Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.

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Managerial psychology
By Dr.Mahboob Khan Phd
Managerial psychology is a sub-discipline of industrial and
organizational psychology, which focuses on the efficacy of individuals,
groups and organizations in the workplace. It's purpose is to
specifically aid managers in gaining a better understanding of the
psychological patterns common among individuals and groups within
any given organisation. Managerial psychology can be used to predict
and prevent harmful psychological patterns within the workplace and
can also be implemented to control psychological patterns among
individuals and groups in a way that will benefit the organisation long
term. (Robbins, SP et al.2010).
Managerial psychologists
If in the early stages managerial psychologists used to study the
problems of fatigue, boredom, and other working conditions that could
impede efficient work performance. More recently, their contributions
have expanded to include learning, perception, personality, emotions,
training, leadership, effectiveness, needs and motivational forces, job
satisfaction, decision-making processes, performance appraisals, attitude
measurement, employee-selection techniques, work design, and job
stress(Robbins, SP et al.2010). This means that they apply psychology
principles to the workplace and use their skills to study workplace
productivity, morale, employee screening or organizational
development. Apart from this, they can also train and screen job
applicants, assist with organizational development, and consult with
corporations on a problem-solving basis.

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Objectives
 To understand how to manage stress, change and personal problems
 To understand how to work with a diverse group of people
 To understand how to conduct conflict resolution and the importance
of effective confrontation skills
 To understand the importance of ethics in the workplace
 To identify effective leadership styles and the importance of
leadership and what make someone a successful leader
 To learn how to identify skills, motivate, develop and persuade
others.
Personality, motivation and job satisfaction
Herzberg et al.’s (1959) seminal two-factor theory of motivation
theorized that satisfaction and dissatisfaction were not two opposite
extremes of the same sequence, but two separate entities caused by quite
different facets of work – these were labelled as “hygiene factors” and
“motivators”. Hygiene factors are characterized as extrinsic components
of job design that contribute to employee dissatisfaction if they are not
met. Examples include: supervision, working conditions, company
policies, salary, and relations with co-workers. Motivators, however, are
intrinsic to the job itself and include aspects such as achievement,
development, responsibility and recognition. On the other hand, intrinsic
factors have long been acknowledged as important determinants of
motivation. There is a longstanding debate as to whether hygiene factors
really contribute to job satisfaction (Furnham et al., 1999; Warr, 1987).
Most job satisfaction and motivation research literature is concerned
with organisational or situational predictors (such as pay and
supervision) (Locke, 1976) while neglecting individual differences
(Staw and Ross, 1985). O’Reilly et al. (1980) discovered that
individuals’ significantly differ in the way they perceive their jobs, even
if the job description and the tasks they had to perform remained

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constant, thus suggesting that some individual differences must have an
effect on work attitudes.
Staw et al. (1986) argued that individual disposition may have a
profound influence over how the working world is perceived (i.e. what is
important to the individual), and this is likely to affect the type of jobs
that are sought.
The ten item personality inventory
It was first introduced in Gosling et al., (2003) and the ten items of this
measure are scored using a seven-point scale, with two statements (one
reversed) used to measure each personality variable. The authors report
extensive data showing good reliability and validity of this instrument.
The work values questionnaire (WVQ)
This inventory introduced in Furnham et al., (2005) consists of 37 items
and requires individuals to report the extent to which intrinsic
(e.g.responsibility and personal growth) and extrinsic (e.g. pay and
benefits) components are important to them on a six-point scale. The
WVQ is a revised version of Mantech’s(1983) questionnaire. Previous
studies have indicated that between two and four factors tend to be
extracted, and that these often correspond to Herzberg et al.’s (1959)
hygiene and motivator factors .
The job satisfaction scale
This scale introduced in Warr et al., (1979) consists of 15 items, seven
of which measure intrinsic satisfaction, whilst the remaining eight
measure extrinsic job satisfaction. Responses are given on a seven-point
scale and can be summed to create and overall satisfaction score as well
as an intrinsic and extrinsic value.
Experiment on personality, motivation and job satisfaction
In a recent issue of Journal of Managerial Psychology published in 2009
is presented an experiment with 202 full-time employees (81 males,

