1) The document discusses a 5-step model for using behavioral management to identify and improve critical employee performance behaviors. 2) The steps include measuring baseline behaviors, analyzing behaviors to determine causes and consequences, developing intervention strategies using techniques like reinforcement, and evaluating strategy effectiveness on multiple levels. 3) This model provides HR managers a systematic framework for applying behavioral management and examining the effectiveness of current HR systems.

1. l 'i;€k-€:a*.F!__
.i.
Ctaptrz/3
Selected Classics
0n
OB and OD
pwrng the uasrc
.rrv basic ConC€ptS,
._--o. techniques and
pracdces organiza::"1-"',
or
:'1H fffffiJ"P: qV'*t'""t,i"""' behaviour
and
.,".,-,j11; ,,#;;.: ,T#jxTli;Il.j::,_1,^ur* ,*ulng
arbehaviour
un.r g,m ru,i
.ffi
T.::Tf
::1j1fl:Ll1;n'",:*!#fix::,'i-l'"::"auun"J;o""#;'fi
"J
me rion
nowever, it is
s;1","; ff i,.liffi mustbeii], Tfi* i: T, tJ.*',ild:H,
n of .various
ta [1
u"r'uuiour"r"Jno'iln'1"t ]'j wellversed "*,rrtr,'r"r,;t;T
""T::11:" ofvariou ::,"_:, t" ' --v'5"
,. not centered interventions'
'ilf
grnrzadonal
:f issues
"l3tltbl" .h",e
behaviour ;#eropment
';T:,itJtrITl:1:'F$*,3,:f,tT"."i*r!;U?f "":ffi
:"T"::
crenr are -l:l'-::-1""-# fil:fi :lJlffi 'lli* ,-'itj'i#"f
deart
rent.issues tj::-* :;;T:"",
'" n'ww arlo wntch a tew Issues
j:fh;iitffi:";;1r,;'T',1ffi
are dealt w.:--- help them in ,h"ir'l-l-"'rrrB
r:"fi";"ril;'id:fiTil ]t'tf
.: T$,:,:'#
L IFICATION
i'*n:':iftT;:Tf:1^:"la.viour moders errective
in _.
mah.fta- :*
r*f:*A;:*#T;iT,:,iffi
n
[1"^t'lo
ffi j"Tn,f
r:fr fi"il1,.*;#.::J:r[r*:
i, - --'rvr€h€Dsive
u "orp."hensive
approach
approach aids
optimization
Modet4"""r.0i,1":ource to
*":" -"r-- that
,n"itl?T o;;^;;",ffi.:JJ::i L:nH ;':
l,:O:l .tdentification .of performance beha
:t::i,?.',lf"T;l':::.:*:::;;;:",";,':::::;;:. step
is
:' *::J,", :ffi """#" ;T,i":?:,"1,.1?:..i::,:_
j
:ifir#T,ffi1::?f[:l!!ifi:,,11#,r,";;lt],",'j#
organizatior
;1Jl#j.'1,"i,,-:li"{ "uionut
;;;:""0"entrv couldu""iJ""'i#al
effectiveness'
These
to derermine :abeh il. ;; j;-:,.L.';
r ao
viu,
"r,r,ill'.:9'"*"d";;tours
"f,r# "}Tdli*# :*
:l.'i:

2. .Ui i j::l
HLiIVI.{N RESOURCE {ATACEI'ENT IN PR.CTICE WITH 300 NroDELs
rEcHNreuESA.lvr)
TooLS. I
Step-Ii: Measurenent o.,!lkc beltst,icn.tr. Baseline measures
are developed at thir.
stage' These'l.easures determinehow often the iCentifiedcritical beha'ricrrrs occrr irr
existing conditions- Taking into account this frequency data
of critical behaviours.
operational measureswill be developed to gauge the employees' performance.
step-III; Function::'. analysis of the belutviour. This is the A-B-c
analysis of cn'c:rl
i:3
:a behavioursidentifieclin step-I. Here, A meansantecedents, B meansbehaviour and ('.
4
::. consequences the behaviour.In other worCs,analysiswilt
of be done to find as of wh,y
an individual performs in a particular way, what causes that
behaviour and what will
4 be the consequenceof that behaviour in terms of outcome
to the individual.
3 Step-IV: Development of an intervention strategy. Based
5 on above three steps, :r
T strategy will be developed to encourage the functional
* behaviour and discourag" ,r,..
dysfunctional behaviour. Popular techniques such as positive
reinforcement ancl ;r
punishment-positivereinforcement will be employed
in itris process.
o Step-V: Evaluation to ensure performance improvement.
