handling problematic employees
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HANDLING PROBLEMATIC
EMPLOYEESA NEW APPROACH TO BEHAVIORAL CHANGE
Richard Dettling MSHRM
University of Phoenix, Program Manager
MY BACKGROUND• 7 YEARS AS A UNIVERSITY ADMINISTRATOR• 15 YEARS AS AN ADJUNCT PROFESSOR OF HUMAN RESOURCE MANAGEMENT• 16 YEARS AS A HUMAN RESOURCE PROFESSIONAL (CONCURRENT)• PHD CANDIDATE – HIGHER EDUCATION ADMINISTRATION• MASTERS OF HUMAN RESOURCE MANAGEMENT
Do you remember
being punished as
a child?
Why do you think your parents did
that? Despite what we thought back then.
It wasn’t because they hated us or
enjoyed watching us
suffer through a week without
television.
They merely disapproved of
our actions
They merely disapproved of
our actionsand were hoping to prevent us
from repeating them in our
future
BEHAVIOR MODIFICATION
THE TECHNIQUES USED TO TRY AND DECREASE OR INCREASE A PARTICULAR
TYPE OF BEHAVIOR OR ACTION
PARENTS USE BEHAVIOR MODIFICATION TO TEACH THEIR CHILDREN FROM RIGHT AND WRONGYou shouldn’t
eat candy all day
THERAPISTS USE BEHAVIOR MODIFICATION TO ENCOURAGE HEALTHY BEHAVIORS IN THEIR
PATIENTS
ANIMAL TRAINERS USE BEHAVIOR MODIFICATION TO DEVELOP OBEDIENCE
BETWEEN A PET AND THEIR OWNERSit!
Good Boy!
WE EVEN USE BEHAVIOR MODIFICATION IN OUR ORGANIZATIONS AND BUSINESSESWITH OUR EMPLOYEES IN ALL DEPARTMENTS
You need to arrive at work
on time!
LIST OF ITEMS• BEHAVIOR MODIFICATION• BEHAVIOR MODIFICATION IN ORGANIZATIONS• PROBLEMATIC EMPLOYEES• USING BEHAVIOR MODIFICATION FOR PROBLEMATIC EMPLOYEES• USING PROBLEM SOLVING TOOLS AT WORK• A NEW PROBLEM SOLVING APPROACH FOR PROBLEMATIC EMPLOYEES
BEHAVIOR MODIFICATION•THE FIRST USE OF THE TERM BEHAVIOR MODIFICATION APPEARS TO IN 1911. IN THORNDIKE’S ARTICLE PROVISIONAL LAWS OF ACQUIRED BEHAVIOR OR LEARNING , WHICH MAKES FREQUENT USE OF THE TERM "MODIFYING BEHAVIOR”
•SKINNER’S BOOK THE BEHAVIOR OF ORGANISMS, PUBLISHED IN 1938, INITIATED THE STUDY OF OPERANT CONDITIONING AND ITS APPLICATION TO HUMAN AND ANIMAL BEHAVIOR.
BEHAVIOR MODIFICATION•THROUGH EARLY RESEARCH IN THE 1940S AND THE 1950S THE TERM WAS USED BY JOSEPH WOLPE'S RESEARCH GROUP.
•THE EXPERIMENTAL TRADITION IN CLINICAL PSYCHOLOGY USED IT TO REFER TO PSYCHO-THERAPEUTIC TECHNIQUES DERIVED FROM EMPIRICAL RESEARCH
• IT HAS SINCE COME TO REFER MAINLY TO TECHNIQUES FOR INCREASING ADAPTIVE BEHAVIOR THROUGH REINFORCEMENT AND DECREASING MALADAPTIVE BEHAVIOR THROUGH EXTINCTION OR PUNISHMENT
BEHAVIOR MODIFICATION
•BEHAVIOR MODIFICATION RELIES ON THE CONCEPT OF CONDITIONING
•CONDITIONING IS A FORM OF LEARNING
TWO MAJOR TYPES OF CONDITIONINGCLASSICAL CONDITIONING •RELIES ON A PARTICULAR
STIMULUS OR SIGNAL THAT PRODUCES A PARTICULAR RESPONSE
OPERANT CONDITIONING
Classical ConditioningI smell
cookies!