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mean age=38.3 and 121 females, mean age= 28.4) working in very
different jobs in the retail, manufacturing and healthcare to investigate
the extent to which personality and demographic factors explain
variance in motivation and job satisfaction as defined by Herzberg et
al.’s (1959) two-factor theory. Every person was given 3 questionnaires
( The ten item personality inventory, The work values questionnaire
(WVQ), The job satisfaction scale) and had to complete them via a
website.
As predicted, personality and demographic variables were significant
correlates of the extracted factors, accounting for between 9 and 15.2 per
cent of the variance. Similarly, personality and demographic variables
were also significantly related to all three job satisfaction scores and
accounted for between 10.5 and 12.7 per cent of the variance. As
expected, conscientiousness was a significant correlate of job
satisfaction scores in both correlational and regressional analyses.
Contrary to expectations, age, job tenure and years working full-time
were not significantly related to job satisfaction scores; however, in line
with predictions and the two-factor theory, job status was significantly
associated with these scores.
Negative relationships were observed between the security and
conditions factor and job status, as well as years in full-time
employment. These results suggest that individuals with low job status
(e.g. graduate positions and non-managerial roles) are more concerned
with working conditions and clarity in their work than those of a higher
status and individuals who have been working for longer periods.
These results further validate the contention that work attitudes are not
the product of situational factors alone, and that both literature and
organisations should further investigate the variables that contribute to
these values with the intention of increasing job satisfaction and
performance, through effective selection methods and pervasive job
interventions.

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Tools used by managerial psychologists
Maslow's Hierarchy of Needs
Abraham Maslow's Hierarchy of Needs
Abraham Maslow developed the Hierarchy of Needs model in 1940-50s
USA, and the Hierarchy of Needs theory remains valid today for
understanding human motivation, management training, and personal
development. Indeed, Maslow's ideas surrounding the Hierarchy of
Needs concerning the responsibility of employers to provide a
workplace environment that encourages and enables employees to fulfill
their own unique potential (self-actualization) are today more relevant
than ever.
While Maslow referred to various additional aspects of motivation, he
expressed the Hierarchy of Needs in these five clear stages.
1. Biological and Physiological needs - air, food, drink, shelter,
warmth, sex, sleep, etc.

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2. Safety needs - protection from elements, security, order, law, limits,
stability, etc.
3. Belongingness and Love needs - work group, family, affection,
relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence,
status, dominance, prestige, managerial responsibility, etc.
5. Self-Actualization needs - realising personal potential, self-
fulfillment, seeking personal growth and peak experiences.
Douglas McGregor's XY Theory
Douglas McGregor, an American social psychologist, proposed his
famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'.
Theory x and theory y are still referred to commonly in the field of
management and motivation. McGregor's ideas suggest that there are
two fundamental approaches to managing people. Many managers tend
towards theory x, and generally get poor results. Enlightened managers
use theory y, which produces better performance and results, and allows
people to grow and develop.

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XY Theory
Theory x ('authoritarian management' style)
 The average person dislikes work and will avoid it he/she can.
 Therefore, most people must be forced with the threat of punishment
to work towards organisational objectives.
 The average person prefers to be directed; to avoid responsibility; is
relatively unambitious, and wants security above all else.
Theory y ('participative management' style)
 Effort in work is as natural as work and play.
 People will apply self-control and self-direction in the pursuit of
organisational objectives, without external control or the threat of
punishment.

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 Commitment to objectives is a function of rewards associated with
their achievement.
 People usually accept and often seek responsibility.
 The capacity to use a high degree of imagination, ingenuity and
creativity in solving organisational problems is widely, not narrowly,
distributed in the population.
 In industry the intellectual potential of the average person is only
partly utilised.
Human Motivation Theory
McClelland's Human Motivation Theory
David McClelland in his 1961 book, "The Achieving Society " identified
three motivators that he believed we all have: a need for achievement, a
need for affiliation, and a need for power. People will have different
characteristics depending on their dominant motivator. According to

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McClelland, these motivators are learned (which is why this theory is
sometimes called the Learned Needs Theory).
McClelland says that, regardless of our gender, culture, or age, we all
have three motivating drivers, and one of these will be our dominant
motivating driver. This dominant motivator is largely dependent on our
culture and life experiences.
Achievement
People motivated by achievement need challenging, but not impossible,
projects. People motivated by achievement work very effectively either
alone or with other high achievers.
When providing feedback, give achievers a fair and balanced appraisal.
They want to know what they're doing right – and wrong – so that they
can improve.
Affiliation
People motivated by affiliation work best in a group environment, so try
to integrate them with a team (versus working alone) whenever possible.
They also don't like uncertainty and risk. Therefore, when assigning
projects or tasks, save the risky ones for other people.
When providing feedback to these people, be personal. It's still
important to give balanced feedback, but if you start your appraisal by
emphasizing their good working relationship and your trust in them,
they'll likely be more open to what you say. Remember that these people
often don't want to stand out, so it might be best to praise them in private
rather than in front of others.
Power
Those with a high need for power work best when they're in charge.
Because they enjoy competition, they do well with goal-oriented
projects or tasks. They may also be very effective in negotiations or in
situations in which another party must be convinced of an idea or goal.
When providing feedback, be direct with these team members. And keep
them motivated by helping them further their career goals.

