Ob modification & job design

Copyright © 2002 by South-Western 16–1

Organizational Behavior Modification•Reinforcement theory (operant conditioning)

Behaviors that result in desirable consequences are repeated and behaviors that produce undesirable outcomes are avoided.

Reinforcement—when a consequence makes a behavior more likely to be repeated.

Extinction—when a consequence makes a response less likely to be repeated.

StimulusStimulus ResponseResponse Consequence(Outcome)

Consequence(Outcome)


Organizational Behavior Modification•Organizational behavior modification (OBM)

The systematic application of operant conditioning theory to manage workplace behavior.

Extends operant theory to include consideration of behavioral changes in anticipation of future stimulus-response-consequences sequences.

Recognizes social learning—learning from others’ behaviors and consequences.


Organizational Behavior Modification Outcomes

StimulusStimulus ResponseResponse

Intrinsic Outcome(Internal)

Intrinsic Outcome(Internal)

ConsequencesConsequences

Extrinsic Outcome(External)

Extrinsic Outcome(External)


Organizational Behavior Modification (cont’d)

• Implementing an OBM program Step 1: Identify desired performance behaviors Step 2: Determine the base rate of performance Step 3: Identify existing contingencies Step 4: Select an intervention strategy Step 5: Evaluate



•Effects of OBM programs (examples) Using pay as positive reinforcement. “Docking” pay as punishment. Improving performance to get the boss “off your back”

is negative reinforcement. Using reinforcement schedules to speed up and

motivate learning during training. Providing physical hazard warning stimulus in factories

and aircraft.



•The ethics of OBM Are attempts to modify behaviors ethical? What must be done to ensure that OBM is used in an

ethical manner? What is the difference between manipulating behavior

and assisting employees to become better organizational members?


Job and Work Design

•Job (work) design The process by which tasks are

combined to form a job. The formal and informal specification

of task-related activities assigned to and carried out by a worker.

The inherent nature and character of the work performed.


Job and Work Design (cont’d)

•The craft approach A single skilled worker designed

and built products one at a time from beginning to end.



•The classical approach Work is divided into a small number of simple,

repetitive, and standardized tasks. Adam Smith’s reasons for using the classical approach:

Worker skill and dexterity improves over time. Time savings and production gains from not changing

from one activity to another. Innovations developed by specialized workers. Specialized equipment can be developed. Training time and costs are reduced.



•Scientific management (Taylor) Division of labor used to:

Separate management from rank and file. Create functional supervision within the managerial

ranks. Functionally supervise the rank and file. Implement vertical specialization that removes

planning and controlling activities from production employees.

Implement horizontal specialization that creates many low-skill-level, short-time cycle repetitive jobs.



•Scientific management (cont’d) Problems created by the division of labor approach:

Physical withdrawal—absenteeism Psychological withdrawal—low job satisfaction Physical resistance—work slowdowns, horseplay

•The curse of the classical job design model

SimplifiedWork

Perceptionsof Sameness(Monotony)

Feelings ofBoredom and

Dissatisfaction

DysfunctionalBehavior

FIGURE 16–2



•The transition from classical job design Behavioral School

An approach to job design that had a “human face.”– Productivity could be attained by making the job more

interesting.– Enlarged and enriched jobs are

favorably associated with intrinsic motivation, job satisfaction, work attendance, and performance.



•The job enlargement approach The process of adding breadth to a job by increasing

the number and variety of activities performed by an employee (horizontal loading).



•The job enrichment approach (Herzberg) The process of adding depth to a job by adding

“managerial” activities to the employee’s responsibilities (vertical loading).

Hygiene factors (pay and safe working conditions) do not motivate or create long-term satisfaction.

Motivator factors satisfy and motivate employees: Accountability, achievement, control, feedback,

personal growth and development, and work pace


Job Characteristics Model

Core JobCharacteristics

ExperiencedPsychological States

Individual Differences

Personal andWork Outcomes

Skill Variety

Task Identity

Task Significance

Task Autonomy

Job Feedback

Meaningfulnessof Work

Responsibility for

Work Outcome

Knowledge of

Results

Employee Growth-

Need Strength

High InternalWork Motivation

High-Quality WorkPerformance

Low Absenteeismand Turnover

FIGURE 16–3Source: J. R. Hackman and G. R. Oldham. 1976. Motivation through the design of work: Test of a theory, Organizational Behavior and Human Performance 16:250–279.


The Relationship Between Job Complexity and Psychological Ownership

Dimensions ofJob Complexity:

Routes toPsychological Ownership:

Autonomy

Task Identity

Personal Control

Investment of SelfPsychological

Ownership

Intimate KnowingFeedback

FIGURE 16–4



•Current job design issues Individual characteristics Technology Work unit design Leader behavior


An InterdisciplinaryJob Design Model

JobMechanistic Motivational

Biological Perceptual/motor



•The self-managing team approach Establishing groups of workers who collaborate in the

management and performance of their work. Work in a self-managed group is designed to offer

variety, autonomy, significance, task identity, feedback and opportunities for human interaction.


The Leader During a Team’s Four Stages

Stage 1: Start-up team

L

Stage 2: Transitional team

Stage 3: Well-trained, experienced team Stage 4: Well-trained, mature team

L L

L

Source: C. C. Manz and J. W. Newstrom. 1990. Self-managing teams in a paper mill: The external leadership of self-managing teams. International Human Resources Management Review, 1:52.

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Ob modification & job design