individual behavior and learning in business/ organizations
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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
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
MotivationMotivationIndividualIndividual
Behavior andBehavior andPerformancePerformance
MARS Model of Behavior and PerformanceMARS Model of Behavior and Performance
RoleRolePerceptionsPerceptions
SituationalSituationalFactorsFactors
AbilityAbility
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Employee MotivationEmployee Motivation
Internal forces that affect a person’s voluntary choice of behavior:Direction IntensityPersistence
MM
AA
RR
SS
IBPIBP
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
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
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
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
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e
Situational FactorsSituational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviorTimePeopleBudgetWork facilities
MM
AA
RR
SS
IBPIBP
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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
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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.
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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
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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
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BehaviorIncreases/Maintained
BehaviorDecreases
Consequenceis Introduced
Consequenceis Removed
Contingencies of ReinforcementContingencies of Reinforcement
PunishmentPunishment
PositivePositivereinforcementreinforcement
ExtinctionExtinction PunishmentPunishment
NegativeNegativereinforcementreinforcement
NoConsequence
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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
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Learning through FeedbackLearning through Feedback
Any information about consequences of our behavior
Clarifies role perceptions
Corrective feedback improves ability
Positive feedback motivates future behavior
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EffectiveEffectiveFeedbackFeedback
SpecificSpecific
FrequentFrequent
TimelyTimely
RelevantRelevant
CredibleCredible
Giving Feedback EffectivelyGiving Feedback Effectively
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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
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Kolb’s Experiential Learning ModelKolb’s Experiential Learning Model
ConcreteConcreteexperienceexperience
ReflectiveReflectiveobservationobservation
AbstractAbstractconceptualizationconceptualization
ActiveActiveexperimentationexperimentation
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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
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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
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 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