In simple terms, this is :rrr
exerctse to. understanq the.efficacy of intervention
strategy adopted to buill
peiformance-orientedbehaviou-r the employees.
in The evaluation will be carried out :rl
four levels: reaction, learning, behavioural "irung" and performance
improvement.
Managerial
lmplication
The above model helps HR managersin two ways, Firstly,
it provides a systematicfra-.;,vork.,l
how behavioural managcrnentcan be utilize'l to identify
the critical performance behavrours ir,
the organization. Sccondly, it also offcrrs iire basic
mechanisms to build the p;iiorraanc,.
behaviour through rinforcement technique. Thrs fundamentat
uerraui;; ;;;.1-il *no*
Iedge also enablesF? ,ranagersto examine the effectiveness
of current HR systern rt,prring thrj.
model.
U ATTRIBUTIoN
THEoRy TvoaEL
, 66d,
H91g9I' Pryfus:gl*gf-
YZ !,sygbglsgy at -,.ansas L,rirr:rsiry is the father of attribution theory
This behaviourai modcl has beJn presented in a comprehensive
mannor in hi, bu*k titlctl
The Psyclnlrgl Qf Interper,conalRelations published
in tgss. social psic,r r'ci isrs iiiir
Edward Jones and Ht'rold Kelly had further strengthened
the concept of attribution rtrrcrigl ilrr i,
works, respective norks Co-re;Dcndent Inference The>r;
and ANOVA Madel.
In simple terms, th.s is a theory about how
:, ;
neople generatecausesto aiy cpr.lonr,...,,,1
*:,ll'**:lqr,,*m
T
@ pffiXfilefionefiry-in pi-6i,6A;rd';;;, o, the part of evaluati.r:
committee etc' This is called as external attribution. The
same is called internal attributior:, if i]r,
indi'idual thipk tates suc-6;l;:->.%
€lgarUballberelg-tr=-change their attitudesand beliefs abour tLemselves.
;.ffi#*#,]0
Thereforc,rhe key-[o
glelce*is*rntaqel
"qi.tN@ - fn coniraJi,
"*i"rn,,i iti.i,5iitir" f "; i;J".,"ffi
Further, under achievers tenb to attribute to'external, * hafii*
and achievers to internal. people generall'
t'cctrsonthefoilowingfactoriwE.G-.in?kiris,iiributionil*@r-o.

3. *-%nFErei:=l
$ il6;$;;, .
CHAPTER 13 SELECTED CLASSICS IN oB AND oD lrFq
l. Distinctiveness 'low distinctiveness'
information. It is called if an individual behaves
;n tfie same manner in itl situations and 'hish distinctiveness' if this individual
does not.
2. Consensusinformation. These are of two types-'low consensus' means, others do
not behave in the same manner in this situation and 'high consensus', if others behave
in the same manner in this situation.
3. Consistency information. An individual repeatedly acts in the same way in similar
situations.
Combination of (a) Low distincti.reness, (b) Low consensusand (c) High consistency
,.,uses i'5e intelnal attribution whereas, (a) High distinctiveness,
(b) High consensusand (c) High
,,irrsistency causesthe external attribution.
wlanageriallmplication
'l
he attribution model has profound iniir.'riue o"-r motivatiqngl"_And*le.-elgi*ng
behaviour of
, - : - - - - : - - - - - - - - - - : - - - : - * - * . i r - - - " - : - : . * "
,"'@. Herice,pigFr unLerstard'|rg
ot-attrrhutit)n
p4ge"r!q
1a-olggl"iiiliffis*
@"{qr.de-sicn*q*fJe, Tfi""eiiircm"t
,'ltribution behaviour may not always he undesirable, it could discourage the effbrts of
lx:havioural changes. Lnternal attlibution b.ellaviour is crucial for, grg-1ni-zations,
which...aJ9"-UR
, l ri v e n .
CONSISTEN{I,' ?.4O.DF
ItrI1RCEPTUAL L 666
--':-'?%
.
tlresetbod habits have their own merits and demeiiiSlB-uT:people
= % %
refuse to see benefits in others
lil6d-TaUitUeCiuseTtatT-ffiir^i;G;ruim:mfihey believe. It seemslikely that people's
:rttitudesall cohere, in other words, they all fit together without contradicting one another. They
,lo not contradict one another becausethey derive from'some underlying core systern of values.
l! orsanizations,not _9lrl!"q_ygygl_q._bg1.3lsp-_glojry
!!ru9f_v3s*_ryaintarn_thispglcep*tual
,. s inconsislent
with.the group'l-Ugll.$ iT:spective-of
jt e*kstual}-qsi119,11, example, trgde union meslqg{l;9gq,:p'bu-"S_e*!ill-e{
For -p9rg.piio_l*dggt
IDanagement, this fixed pelception[ead them tq _jnterpret
-4_-..+'
and q... -_-r_-.:- .
