education for people

1.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E R 2
Individual
behaviour and
learning in
organisations

2.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2
Chapter learning objectives
1. Describe the four factors that influence individual
behaviour and performance.
2. Identify five types of work-related behaviour.
3. Define learning.
4. Describe the A-B-C model of behaviour modification.
5. Explain how feedback influences individual behaviour
and performance.
6. Identify five elements of effective feedback.
7. Describe the three features of social learning theory.
8. Outline Kolb’s model of experiential learning.

3.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 3
Customer service at Singapore Air
Singapore Airlines provides
exceptional customer service
by paying attention to the
four drivers of individual
behaviour and performance:
motivation, ability, role
perceptions and situational
factors (MARS).
Courtesy of Singapore Airlines

4.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 4
Motivation
Individual
behaviour and
performance
MARS model of behaviour and performance
Role
perceptions
Situational
factors
Ability

5.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 5
Employee motivation
Internal forces that affect a person’s voluntary
choice of behaviour
 direction
 intensity
 persistence
M
A
R
S
BAR

6.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 6
M
A
R
S
BAR
Employee ability
Natural aptitudes and learned capabilities required to
successfully complete a task
 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

7.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 7
Employee role perceptions
Beliefs about what behaviour is required to achieve
the desired results:
 understanding what tasks to perform
 understanding relative importance of tasks
 understanding preferred behaviours to accomplish
tasks
M
A
R
S
BAR

8.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 8
Situational factors
Environmental conditions beyond the individual’s
short-term control that constrain or facilitate
behaviour
 time
 people
 budget
 work facilities
M
A
R
S
BAR

9.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 9
Types of
work-related
behaviour
Joining the
organisation
Remaining
with the
organisation
Maintaining
work
attendance
Exhibiting
organisational
citizenship
Performing
required
tasks
Types of work-related behaviour

10.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 10
Definition of learning
A relatively permanent change in behaviour
(or behaviour tendency) that occurs as a
result of a person’s interaction with the
environment

11.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 11
Behaviour modification
 We ‘operate’ on the environment
 alter behaviour to maximise positive consequences
and minimise adverse consequences
 Operant versus respondent behaviours
 Law of effect
 likelihood that an operant behaviour will be repeated
depends on its consequences

12.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 12
Consequences
What happens
after behaviour
Employee
receives
attendance
bonus
Example
A-B-Cs of behaviour modification
Behaviour
What person
says or does
Employee
attends
scheduled
work
Antecedents
What happens
before behaviour
Attendance
bonus system
is announced

13.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 13
Behaviour
increases/
maintained
Behaviour
decreases
Consequence
is introduced
Consequence
is removed
Contingencies of reinforcement
Punishment
Positive
reinforcement
Extinction Punishment
Negative
reinforcement
No
consequence

14.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 14
Schedules of reinforcement
Behaviours
1 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

15.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 15
Behaviour mod at Nova Chemicals
Nova Chemicals’ million dollar
‘recruitment and retention
program’ cut absenteeism rates
by 25 per cent and improved
long-term employment at its
construction site.
Courtesy of Nova Chemicals

16.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 16
Behaviour modification limitations
 Can’t reinforce non-observable behaviour
 Reinforcer tends to wear off
 Variable ratio schedule is a form of gambling
 Ethical concerns about perceived manipulation

17.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 17
Learning through feedback
 Any information about consequences of our
behaviour
 Clarifies role perceptions
 Corrective feedback improves ability
 Positive feedback motivates future behaviour

18.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 18
Evaluated
employee
Co-worker
Customer
Subordinate
Project
leader
Supervisor
Co-worker
Subordinate
Subordinate
Multi-source (360 degree) feedback

19.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 19
Effective
feedback
Specific
Frequent
Timely
Relevant
Credible
Giving feedback effectively

20.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 20
Social 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

21.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 21
Kolb’s experiential learning model
Concrete
experience
Reflective
observation
Abstract
conceptualisation
Active
experimentation

22.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
Developing a learning orientation
 Value the generation of new knowledge
 Reward experimentation
 Recognise mistakes as part of learning process
 Encourage employees to take reasonable risks

23.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 23
Action learning
 Experiential learning in which employees are
involved in a ‘real, complex and stressful problem’,
usually in teams, with immediate relevance to the
company
 concrete experience
 learning meetings
 team conceptualises and applies a solution to a
problem

24.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 24
Overview of the next chapter
 Perceptual processes of selective attention and
social identity
 Stereotyping and attribution processes
 The self-fulfilling prophecy process
 Types of diversity initiatives
 How the Johari Window can improve our
perceptions
 The ‘Big Five’ personality dimensions
 The Myers-Briggs Type Indicator

25.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E R 2
Individual
behaviour and
learning in
organisations