Org Behaviour-Individual Behaviour

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1 . Individual Individual Behaviour and Behaviour and Learning in Learning in Organizations Organizations

description

Individual Behaviour

Transcript of Org Behaviour-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