every act of management a in
-,t.t
grudging manner,regardless its utility to its own community.
of
Manageriallmplication
'l'he
issue of perceptualconsistencyamong managersand employeesis a critical issue in any
change management programme. _of:$gdSg*gld_

4. #FFT HUNIAN RESOURCE L{NAGENIENT IN PRACTICE WITH 3OO IVIODEI,STECHNIQUES AND TOOLS
-i91y.earq'Itisdifficulttobringchangeinattitude
and concomrtant perceptions because some oFTfrffi":ilere acquired at an early age and deep-
rooted. Further, each of the perception is correlated with others in the whole scheme ol
perceptional world and therefore likely to be difficuit to ct,rnge in piecemeal.But the silver lint:
is that it won't be inipossible to bring change if organizationscould put persistentefforts in
redefining people's core attitude profile in an integrated perspectiu". Pj!"rgg3!*.Stt*t_tgttgy-:lg,
!-9rs1e-q
SggltUutes-rs-drscoursgtg--lgrgg9$-a-qere&!]l:yg!gete-e!!$9^et9g{!y9s 9ec1919l
is taken. They tend to be convinced with a particular dimension of a problem solving methorl
!-
inStEif of seeking a holistic approach. Therefore, sensitivisationof managerswith this tendency
is important.
COGNITIVEDISSONANCE.THFOffiYNACU 66e1
nitive dissondnceI -b1lgqnlesggger is qoncerned with the incompatibility
a person attfr a" * a-u"Gu
iour?ffiiiVe,a*"d fen6il'b"t*..,i
ifl'e " :,.
two or more attitudes.For example: ,
*
l. An employee is likely to experience cognitive dissonance when asked to praise boss e
,i
lvhom he/she.dislkesgro.:!
2. A personinvited to@"!-o-1"-:!y_. would feel uncomfortable if he/shc
gt-gg!-pl f i n$_e
lfllrerself .
L:!.ewise,a person who is believer of non-violencewill experi,'.,c.Cissonance marltr
if
ta defend the country in a war situation.
All of us experiencethis behavioural discorrin::'iin our daily personai and professional lilc
Festinger, who proposed the said model in his i'.,rii titled, A Theory of Cognitive Dissonancr
published in 1957 statelh4! any form of inconsistencyis unqqmfortable and that individuals will
th.e
1ft?$r-a-reqqqe ffifi;-ffi"aiwl{:yfircq;
treqfjgJgyjgf" g:g'11gll*g3"*3j19.9"ggg: A peisonwh6 hasdissonant is
cognitions sairl
to be in a psychological'state of dissonar'ce,whr;;r is experienced as unpleasa;ltpsychologicrl
tension. Sesearch ind,icatesthat people tend to handle djqsonancewititout mur:h clifficulty ;rr
.t- .u <i_--n.
F-*--* ..^ - .
yg*icg:sgpql'sst-19__["J"9-b5s"egss*g.&u':*?{_qf_f:g:d9!_$*I*1"y'A*T-T'e."e;3trxi.ti-
i-. .
rationahzes the behaviour, leads to conciliatirn bctween belief and behaviour and reduces llrr
tension inherent in dissonance.When dissonanceis niinrmizecl, the consistencyin behaviour will
increase.
Manageriallmplication
"t..:
fhe thgoly of cognitive dissonance
-i has an importantrole in recruilment,reward management
rrxl
i
burding plrfoifrIneE:oeh Cu
ii tfi riur;, Fffioi3"ffift iieA*i;iiTt;lm s u''t
l oJlSSonance'reSutt|nginennanceocommttment:|l|.|.
de_!g!€o well with their attitudes, they
issonance and concomitant However, HR managersmust ensure placing people ..irtlr ;
compatible att and value system that suit the demandsof the position/assignment becar"'' l
inducing with rewar4l-tg pgllo{!1- a function that is in conflrct with their attitude is oni,y '
ary
a
r'-:ii'::=::
,/-.9'
.:
tj.:

5. l
l
':-
::l.trr
n
CHAPTER 13 SELECTED CLASSICSIN'OB AND OD
IMMATURITY-MATURITY
CONTINUUM
-IQ}.}gL
666
9lrrrs Argyris., the renowned Organizational Behaviourist propo.s:e3*g--Se.minal*fnodel
popularly
l.rrownas Immaturity-Maturity contrnuum in his book titled pf::X*!j:X_XA*g:SXIU:jg
I ' * ' l i s h e dn . 1 9 5 7 .
i
W(i)passiveness'(ii)independence,(iii)behaving-lnTimitd*iliyi.
