Q.1 Describe an outline study of human reactions.

Psychology is the science of behavior and mind, embracing all aspects of conscious
and unconscious experience as well as thought. It is an academic discipline and a
social science which seeks to understand individuals and groups by establishing
general principles and researching specific cases.

Types of psychology

Experimental psychology uses classic, laboratory-based, scientific methods to

study human behavior: it uses similar techniques to physics, chemistry, or
biology, often carried out in a lab, except that instead of studying light rays,
chemical reactions, or beetles, the experiments involve ourselves and other
people.
Social psychology tends to study how people behave in real-world situations
for example, how people react to advertisements, why they commit crimes, and
how we can work more efficiently in offices and factories. Social psychology
doesn't always involve experiments; it might be based on questionnaires or
observations instead.

Branches of psychology

Abnormal Psychology
Abnormal psychology is the area that looks at psychopathology and abnormal behavior.
Mental health professionals help assess, diagnose, and treat a wide variety of
psychological disorders including anxiety and depression. Counselors, clinical
psychologists, and psychotherapists often work directly in this field.

Behavioral Psychology
Behavioral psychology, also known as behaviorism, is a theory of learning based upon
the idea that all behaviors are acquired through conditioning. While this branch of
psychology dominated the field during the first part of the twentieth century, it became
less prominent during the 1950s. However, behavioral techniques remain a mainstay in
therapy, education, and many other areas.

Educational Psychology
Educational psychology is the branch of psychology concerned with schools, teaching
psychology, educational issues and student concerns. Educational psychologists often
study how students learn or work directly with students, parents, teachers and
administrators to improve student outcomes. They might study how different variables
influence individual student outcomes. They also study topics such as learning
disabilities, giftedness, the instructional process, and individual differences.

Experimental Psychology
Experimental psychology is the branch of psychology that utilizes scientific methods to
research the brain and behavior. Many of these techniques are also used by other
areas in psychology to conduct research on everything from childhood development to
social issues. Experimental psychologists work in a wide variety of settings including
colleges, universities, research centers, government and private businesses.

Social Psychology
Social psychology seeks to explain and understand social behavior and looks at diverse
topics including group behavior, social interactions, leadership, nonverbal
communication, and social influences on decision-making.

Cognitive Psychology
Cognitive psychology is the branch of psychology that focuses on internal mental states.
This area of psychology has continued to grow since it emerged in the 1960s.
This area of psychology is centered on the science of how people think, learn, and
remember.
Q.2 Types of behavior in working environment

1. The Commander
2. The Drifter
3. The Attacker
4. The Pleaser
5. The Performer
6. The Avoider
7. The Analytical
8. The Achiever

Q.3 Analyze human behavior in working environment

The Commander
Commanders might be perceived as domineering and aggressive. They don't like to
waste time worrying about how to phrase things tactfully and are often perceived as
bullies. It helps to see the positive side to these workers. They usually demonstrate
great drive and initiative. They are the ones you can count on to complete a task and
meet deadlines. Because they like to take charge of situations, they do well when given
the opportunity to lead a specific project.

The Drifter
The drifter is found at the opposite side of the spectrum to the commander. Drifters are
disorganized and unfocused. They have difficulty staying on task but do their best work
when variety and creativity are called for. They are often the ones to come up with
unique solutions that no one else could conceive of.

The Attacker
Attackers go through life with a superiority complex. They care little about other people's
feelings and often offend others. They do the most damage in situations that require
cooperative team building. They work best when given a task they can do on their own.
They can be useful when given difficult tasks that nobody else wants to do, especially
when praised for their ability to get the task done.

The Pleaser
Unlike attackers, making other people feel good is of prime importance to pleasers.
Although this might be good for the morale of the staff, it sometimes comes at the
expense of getting the work done. Pleasers respond well to praise that recognizes their
people skills. If there is a harsh message that needs to be delivered to pleasers, they
are most likely to hear the criticism if it is embedded in a lot of appreciation and thanks
for all the other things that they did well.

The Performer
This is a bit of a misnomer because performers give the impression of accomplishing a
lot more than they actually do. They have a great sense of humor and keep the
atmosphere lighthearted and upbeat with their jokes. Behind all the bluster, however,
there's often a person who does not hesitate to take credit for someone else's hard
work. They often try to shift blame for their mistakes to someone else. On the positive
side, they are very good public speakers and are skilled at forming new relationships.

