OrganizationalBEHAVIOR

MCSHANE VON GLINOW

1 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Individual Behaviorand LearningIndividual Behaviorand Learning

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OrganizationalBEHAVIOR

MCSHANE VON GLINOW

2 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Assessing Competencies at EMCAssessing Competencies at EMC

When EMC was about to dramatically expand its work force, an executive team at the enterprise storage products firm developed an “Employee Success Profile.” This list of generic competencies represented the traits of successful employees, such as goal-orientation and integrity.

Courtesy of EMC Corp.

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

3 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

MotivationMotivationIndividualIndividual

Behavior andBehavior andPerformancePerformance

Model of Individual BehaviorModel of Individual Behavior

RoleRolePerceptionsPerceptions

SituationalSituationalContingenciesContingencies

AbilityAbility

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

4 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Types of Work-Related BehaviorsTypes of Work-Related Behaviors

• Joining the organization

• Remaining with the organization

• Maintaining work attendance

• Performing required job duties

• Exhibiting organizational citizenship

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

5 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

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.

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

6 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Behavior ModificationBehavior Modification

• We “operate” on the environment – alter behavior to maximize positive and

minimize adverse consequences.

• Operant versus respondent behaviors

• Law of effect– likelihood that an operant behavior will be

repeated depends on its consequences

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

7 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

ConsequencesConsequences

What happensWhat happensAfter behaviorAfter behavior

EmployeeEmployeereceivesreceives

attendanceattendancebonusbonus

ExampleExample

A-B-Cs of OB ModificationA-B-Cs of OB Modification

BehaviorBehavior

What personWhat personsays or doessays or does

EmployeeEmployeeattendsattends

scheduledscheduledworkwork

AntecedentsAntecedents

What happensWhat happensbefore behaviorbefore behavior

AttendanceAttendancebonus systembonus systemis announcedis announced

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

8 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

BehaviorBehaviorIncreases/Increases/MaintainedMaintained

BehaviorBehaviorDecreasesDecreases

ConsequenceConsequenceis Introducedis Introduced

ConsequenceConsequenceis Removedis Removed

Contingencies of ReinforcementContingencies of Reinforcement

PunishmentPunishment

PositivePositivereinforcementreinforcement

ExtinctionExtinction PunishmentPunishment

NegativeNegativereinforcementreinforcement

NoNoConsequenceConsequence

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

9 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Schedules of ReinforcementSchedules of Reinforcement

• Continuous reinforcement

• Fixed interval

• Variable interval

• Fixed ratio

• Variable ratio

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

10 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

OB Modification LimitationsOB 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

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

11 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Learning through FeedbackLearning through Feedback

• Any information about consequences of our behavior

• Clarifies role perceptions

• Corrective feedback improves ability

• Positive feedback motivates future behavior

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

12 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

EvaluatedEmployee

Co-workerCo-worker

CustomerCustomer

SubordinateSubordinate

ProjectProjectleaderleader

SupervisorSupervisor

Co-workerCo-worker

SubordinateSubordinate

SubordinateSubordinate

Multi-Source (360 Degree) FeedbackMulti-Source (360 Degree) Feedback

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

13 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

EffectiveEffectiveFeedbackFeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving Feedback EffectivelyGiving Feedback Effectively

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

14 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Social Learning TheorySocial Learning Theory

• Behavioral modeling– Observing and modeling behavior of others

• Learning behavior consequences– Observing consequences that others experience

• Self-reinforcement– Reinforcing our own behavior with

consequences within our control

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

15 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Courtesy of International Forest Products Ltd.

Learning at International Forest ProductsLearning at International Forest Products

At International Forest Products Ltd., employees receive hands-on, just-in-time learning from coworkers on the job site, not just in the classroom.

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

16 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Learning Through ExperienceLearning Through Experience

• Benefits of experiential learning– Helps acquire tacit knowledge/skills– Allows implicit learning

• Practicing experiential learning– Reward experimentation – Recognize mistakes as part of learning– Action learning -- investigating a real problem

OrganizationalBEHAVIOR

MCSHANE VON GLINOW

17 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill

Individual Behaviorand LearningIndividual Behaviorand Learning

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