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Individual Behaviour
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IndividualIndividualBehaviour andBehaviour andLearning in OrganizationsLearning in Organizations
IndividualIndividualBehaviour andBehaviour andLearning in OrganizationsLearning in Organizations
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A. McInnis. Montreal Gazette
Customer Service at Reno DepotCustomer Service at Reno DepotCustomer Service at Reno DepotCustomer Service at Reno Depot
Reno Depot, Quebec’s
leading hardware retailer,
recruits applicants with
technical knowledge and
customer service skills.
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MotivationMotivationIndividualIndividual
Behaviour andBehaviour andPerformancePerformance
Model of Individual BehaviourModel of Individual BehaviourModel of Individual BehaviourModel of Individual Behaviour
RoleRolePerceptionsPerceptions
SituationalSituationalContingenciesContingencies
AbilityAbility
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Types ofTypes ofWork-RelatedWork-Related
BehaviourBehaviour
Joining theJoining theOrganizationOrganization
RemainingRemainingwith thewith the
OrganizationOrganization
MaintainingMaintainingWorkWork
AttendanceAttendance
ExhibitingExhibitingOrganizationalOrganizational
CitizenshipCitizenship
PerformingPerformingRequiredRequired
TasksTasks
Types of Work-Related BehaviourTypes of Work-Related BehaviourTypes of Work-Related BehaviourTypes of Work-Related Behaviour
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Definition of LearningDefinition of LearningDefinition of LearningDefinition of Learning
A relatively permanent change in behaviour (or behaviour tendency) that occurs as a result of a person’s interaction with the environment.
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Behaviour ModificationBehaviour ModificationBehaviour ModificationBehaviour Modification
• We “operate” on the environment – alter behaviour to maximize positive and
minimize adverse consequences.
• Operant versus respondent behaviours
• Law of effect– likelihood that an operant behaviour will be
repeated depends on its consequences
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ConsequencesConsequences
What happensWhat happensAfter behaviourAfter behaviour
EmployeeEmployeereceivesreceives
attendanceattendancebonusbonus
ExampleExample
A-B-Cs of OB ModificationA-B-Cs of OB ModificationA-B-Cs of OB ModificationA-B-Cs of OB Modification
BehaviourBehaviour
What personWhat personsays or doessays or does
EmployeeEmployeeattendsattends
scheduledscheduledworkwork
AntecedentsAntecedents
What happensWhat happensbefore behaviourbefore behaviour
AttendanceAttendancebonus systembonus systemis announcedis announced
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BehaviourIncreases/Maintained
BehaviourDecreases
Consequenceis Introduced
Consequenceis Removed
Contingencies of ReinforcementContingencies of ReinforcementContingencies of ReinforcementContingencies of Reinforcement
PunishmentPunishment
PositivePositivereinforcementreinforcement
ExtinctionExtinction PunishmentPunishment
NegativeNegativereinforcementreinforcement
NoConsequence
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Schedules of ReinforcementSchedules of ReinforcementSchedules of ReinforcementSchedules of Reinforcement
Behaviours1 2 3 4 5 6 7 8 9
Continuous
Fixed ratio
Variable ratio
Fixed interval
Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Variable interval
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Courtesy of Nova Chemicals
Behaviour Mod at Nova ChemicalsBehaviour Mod at Nova ChemicalsBehaviour Mod at Nova ChemicalsBehaviour Mod at Nova Chemicals
Nova Chemicals’ million dollar
“recruitment and retention
program” cut absenteeism
rates by 25 percent and
improved long-term
employment at its Joffre,
Alberta construction site.
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OB Modification LimitationsOB Modification LimitationsOB Modification LimitationsOB Modification Limitations
• Can’t reinforce nonobservable behaviour
• 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 FeedbackLearning through FeedbackLearning through Feedback
• Any information about consequences of our behaviour
• Clarifies role perceptions
• Corrective feedback improves ability
• Positive feedback motivates future behaviour
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EvaluatedEmployee
Co-workerCo-worker
CustomerCustomer
SubordinateSubordinate
ProjectProjectleaderleader
SupervisorSupervisor
Co-workerCo-worker
SubordinateSubordinate
SubordinateSubordinate
Multi-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) Feedback
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EffectiveEffectiveFeedbackFeedback
SpecificSpecific
FrequentFrequent
TimelyTimely
RelevantRelevant
CredibleCredible
Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively
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Social Learning TheorySocial Learning TheorySocial Learning TheorySocial Learning Theory
• Behavioural modelling– Observing and modelling behaviour of others
• Learning behaviour consequences– Observing consequences that others
experience
• Self-reinforcement– Reinforcing our own behaviour with
consequences within our control
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Courtesy of International Forest Products Ltd.
Experiential Learning at InterforExperiential Learning at InterforExperiential Learning at InterforExperiential Learning at Interfor
At International Forest Products Ltd. (Interfor), employees receive hands-on, just-in-time learning from coworkers on the job site, not just in the classroom.
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Learning Through ExperienceLearning Through ExperienceLearning 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
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