Individual behaviour and learning in organisations

1. Individual behaviour and learning in organisations

2. Chapter learning objectives • Describe the four factors that influence individual behaviour and performance. • Identify five types of work-related behaviour. • Define learning. • Describe the A-B-C model of behaviour modification. • Explain how feedback influences individual behaviour and performance. • Identify five elements of effective feedback. • Describe the three features of social learning theory. • 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

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

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

6. 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 employeeabilities through training • redesign job to fit person's existing abilities R M BAR A S  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 R M BAR A S  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 R M BAR A S  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 theorganisation Types ofwork-relatedbehaviour Exhibitingorganisationalcitizenship Remainingwith theorganisation Performingrequiredtasks Maintainingworkattendance  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  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  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

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

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

14. Continuous Fixed ratio Variable ratio Fixed interval Variable interval Schedules of reinforcement Behaviours 1 2 3 4 5 6 7 8 9 Time (Days) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16  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 centand 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

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

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

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

25. Individual behaviour and learning in organisations