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 RC H A P T E R 22Individual Individual behaviour and behaviour and learning in learning in organisationsorganisations

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22

Chapter learning objectivesChapter 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.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33

Customer service at Singapore AirCustomer 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44

MotivationMotivationIndividualIndividual

behaviour andbehaviour andperformanceperformance

MARS model of behaviour and performanceMARS model of behaviour and performance

RoleRoleperceptionsperceptions

SituationalSituationalfactorsfactors

AbilityAbility

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55

Employee motivationEmployee motivation

Internal forces that affect a person’s voluntary choice of behaviour

direction intensitypersistence

MM

AA

RR

SS

BARBAR

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66

MM

AA

RR

SS

BARBAR

Employee abilityEmployee 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77

Employee role perceptionsEmployee 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

MM

AA

RR

SS

BARBAR

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88

Situational factorsSituational factors

Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour

time people budget work facilities

MM

AA

RR

SS

BARBAR

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99

Types ofTypes ofwork-relatedwork-related

behaviourbehaviour

Joining theJoining theorganisationorganisation

RemainingRemainingwith thewith the

organisationorganisation

MaintainingMaintainingworkwork

attendanceattendance

ExhibitingExhibitingorganisationalorganisational

citizenshipcitizenship

PerformingPerformingrequiredrequired

taskstasks

Types of work-related behaviourTypes of work-related behaviour

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010

Definition 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111

Behaviour modificationBehaviour 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212

ConsequencesConsequences

What happensWhat happensafter behaviourafter behaviour

EmployeeEmployeereceivesreceives

attendanceattendancebonusbonus

ExampleExample

A-B-Cs of behaviour modificationA-B-Cs of behaviour modification

BehaviourBehaviour

What personWhat personsays or doessays or does

EmployeeEmployeeattendsattends

scheduledscheduledworkwork

AntecedentsAntecedents

What happensWhat happensbefore behaviourbefore behaviour

AttendanceAttendancebonus systembonus systemis announcedis announced

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313

Behaviourincreases/maintained

Behaviourdecreases

Consequenceis introduced

Consequenceis removed

Contingencies of reinforcementContingencies of reinforcement

PunishmentPunishment

PositivePositivereinforcementreinforcement

ExtinctionExtinction PunishmentPunishment

NegativeNegativereinforcementreinforcement

Noconsequence

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414

Schedules 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515

Behaviour mod at Nova ChemicalsBehaviour 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616

Behaviour modification limitationsBehaviour 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717

Learning through feedbackLearning through feedback

Any information about consequences of our behaviour

Clarifies role perceptions

Corrective feedback improves ability

Positive feedback motivates future behaviour

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818

Evaluatedemployee

Co-workerCo-worker

CustomerCustomer

SubordinateSubordinate

ProjectProjectleaderleader

SupervisorSupervisor

Co-workerCo-worker

SubordinateSubordinate

SubordinateSubordinate

Multi-source (360 degree) feedbackMulti-source (360 degree) feedback

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919

EffectiveEffectivefeedbackfeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving feedback effectivelyGiving feedback effectively

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2020

Social learning theorySocial learning theory

Behavioural modellingobserving and modelling behaviour of others

Learning behaviour consequencesobserving consequences that others experience

Self-reinforcement reinforcing our own behaviour with consequences within our control

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2121

Kolb’s experiential learning modelKolb’s experiential learning model

ConcreteConcreteexperienceexperience

ReflectiveReflectiveobservationobservation

AbstractAbstractconceptualisationconceptualisation

ActiveActiveexperimentationexperimentation

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2222

Developing a learning orientationDeveloping a learning orientation

Value the generation of new knowledge

Reward experimentation

Recognise mistakes as part of learning process

Encourage employees to take reasonable risks

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2323

Action learningAction 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

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2424

Overview of the next chapterOverview 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

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 RC H A P T E R 22Individual Individual behaviour and behaviour and learning in learning in organisationsorganisations