The Avoider
Avoiders like to keep a low profile. They are quiet and prefer to work alone than be part
of a team that requires social interaction. They require detailed instructions and lots of
patience. They don't function well if they have to work with or for loud, aggressive types.
Although they don't usually show initiative, they are very reliable and will meticulously
follow instructions.

The Analytical
Analyticals are very meticulous, and will double-check their work as well as the work of
those around them. They aren't very receptive to change because they can't help
seeing all the negative aspects of proposed new ideas. They are more successful when
working alone, as those on their team often feel overwhelmed by the information
overload. Analyticals respond well to praise about their ability to anticipate what lies
ahead.

The Achiever
These employees display confidence in their beliefs and actions. They are capable
individuals who are aware of their own strong abilities without displaying arrogance.
They are well-liked, well-adjusted, competent workers with a sense of humor. They
consult with others and make good decisions that keep the organization's goals in the
forefront. Their decisions are not influenced by personal gain. They are gifted with the
ability to get along with all the other behavior types.

Q.4 Access relevance/limitations of various motivational theories to Nigerian

construction industries

Limitations of motivation theories in nigeria construction industry though it is agreeable

that the motivation techniques used in the construction industry have their roots in basic
theories (Maslow and Herzbergs). For example, the financial incentives used in the
industry satisfy the Hygiene and physiological groups of Herzbergs and Maslow
respectively, while the semi and non-financial incentives confirm the importance of
Maslows higher needs and Herzbergs hygiene needs. However, besides this
identification with the roots, a wholesale adoption of these theories in the construction
industry has not been made possible because of the industrys peculiarities. For
example, in applying Herzbergs theory to Labour only subcontractors, Yap (1992)
could not confirm the existence of such a clear boundary between motivating and
hygiene factors as proposed by Herzberg. He believed that those definitive categories
do not adequately represent feelings of those currently employed in the construction
industry and the boundaries between them are much more vague than Herzberg
proposed.

Elsewhere, Haseltine (1976) applied Herzbergs theory to construction operatives. He

supports the view that the theory is a basic extention of Magregors theories: that the
traditional KITA (Kick in the Ass) oriented motivation techniques are not good motivator.
Haseltine also believed that the domineering influence of construction unions in the
United State of America offset most KITA techniques, leaving contractors little room to
maneuver, than to follow Herzbergs theory in the construction industry. However,
Olomolaiye and Price (1989) assert that Haseltines reason are not sufficient for a
wholesale adoptions of Herzbergs theory in the construction industry, as the open
shop nature of workers in the United Kingdom make them to identify more with
management goals and be motivated not only as Herzberg suggested.

In relating Maslows theory to the construction industry, most of the conceptual

applications lack empirical verification. For example, Schrader (1972) believes that
American construction workers can meet their physiological need when employed,
because they earn enough money to pay for them, thus confirming Maslows ranking
that these needs are least important. Haseltine (1976) agrees with Schraders claims
that most working people have satisfied their basic needs and are only motivated by
higher needs. Self actualisation needs are the highest in the Maslows hierarchy,
though Schraders descriptive work holds that they are pertinent, they are frequently
faulted in construction industry, for example, some craftsmen who could have been
promoted prefer to practice their craft without shouldering responsibilities of foremen.

Furthermore, the study conducted by Wilson (1979) on motivation of operatives sought

to acquire knowledge of motivation in the construction industry using an empirical
approach. Wilson found in the study that the greatest motivator were safety and
belonging needs. Their findings were later tabulated against Maslows hierarchy by
Mckenzie and Harris (1984) to conclude that Maslows theory explain motivation in
construction only partially in the early stages of the hierarchy. In the same vein,
Maloney (1981) assessed Magregors theories and concluded that the theories are
fundamentally wrong in proposing a best way of motivating employees and rigidly
categorising workers as X and Y. Instead Maloney suggested that since individuals
differ, their behaviour should rather be conceived as a continum of the assumptions
made in both theories.
 REFERENCE

Source; http://work.chron.com/eight-classic-types-workplace-behavior-9648.html
Accessed date; 25 August, 2017

Yap, G.H (1992) Herzberg and the motivation of labour only subcontractors.
Unpublished M.Sc. Thesis, University of Bath

Source; https://www.verywell.com/major-branches-of-psychology-4139786 Accessed

date; 27 August 2017

Source; http://www.explainthatstuff.com/introduction-to-psychology.html Accessed

date; 27 August 2017

Source; https://en.wikipedia.org/wiki/Psychology Accessed date 27 August 2017