organisatrion behaviour

1. 1 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
.
2
T W O
Individual
Behaviour and
Learning in Organizations
IndividualIndividual
Behaviour andBehaviour and
Learning in OrganizationsLearning in Organizations
C H A P T E R

2. 2 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
A. McInnis. Montreal Gazette
Customer Service at Reno DepotCustomer Service atCustomer Service at RenoReno DepotDepot
Reno Depot, Quebec’s
leading hardware retailer,
recruits applicants with
technical knowledge and
customer service skills.

3. 3 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
MotivationMotivation
IndividualIndividual
Behaviour andBehaviour and
PerformancePerformance
Model of Individual BehaviourModel of Individual BehaviourModel of Individual Behaviour
RoleRole
PerceptionsPerceptions
SituationalSituational
ContingenciesContingencies
AbilityAbility

4. 4 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Types ofTypes of
Work-RelatedWork-Related
BehaviourBehaviour
Joining theJoining the
OrganizationOrganization
RemainingRemaining
with thewith the
OrganizationOrganization
MaintainingMaintaining
WorkWork
AttendanceAttendance
ExhibitingExhibiting
OrganizationalOrganizational
CitizenshipCitizenship
PerformingPerforming
RequiredRequired
TasksTasks
Types of Work-Related BehaviourTypes of Work-Related BehaviourTypes of Work-Related Behaviour

5. 5 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Definition 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.

6. 6 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Behaviour 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

7. 7 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
ConsequencesConsequences
What happensWhat happens
AfterAfter behaviourbehaviour
EmployeeEmployee
receivesreceives
attendanceattendance
bonusbonus
ExampleExample
A-B-Cs of OB ModificationA-B-A-B-CsCs of OB Modificationof OB Modification
BehaviourBehaviour
What personWhat person
says or doessays or does
EmployeeEmployee
attendsattends
scheduledscheduled
workwork
AntecedentsAntecedents
What happensWhat happens
beforebefore behaviourbehaviour
AttendanceAttendance
bonus systembonus system
is announcedis announced

8. 8 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Behaviour
Increases/
Maintained
Behaviour
Decreases
Consequence
is Introduced
Consequence
is Removed
Contingencies of ReinforcementContingencies of ReinforcementContingencies of Reinforcement
PunishmentPunishment
PositivePositive
reinforcementreinforcement
ExtinctionExtinction PunishmentPunishment
NegativeNegative
reinforcementreinforcement
No
Consequence

9. 9 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Schedules of ReinforcementSchedules of ReinforcementSchedules 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

10. 10 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Courtesy of Nova Chemicals
Behaviour 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.

11. 11 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
OB 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

12. 12 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Learning 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

13. 13 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Evaluated
Employee
Co-workerCo-worker
CustomerCustomer
SubordinateSubordinate
ProjectProject
leaderleader
SupervisorSupervisor
Co-workerCo-worker
SubordinateSubordinate
SubordinateSubordinate
Multi-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) Feedback

14. 14 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
EffectiveEffective
FeedbackFeedback
SpecificSpecific
FrequentFrequent
TimelyTimely
RelevantRelevant
CredibleCredible
Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively

15. 15 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Social 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

16. 16 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Courtesy of International Forest Products Ltd.
Experiential Learning at InterforExperiential Learning atExperiential Learning at InterforInterfor
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.

17. 17 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Learning 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

18. 18 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
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2
T W O
Individual
Behaviour and
Learning in Organizations
IndividualIndividual
Behaviour andBehaviour and
Learning in OrganizationsLearning in Organizations
C H A P T E R