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LECTURE 26
Chapter 2
Foundations of Individual Behavior
Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Learning Objectives
Ability and Dimensions of Ability
Biographical Characteristics
What is learning
Learning Theories
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Classical or respondent conditioning theory
Operant or instrumental conditioning theory
Social learning Theory
Challenges and Opportunities for OB
Globalization
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Increased foreign assignments
working with people form different cultures
Coping with anti-capitalism backlash
overseeing movement of jobs to low cost labour countries
Managing people in crises places
Managing work force diversity
Total Quality Management
Improving Customer Service
Improving People Skills
Information Technology & OB
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior
Responding to coming labour shortages
Empowering employees
Ability:
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Individuals are not equal in terms of their ability
Everyone has strengths and weaknesses that make them to perform well in certain tasks and
activities
Managers has to identify abilities of employees to use of this knowledge to increase
performance
“An individual’s capacity to perform the various tasks in a job.”
Ability made up of two sets of factors:
Intellectual Abilities
Physical Abilities
Intellectual Abilities:
- Needed to perform mental activities for thinking reasoning, thinking and problem solving
IQ test is used to measure intellectual abilities
GMAT, SAT and GRE
Dimensions of Intellectual Ability
Dimensions of Intellectual Ability
1
Cognitive
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Social
3
Emotional
4
Cultural
Biographical Characteristics:
Objective and easily obtained personal characteristics.
Age
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Older workers bring experience, judgment, a strong work ethic, and commitment to quality.
Older workers less adaptive to change
Older workers less likely to quit job (turnover) and low absence rate (avoidable)
General perception that productivity declines with age
Age-Job satisfaction: In Professional jobs increase with age
Biographical Characteristics:
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Tenure
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People having long job tenure are more productive, less absenteeism, lower turnover,
and generally more satisfied.
Religion
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No general effect on performance
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Do have affect on attitude towards different works
National Culture:
- Cultural differences do have affect on individual behavior and work related attitudes and
behaviors.
Learning
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“Any relatively permanent change in behavior that occurs as a result of experience
According to the behaviorists, learning can be defined as “the relatively permanent change in
behavior brought about as a result of experience or practice.”
Learning is the acquisition of knowledge, skill, or values through study, practice, or experience.
Learning components:
o
It Involves Change
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Is Relatively Permanent
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Experience is required
Learning Theories
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According to the behaviorists, learning can be defined as “the relatively permanent change in
behavior brought about as a result of experience or practice.”
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Learning is the acquisition of knowledge, skill, or values through study, practice, or experience.
Classical Theories
Classical conditioning was the first type of learning to be discovered and studied within the
behaviorist tradition (hence the name classical) in early 1990s.
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The major theorist in the development of classical conditioning is Ivan Pavlov
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Theory proposes that learning that takes place when the learner recognizes the connection
between an unconditioned stimulus and a conditioned stimulus.
Classical Conditioning Theory
Pavlov was studying the digestive system of dogs and became intrigued with his observation that
dogs deprived of food began to salivate when one of his assistants walked into the room.
He began to investigate this phenomena and established the laws of classical conditioning.
Classical Conditioning:
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A type of conditioning in which an individual responds to some stimulus that would not
ordinarily produce such a response.
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Unconditioned Stimulus:
Food
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Unconditioned Response:
Saliva
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Conditioned Stimulus:
Bell
Classical Conditioning Theory
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This involuntary behavior is elicited or caused by an environmental event.
Classical Conditioning Theory:
A stimulus will naturally (without learning) elicit or bring about a reflexive response
Stimulus:
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Unconditioned Stimulus: Anything that produces an unconditioned response.
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Unconditioned response: The Reaction occurred due to the occurrence of UC stimulus.
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Conditioned Stimulus: A neutral stimulus that, as a result of being paired with an unconditioned
stimulus, elicits a response.
Classical Conditioning Theory
The specific model for classical conditioning is:
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Neutral Stimulus (NS) -- does not elicit the response of interest
This stimulus (sometimes called an orienting stimulus as it elicits an orienting response) is a neutral
stimulus since it does not elicit the unconditioned (or reflexive) Response.
Classical Conditioning Theory
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The Neutral/Orienting Stimulus (NS) is repeatedly paired with the Unconditioned/Natural
Stimulus (US).
Bell Was Conditioned with the presentation of food. Whenever the food was presented
before that Pavlov rang bell.
Classical Conditioning Theory
The Neutral Stimulus (NS) is transformed into a
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Conditioned Stimulus (CS). (Bell is transformed into a conditioned stimulus)
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That is, when the CS is presented by itself, it elicits or causes the CR (which is the same
involuntary response as the UR. (only at the bell dog salivated even without presenting food)
Operant Conditioning Theory
Operant conditioning is the study of the impact of consequences on behavior.
Social Learning Theory
Individuals learn by observing others what happens to other or by telling something or through direct
experience
Managerial Implications
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Three Individual Variables:
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Ability
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Influences level of performance
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Managers need to focus on achieving job-ability fit means to consider ability in
selection, promotion, and transfer decision.
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Fine-tune job to better fit to incumbent’s abilities. Job redesign, change of
equipment, reorganize task with group of people etc.
Biographical Characteristics
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Manager should not use in management decisions: can possible be source of
bias.
Learning
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Observable change in behavior = learning.
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Remember positive reinforcement is powerful tool
Source: Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall