The+Minnesota+Theory+of+Work+Adjustment+(MTWA)

The Minnesota Theory of Work Adjustment (TWA) was originally published by Dawis, England, and Lofquist in 1964 from the University of Minnesota. This theory follows the PEC Model (defined below). People have two types of basic needs – biological and psychological. If a behavior satisfies these needs, the behavior is reinforced, which means there in an increase in the likelihood of this behavior being repeated.

A major assumption of the TWA is that all work environments have “requirements” that **correspond** to individual needs. Both the individual and the work environment have mechanisms for satisfying these needs. As Brown (2012) states, “workers select jobs because of their perception that the job will satisfy their needs, and workers are selected because of the perceptions that their skills will meet the needs of the workplace”. Workers are satisfied when their work is reinforced, and workers are said to be doing a good job if they meet the need of the work environment.

We can say this in a different way too. The more similar a person’s abilities are to the requirements of the work organization, the more likely it is that this person will perform the job well and be seen as **satisfactory** by the employer. On the other hand, the more similar the reinforcers of the organization correspond to the person’s values, the more likely that this person will perceive their job as **satisfying.**
 * Satisfaction: ** individual well-being (Leonard & Schimmel, 2016)
 * Satisfactoriness: ** performance adequacy (Leonard & Schimmel, 2016)
 * PEC Model:** Person- Environment Correspondence (Brown, 2016)

The General Aptitude Test Battery (GATB) and the Ability Profiler. The Ability Profiler has 9 relevant job abilities that can be looked up on O*NET (online) and applied to different careers: verbal ability, arithmetic reasoning, computation, spatial ability, form perception, clerical perception, motor coordination, finger dexterity, and manual dexterity (Brown, 2016, p. 56). If the client is aware of a few of their abilities, they can use O*NET to find corresponding careers. There are three variables used to predict the success of a worker:
 * 1) ** Skills ** = these are the job-related skills the individual offers to the work environment.
 * 2) ** Aptitudes ** = this is the potential of an individual to develop the skills needed in the work environment
 * 3) ** Personality structure ** = this is a combination of aptitudes and values, which are determined by the type of reinforcers.

There are also three variables that help understand the work environment:
 * 1) ** Celerity ** = the quickness that workers participate in their work environment to meet their own needs.
 * 2) ** Endurance ** = the level of tolerance individuals have to deal with unsatisfactory work conditions or workers.
 * 3) ** Rhythm ** = the pattern of attempts made by the individuals and work environment to meet their needs.

There are two more terms to understand about this theory. Individuals can try to control their work process by changing their work environment or changing themselves:
 * 1) ** Active approach ** – individuals attempt to change the work environment to make it more responsive to their needs.
 * 2) ** Reactive approach ** – individuals change themselves to respond to the demands of the workplace.

Work environments differ in their requirements and reinforcers while people differ in their type of skills and needs. It is also important to note that these variables may change over time, which may lead individuals to change jobs.

For career counselors, the process to use this theory would be the following:
 * 1) Assess the abilities of individuals using a aptitude battery (e.g. General Aptitude Test Battery)
 * 2) Asses the needs and values of individuals (e.g. the Minnesota Importance Questionnaire)
 * 3) Assess individuals in comparing their abilities, needs, and values with occupations that match (e.g. the Minnesota Occupational Classification System)
 * 4) Evaluate that the individual has increased job satisfaction and the employer gave the individual a satisfactory performance rating.

Brown, D. (2012). //Career information, career counseling, and career development// (10th ed.). New York: Pearson Education, Inc.

Brown, D. (2016). //Career information, career counseling, and career development// (11th ed.). Boston, MA: Pearson.

Leonard, J.M. & Schimmel, C.J. (2016). //Theory of work adjustment and student-athletes' transitions out of // // sports //. Journal of Issues in Intercollegiate Athletics, 9(1), 62-85.