Individual Behavior and Learning in business/ Organizations

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e

Individual Individual Behavior and Behavior and Learning in Learning in business/ business/ OrganizationsOrganizations

Individual Individual Behavior and Behavior and Learning in Learning in business/ business/ OrganizationsOrganizations

C H A P T E RC H A P T E R


MotivationMotivationIndividualIndividual

Behavior andBehavior andPerformancePerformance

MARS Model of Behavior and PerformanceMARS Model of Behavior and Performance

RoleRolePerceptionsPerceptions

SituationalSituationalFactorsFactors

AbilityAbility


Employee MotivationEmployee Motivation

Internal forces that affect a person’s voluntary choice of behavior:Direction IntensityPersistence

MM

AA

RR

SS

IBPIBP


Employee AbilityEmployee Ability

Competencies -- personal characteristics that lead to superior performance

Person-job matching select qualified people develop employee abilities

through training redesign job to fit person's

existing abilities

MM

AA

RR

SS

IBPIBP

Natural aptitudes and learned capabilities required to successfully complete a task


Employee Role PerceptionsEmployee Role Perceptions

Beliefs about what behavior is required to achieve the desired results Understanding what tasks to perform

Understanding relative importance of tasks

Understanding preferred behaviors to accomplish tasks

MM

AA

RR

SS

IBPIBP


Situational FactorsSituational Factors

Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviorTimePeopleBudgetWork facilities

MM

AA

RR

SS

IBPIBP


Types ofTypes ofWork-RelatedWork-Related

BehaviorBehavior

Joining theJoining theOrganizationOrganization

RemainingRemainingwith thewith the

OrganizationOrganization

MaintainingMaintainingWorkWork

AttendanceAttendance

ExhibitingExhibitingOrganizationalOrganizational

CitizenshipCitizenship

PerformingPerformingRequiredRequired

TasksTasks

Types of Work-Related BehaviorTypes of Work-Related Behavior


Definition of LearningDefinition of Learning

A relatively permanent change

in behavior (or behavior

tendency) that occurs as a

result of a person’s interaction

with the environment.


Behavior ModificationBehavior Modification

We “operate” on the environment Alter behavior to maximize positive and minimize

adverse consequences.

Operant versus respondent behaviors

Law of effectLikelihood that an operant behavior will be

repeated depends on its consequences


ConsequencesConsequences

What happensWhat happensAfter behaviorAfter behavior

EmployeeEmployeereceivesreceives

attendanceattendancebonusbonus

ExampleExample

A-B-Cs of Behavior ModificationA-B-Cs of Behavior Modification

BehaviorBehavior

What personWhat personsays or doessays or does

EmployeeEmployeeattendsattends

scheduledscheduledworkwork

AntecedentsAntecedents

What happensWhat happensbefore behaviorbefore behavior

AttendanceAttendancebonus systembonus systemis announcedis announced


BehaviorIncreases/Maintained

BehaviorDecreases

Consequenceis Introduced

Consequenceis Removed

Contingencies of ReinforcementContingencies of Reinforcement

PunishmentPunishment

PositivePositivereinforcementreinforcement

ExtinctionExtinction PunishmentPunishment

NegativeNegativereinforcementreinforcement

NoConsequence


Behavior Modification LimitationsBehavior Modification Limitations

Can’t reinforce nonobservable behavior

Reinforcer tends to wear off

Variable ratio schedule is a form of gambling

Ethical concerns about perceived manipulation


Learning through FeedbackLearning through Feedback

Any information about consequences of our behavior

Clarifies role perceptions

Corrective feedback improves ability

Positive feedback motivates future behavior


EffectiveEffectiveFeedbackFeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving Feedback EffectivelyGiving Feedback Effectively


Social Learning TheorySocial Learning Theory

Behavioral modelingObserving and modeling behavior of others

Learning behavior consequencesObserving consequences that others experience

Self-reinforcementReinforcing our own behavior with consequences

within our control


Kolb’s Experiential Learning ModelKolb’s Experiential Learning Model

ConcreteConcreteexperienceexperience

ReflectiveReflectiveobservationobservation

AbstractAbstractconceptualizationconceptualization

ActiveActiveexperimentationexperimentation


Developing a Learning OrientationDeveloping a Learning Orientation

Value the generation of new knowledge

Reward experimentation

Recognize mistakes as part of learning process

Encourage employees to take reasonable risks

Courtesy of CREST


Action LearningAction Learning

Experiential learning in which employees are involved in a “real, complex, and stressful problem,” usually in teams, with immediate relevance to the companyConcrete experienceLearning meetingsTeam conceptualizes and applies a solution to a

problem


Individual Individual Behavior and Behavior and Learning in Learning in OrganizationsOrganizations

Individual Individual Behavior and Behavior and Learning in Learning in OrganizationsOrganizations

C H A P T E RC H A P T E R

Education

Individual Behavior and Learning in business/ Organizations