraisal.
Define achievement motivation, and explain why
organizations would employ an I/O psychologist to help
motivate employees and foster employee satisfaction.
Describe some effective management techniques.

3. Have you ever been so
involved in something that
you lost track of time?
What were you doing?

4. Flow
High
Challenge
Anxiety Flow
Low High
Skills Skills
Apathy Boredom
Low
Challenge

5. Nine Characteristics of Flow
Challenge-skill Concentration
balance
Sense of control
Action-awareness
Loss of self-
merging
consciousness
Clear goals
Transformation of time
Unambiguous
Autotelic experience
feedback

6. Industrial-Organization Psychology
the study of behavior in work settings.
1. Personnel Psychology
Selecting & Placing employees; Training & developing
employees; Appraising performance
2. Organizational Psychology
Developing organizations; Enhancing quality of worklife
3. Human Factors Psychology

7. Human Needs in the
Workplace

8. Achievement Motivation
The keys to achievement are drive and self-discipline,
more than natural ability and raw talent.
Angela Duckworth and Martin Seligman

9. Task Engagement
the extent to which an individual demonstrates
involvement, satisfaction, and enthusiasm in the task at
hand
In the workplace, workers are either:
Engaged
Not-engaged
Actively disengaged
Those who are engaged or associated with those who
are engaged perform markedly better

10. Keys to Managing Well
1. Harness job-relevant skills
2. Set specific, challenging goals
3. Choose an appropriate leadership style
– Task leadership sets standards, organizes work, and
focuses attention on goals
– Social leadership builds teamwork, mediates conflict,
and offers support
– Transformational leadership articulates high
standards, inspire people to share their vision, and offer
personal attention