TWO MAJOR TYPES OF CONDITIONINGCLASSICAL CONDITIONING •RELIES ON A PARTICULAR
STIMULUS OR SIGNAL THAT PRODUCES A PARTICULAR RESPONSE
OPERANT CONDITIONING
•USES A SYSTEM OF REWARDS AND/OR PUNISHMENTS
Operant ConditioningCome boy,
sit!Learning New Behaviors
Operant ConditioningGood Boy!Learning New
Behaviors
I’ll give you a treat if you
stop jumping on me
Operant ConditioningUnlearning Old Behaviors
BEHAVIOR MODIFICATION
•DOES NOT FOCUS ON WHY A PARTICULAR BEHAVIOR STARTED
•IT FOCUSES ON CHANGING THE BEHAVIOR
TRADITIONAL TECHNIQUESPositive ReinforcementRewards
Negative Reinforcement
Positive Punishment Negative Punishment
“”
REINFORCEMENT IS THE PROCESS IN WHICH A
BEHAVIOR IS STRENGTHEN BY THE IMMEDIATE
CONSEQUENCES THAT RELIABLY FOLLOW ITS
OCCURRENCE(MILTENBERGER, 2008, P.73)
WHAT IS REINFORCEMENT?
POSITIVE REINFORCEMENTREWARDS
A REWARD FOR DOING SOMETHING WELL
Positive Reinforcement/ Rewards: Giving a child candy after cleaning up their toys
NEGATIVE REINFORCEMENT
DOING SOMETHING WELL TO AVOID A PENALTY
Negative Reinforcement: Cleaning up your room in order to avoid getting yelled at by your parents
POSITIVE PUNISHMENT
A PENALTY FOR DOING SOMETHING YOU’RE NOT SUPPOSED TO DO
Positive Punishment: Giving a child a spanking for talking back to his mother
NEGATIVE PUNISHMENT
THE REMOVAL OF A REWARD FOR DOING SOMETHING YOU’RE NOT SUPPOSED TO DO
Negative Punishment: Not giving a child dessert if they do not eat their broccoli
NEGATIVE REINFORCEMENT VS. PUNISHMENT•NEGATIVE REINFORCEMENT IS NOT THE SAME THING
AS “PUNISHMENT.” •PUNISHMENT IMPLIES THAT YOU RECEIVE A PENALTY
FOR DOING SOMETHING YOU’RE NOT SUPPOSED TO DO•WHEREAS NEGATIVE REINFORCEMENT IMPLIES NOT
RECEIVING A PENALTY FOR DOING SOMETHING
ORGANIZATIONAL BEHAVIOR MODIFICATION•MODIFY EMPLOYEE BEHAVIOR AND ENCOURAGE
PRODUCTIVITY•USED TO ADJUST THE BEHAVIOR OF YOUR EMPLOYEES•DEPARTMENT WIDE BEHAVIORAL CHANGE•USE VARIOUS RESPONSES TO ENCOURAGE OR
DISCOURAGE CERTAIN BEHAVIORS•RE-TEACHING THE EMPLOYEE HOW TO DRIVE IN-
BETWEEN THE LINES
MODIFYING THE EMPLOYEE’S RELATIONSHIP TO:•PERFORMANCE•TOTAL QUALITY •CULTURE SHIFT•MERGER OR ACQUISITION•CLIENT SATISFACTION•SUPPORT TEAMS
•RIGHTSIZING •REORGANIZATION•PROFESSIONAL EMPOWERMENT•TIMELINESS•SALES QUOTAS•QUALITY OF REPORTS
PROACTIVE AND REACTIVE STRATEGIES
PROACTIVE• STRATEGIES THAT ADDRESS
EXPECTED DIFFICULTIES BEFORE THEY HAPPEN
• AN EFFORT TO MITIGATE RISK. • FOCUSES ON ANTICIPATED TRENDS,
PROBLEMS AND EMPLOYEE NEEDS
REACTIVE• A SITUATION IN WHICH YOU CAN'T –
OR DON'T – PLAN AHEAD FOR PROBLEMS OR OPPORTUNITIES
• INSTEAD, YOU REACT TO THEM AS THEY HAPPEN
• YOU DON'T HAVE TIME TO LOOK AHEAD TO PRE-EMPT PROBLEMS
Reactive Strategy: Throw a random office party for their extra hard work
Proactive Strategy: Holding daily coaching or training meetings twice a day until performance meets expectations
Reactive Strategy: Paying for association fees as an incentive for superior work
Proactive Strategy: Making sure employees are aware how, and on what criteria they are being evaluated
Reactive Strategy: Give praise in front of other staff
Reactive Strategy: Acknowledging superior work at department meetings
Reactive Strategy: Ceasing required overtime when staff regularly meet their sales quotas
Proactive Strategy: Providing training to meeting performance objectives and development goals
Reactive Strategy: Suspending employees who are insubordinate or disobey company policy
Reactive Strategy: Requiring overtime when someone misses their sales quota
PROBLEMATIC EMPLOYEES•PROBLEMATIC EMPLOYEES CREATE NEGATIVE WORK ENVIRONMENTS
