An introduction to contemporary work psychology
Edited by Mario C.W. Peeters, Jan de Jonge and Toon W. Taris
2014
Chapter 6.2-6.5
By: Derya van Berkel
, Chapter 6: Qualitative demands at work
6.2 A general framework for dealing with demands: action regulation theory
Dealing with any demand requires cognitive activity, since a worker needs to perceive what happens and
interpret the situation in terms of available possibilities and necessities for action. This occurs in relation
to goals, general (maintaining a good reputation) to rather specific ones (satisfying the current
customer). Through these cognitive activities we regulate our action. We do not know how to do an
action, because we do not know someone’s mental model (also referred to as image or operative
image, since it is not an abstract concept). On the basis of such mental models, people develop plans or
action programs for carrying out specific actions. Than someone can receive feedback to adjust things.
The repeated cycles of monitoring (testing) and acting (operating) are well known as TOTE units (test-
operate-test-exit).
The sequential aspect: An action has to go to several stages.
1. One must have a goal
2. One has to monitor the environment with regard to the possibilities for pursuing the goal
(orientation phase)
3. One must develop an action plan or several options for such a plan
4. One has to decide on a particular plan from available plans
5. One must execute the plan an monitor plan implementation so that feedback is obtained in
terms of process and result. It might be changed during execution due to feedback
Some explanations for the order of the stages are that the order is absolutely not fixed. The goal is often
already given by the organization. Goals have cognitive and motivational aspects, where motivation
alone is often not enough. Demands for regulating one’s own motivation and volition are growing to the
extent that restrictions on people’s work behavior are reduced, resulting in not only cognitive demands,
but also motivational and volitional demands.
The hierarchical aspect: Humans are very flexible and even simple and repetitive acts are never exactly
the same. This is only possible when there is no fixed sequence in our memory which is activated when
we act. Thing must be flexible in our memory and it must be adjustable, therefore, one must assume
hierarchy. Here higher-order elements trigger more elementary acts as they are needed (example call a
customer triggers find out her number or press buttons on a phone or etc.).
Another idea of the hierarchical aspect is the idea of psychological automatization or routinization. A
large part of our everyday behaviour is more or less automatic and became natural. Because it has
become normal, less cognitive resources are needed, implying a qualitative difference in the way we
regulate actions (different load for individuals depending on experience).
Automatized processes:
Are fast
Allow us to do other things in parallel
Do not require much attention and thus cognitive capacity
Often happen outside conscious perception
Are not easily changed once they have been triggered
Edited by Mario C.W. Peeters, Jan de Jonge and Toon W. Taris
2014
Chapter 6.2-6.5
By: Derya van Berkel
, Chapter 6: Qualitative demands at work
6.2 A general framework for dealing with demands: action regulation theory
Dealing with any demand requires cognitive activity, since a worker needs to perceive what happens and
interpret the situation in terms of available possibilities and necessities for action. This occurs in relation
to goals, general (maintaining a good reputation) to rather specific ones (satisfying the current
customer). Through these cognitive activities we regulate our action. We do not know how to do an
action, because we do not know someone’s mental model (also referred to as image or operative
image, since it is not an abstract concept). On the basis of such mental models, people develop plans or
action programs for carrying out specific actions. Than someone can receive feedback to adjust things.
The repeated cycles of monitoring (testing) and acting (operating) are well known as TOTE units (test-
operate-test-exit).
The sequential aspect: An action has to go to several stages.
1. One must have a goal
2. One has to monitor the environment with regard to the possibilities for pursuing the goal
(orientation phase)
3. One must develop an action plan or several options for such a plan
4. One has to decide on a particular plan from available plans
5. One must execute the plan an monitor plan implementation so that feedback is obtained in
terms of process and result. It might be changed during execution due to feedback
Some explanations for the order of the stages are that the order is absolutely not fixed. The goal is often
already given by the organization. Goals have cognitive and motivational aspects, where motivation
alone is often not enough. Demands for regulating one’s own motivation and volition are growing to the
extent that restrictions on people’s work behavior are reduced, resulting in not only cognitive demands,
but also motivational and volitional demands.
The hierarchical aspect: Humans are very flexible and even simple and repetitive acts are never exactly
the same. This is only possible when there is no fixed sequence in our memory which is activated when
we act. Thing must be flexible in our memory and it must be adjustable, therefore, one must assume
hierarchy. Here higher-order elements trigger more elementary acts as they are needed (example call a
customer triggers find out her number or press buttons on a phone or etc.).
Another idea of the hierarchical aspect is the idea of psychological automatization or routinization. A
large part of our everyday behaviour is more or less automatic and became natural. Because it has
become normal, less cognitive resources are needed, implying a qualitative difference in the way we
regulate actions (different load for individuals depending on experience).
Automatized processes:
Are fast
Allow us to do other things in parallel
Do not require much attention and thus cognitive capacity
Often happen outside conscious perception
Are not easily changed once they have been triggered