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Butter up your boss — without being obvious
No one likes a co-worker who fawns over the boss, kisses up to
superiors and goes into hysterics every time the CEO tells a joke.
Obvious brown-nosing can kill your reputation in the office. Looking
good in the boss' eyes without losing your co-workers' respect requires a
mix of quality work, communication and a smidgen of subtle kissing-up.
Begin by doing your job to the best of your ability.
I favors employees who do what they're paid to do. "Do
your work consistently," "Boring but true."
Even better, go above and beyond your basic job
description. "Figure out what your boss wants and do
it," I think.
Make your boss look good.
Never forget that your boss also has to do a bit of
brown-nosing to his or her supervisors.
"The bottom line in any employer/employee relationship
is that the manager wants to look good," "If you can
make your manager look good, you'll look good. That
can be done in subtle ways so you don't look like an
obvious 'brown-noser.'"
"Never criticize your manager to others, no matter how
incompetent he or she may be. The consequences could
be more negative to you than your boss,"I think.
And never show up or correct your boss when others are
around. Do not strive to look good at the expense of
your supervisor.

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Be a resource.
Make yourself indispensable by collecting pertinent
knowledge. Research more than you need to so you will
have information when it is needed. Keep him or her
updated on industry events and other news.
Figure out what projects are making your boss' life more
difficult and volunteer to help, , "Pay attention to time-
consuming projects that aggravate your boss, and come
up with creative solutions to those projects,"I think.
When extra projects come around, volunteer if you have
the time. "Be useful," .Volunteer to take on projects to
lessen your boss's load." Your boss will appreciate your
efforts.
Ask intelligent questions.
If you are interested in your work, your supervisor
probably will catch on to your enthusiasm.
"Ask questions following meetings — let them know
you are interested and, more importantly, that you were
listening," But before you start firing at random, make
sure your questions add something to the discussion.
"Ask questions, but only those that have meaning for
you, or you risk seeming inauthentic," Seek advice and
feedback.
Make sure your boss knows you're willing to improve
and are interested in the intricacies of your job. Key
questions for your boss: How can I improve? How can I
get ahead? What can I do to make your job easier?

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Ask for advice on your daily duties or the long-term
projects you're tackling. Your boss can be a good
resource; he or she probably has encountered a similar
situation. If you listen to your boss, you might learn
something from his or her experiences.
"The ultimate compliment is to ask for your boss'
advice," Be nice to everyone in the office.
Less experienced brown-nosers may be nice to the VIPs
and ignore the little people, but that's the worst way to
go about ingratiating yourself within the office.
Always give credit where credit is due. If you're
contributing to the company's goodwill, you're going
beyond just brown-nosing. Everyone wants to feel as if
the job he is doing is important. Keeping up morale
around the office by getting to know everyone in the
office will help you in the long run.
"Never put others down, because you never know who
your next boss will be,"I think.
Keep in touch.
Communication is one of the most important factors in
establishing a good relationship with your supervisor.
"Let your boss know what you are doing," .Many people
make the false assumption that they know what you are
doing. Copy them on e-mails, and make sure they get
copies of your work."
Writing a brief weekly summary of the projects you're
working on and what you've accomplished can be a
great way to showcase your successes.

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If you stay on your boss' radar, you'll be difficult to
forget.
"Leave brief and insightful messages on their voice mail
early in the morning or after the day is over," Wong
says. "You will be the first person on their mind each
day that you do."
Hold on to your integrity.
When it comes to lauding your boss, keep it specific and
sincere, ."You don't want to tell your boss: 'You are the
best boss a person could ever have.' It makes everyone
want to gag because it's not believable," .Doing
something with the sole purpose of inflating the boss's
ego will backfire; most people see through those who
are insincere,".
Though there's nothing wrong with a healthy dose of
seeking favor with your boss, how you curry that favor
can determine whether you move ahead in the company
— and whether you've earned the respect of your boss
and co-workers.