AND UNHEALTHY CONSEQUENCES FOR OTHER EMPLOYEES•EMPLOYEES RESISTANCE TO CHANGE•UNCLEAR EXPECTATIONS IN JOB ROLES•NEED TO RELEARN THEIR JOBS OR CHANGE THE WAY THEY ARE DOING
THINGS•APATHY OR EMPLOYEES ARE UNMOTIVATED
PROBLEMATIC EMPLOYEES
•NEGATIVE EMOTIONS TOWARD THE ORGANIZATION.• INSUBORDINATE CHALLENGES TO AUTHORITY• LAZY, UNMOTIVATED•OVERLY ARGUMENTATIVE
IDENTIFYING PROBLEMATIC TRENDS IN EMPLOYEES•PROBLEMATIC EMPLOYEES CREATE NEW PROBLEMS
FOR DEPARTMENTS•DOESN’T FOLLOW DIRECTIONS• INCOMPETENCE• TAKES TOO LONG•NERVOUS WORKER
• MANAGERIAL SUPPORT IS ESSENTIAL FOR TRANSFORMING POOR PERFORMERS INTO QUALITY EMPLOYEES
• INSUFFICIENT PRODUCTION FROM A NORMALLY PRODUCTIVE EMPLOYEE IS A CONCERN FOR EVERY MANAGER. DO NOT WRITE OFF EMPLOYEES WHO ARE STRUGGLING TO PRODUCE. AS A MANAGER, IT IS YOUR RESPONSIBILITY TO IDENTIFY POOR PERFORMANCE AND MOTIVATE THE EMPLOYEE TO ACHIEVE THE DESIRED GOAL
TRANSFORMATION•TO ACHIEVE ANY SIGNIFICANT AND SUSTAINABLE IMPACT ON PERFORMANCE, ORGANIZATIONS MUST FOCUS ON MODIFYING THE BEHAVIOR OF EMPLOYEES (Spector, 2013)
MODIFYING BEHAVIOR FOR OR AGAINST:For Commitment Building a strong emotional attachment to the goals of the organization
For Involvement Building a willingness to participate in the behaviors, being called for by the change effort
For Support Speaking on behalf of the change effort without taking any other explicit actions to promote the effort
Against Apathy Represents a neutral zone in which individuals know about the change effort and engage in no behavior either to support or oppose it
Against Passive resistance
Behaviors that oppose a willingness to voice reservation or even threatening to resign if the change goes through
Against Active resistance Behaviors that block or impede change, usually by behaving in ways that contradict the goals of the organization
Against Aggressive resistance
Behaviors the involve purposeful sabotage and subversion to the policies, procedures, and goals of the organization
Having powerful problem solving tools can make a huge difference to your organization
A fundamental part of every manager's role is finding ways to solve them. So, being a confident problem solver is really important to your success.
PROBLEM SOLVING TOOLS• FOR DECADES, PEOPLE HAVE USED PROBLEM SOLVING TOOLS TO GENERATE IDEAS, AND TO COME
UP WITH CREATIVE SOLUTIONS TO PROBLEMS• PROBLEM SOLVING TOOLS COMBINES A RELAXED, INFORMAL APPROACH TO PROBLEM SOLVING
WITH LATERAL THINKING• IT ENCOURAGES MANAGERS TO COME UP WITH THOUGHTS AND SOLUTIONS THAT CAN, AT FIRST,
SEEM A BIT CRAZY• SOME OF THESE SOLUTIONS CAN BE CRAFTED INTO ORIGINAL, CREATIVE SOLUTIONS TO A PROBLEM• PROBLEM SOLVING TOOLS HELPS TO GET MANAGERS UNSTUCK BY "JOLTING" THEM OUT OF THEIR
NORMAL WAYS OF THINKING
EXAMPLES OF PROBLEM SOLVING TOOLS
•BRAINSTORMING•SWOT ANALYSIS• TOWS MATRIX • PEST ANALYSIS• PORTER’S FIVE FORCES ANALYSIS•SCAMPER• FORCE FIELD ANALYSIS
“We can’t solve problems by using the same kind of thinking
we used when we created them.”
Albert Einstein
REFERENCESBachrach, A. J., ed. (1962). Experimental Foundations of Clinical Psychology. New York: Basic Books. pp. 3–25. Martin, G.; Pear, J. (2007). Behavior modification: What it is and how to do it (Eighth ed.). Upper Saddle River, NJ:
Pearson Prentice Hall. ISBN 978-0-13-194227-1. Thorndike, E.L. (1911). Provisional Laws of Acquired Behavior or Learning. Animal Intelligence. New York: The
McMillian Company.Wolpe, J. (1968). "Psychotheraphy by Reciprocal Inhibition". Conditional Reflex. 3 (4): 234–240. doi:
10.1007/BF03000093.
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