{rv) erraticshallowinterests, short-term
(v) (vi)
perspective, subordinate positionand (vii) lack of
ltwllt€Il€SS31setr'i i)activeness'(ii)independence,
trrr) capabtlrt/..to behave in dillerent ways, (iv) deejperand groJg_eJ
!nt:I:$. (v) long-term
1x:rspective,(vi) equai or superordinateposition and (vii) awarenessof and i"cinTiol
over self. The
-*"--
representationof the model is illustrated here .iFiliirellTl
1'r;rrrhicaf ,
lmmaturity Maturity
Passive ----------)
-=-)
Sehave in few rvays
_i f- Eapaoteor o@
-----------) anq
L_DJ9_p9r {glser interests i
Short-term perspective Long-termperspective
Subordinate position
| _F:fgl "t ""P"t"tdi""tt
------------J
I Lack of awareness of self -----+ I r,wareness and control over self I
L._ J
FIGURE 1;.1 Immaturity-Maturity continuum.
Organizational environment and practices determine how an individual behaves.
l)epending upon this environment, employees' behaviour in organizations moves from one side
to exhibit the behaviourof immaturitv reear$eSgfl- t..aq[ Sf.ate.It.llg..ggltlt
E169Es*ffii"th;d"gr*ffi;iffiry of emproyees noi matcii
does wittr
control over w6iE
rsutine-as$iSglSggls,
excessivesupervision are theJeat oyeeswltn a
turttY.
ilegree of maturity face ict, frustration and anxiety when subjected to these practices.
Argyris called this as basic ingruity between organization and individual, which has drastic
impact on performance of employei:s.
Managerial lmplication
'[wo
critical implications of this model to managerial practice are: .(i) organizational practices
and structure should be evqlved keeping in vierv the maturity continuum that all adults are
capable of behaving in a matured way and (ii) the fit between individual personality
characteristicsand organizational practices is paramount for optimal employee performance on
the job. Therefore, efforts must be made to ensure this fit as much as possible to minimize
dysfunctional eft-ects.

6. I
oo MoDELS ANDroots I
IEcHNIQUES
f[Q!
T-
LOCUSOF CONTROL ?NDD6
666
r-*ssl-el*eersslrs--4..pets-erLU.*4.llIY"*'T::?::^fficontrol afe tbose-
*itf, *t"tnot locus of ::::J"#H
.J=::-J*;
ftriiTffi",'"I ;a (ii) iI-cpntrol'
sii;,i;ilocus thev are
*6-Giieue are mastersof their destiny and-t[g"
i tiffitre controlledbY external
e with exiernif locus of control beli
lotEs. ffiHntrol has been deve
IgdThis tool is given below:
self-assessment
Self-AssessnTentof Locrts of Control
Instructions. This lists severalpairsof statements concerning possiblecauses behaviour'
the of
ii..r",rt" letterA or B that better your own beliefs'Thereare no right or
describe
;;;';;;,., t
l.
wr0ng answers.
are balanced by the goorl
l. In the long run, the bad things that happen to us *
t
ones.
B. Mos: misfortunes are the result of lack of ability, ignorance,
Iazinessor all thc: z
*
three. :
wili l,appen. !
2 . A I have often found that what is going to happen ':
as rnaking a decisii-r trr
B. Trusting .o farc has never turned out as well for me J
take a defini;e course of action' { I
r'i1ii r dus to bad luck' {
Many of the unhappy things in people's lives are
B. feopte's misfortune's result from the mistakes they "'1^1'"'
leader'
4 . 4 Without the right breaks one cannot be an effective
B . . C a p a b l e p e o p l e w h o f a i l t o b e c o m e l e a d e r s h a v e n o t t a k e n a d v a n t a g e o f t h eti r
t
s
opportunities.
things that happen t() me'
Many trmcs i feet I have little influence over tiie
'a
5. A"
an important role irt
B. It is impossible for me tb believe that chance ot ltrck irlays
llves are controlled by
5. Most people don't realize the extent to which th,,:ir
accidental haPPeninis.
R. There really is no such thing as luck'
no matter h()w
7. A Unfortunately, an indrlidual's worth often passesrrrrrecognized
hard he tries. ,
B. In the long run, people get the respect they deserve' *.
&
*
'4
a o to any A yorr have selectc'l
After completing the questionnaire,score it by assigning 3
.J.f,"n inCtcafednorm:
anrl I to any B. ual op you, total score, and compare it to the below :t
E
t
*
o An external locus of control: 1-3
*
o A balanced locus of control: 4-5- e
o An internal locus of control: 5-7 f
I
i1
a
*
t
5
*?
!
E
a
I