Charieden Camacam

Jessie Cris D. Bognadon

MAPA 2 / MPA 2
Individual Behavior and Learning
Four factors that affect individual behavior in
organizations:
Drive Behavior
Motivation
Ability
Provide opportunities and constraints
Role perceptions
Situational Contingencies
MARS Model of Individual Behavior
Individual
behavior and
results
Situational
factors
Values
Personality
Perceptions
Emotions
Attitudes
Stress Role
perceptions
Motivation
Ability
2-3
Motivation
Internal forces that affect a persons voluntary
choice of behavior
direction
intensity
persistence
R
BAR
S
M
A
2-4
Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
Aptitudes
Learned capabilities
Competencies
Person job matching
selecting
developing
redesigning
R
BAR
S
M
A
2-5


Role Perceptions
Beliefs about what behavior is required to
achieve the desired results.
Clarifying role perceptions.
R
BAR
S
M
A
2-6
Situational Factors
Environmental conditions beyond the
individuals short-term control that constrain
or facilitate behavior
time
people
resources
Working conditions
customers
R
BAR
S
M
A
2-7
Types of Work-Related Behaviors
Joining the organization
Remaining with the organization
Maintaining work attendance
Performing required job duties
In-role performance
Organizational citizenship behavior
Extra-role performance
Joining Organizations
Applying, interviewing, hiring,
socialization into the organization
Often drive by external factors
Money, prestige of organization, etc.
has changed with technology
Remaining with the organization
Difficult to keep employees with low
unemployment rates.
Job satisfaction
Satisfaction does not motivate but
Job dissatisfaction cause someone to leave.
Things like money become less motivating and
become areas of possible dissatisfaction.
Organizational Commitment the drive to
remain with an organization


Remaining with the organization
Organizational Commitment - the drive to
remain with an organization
Three aspects
Affective - liking your organization
Normative - feeling an obligation toward an
organization
Continuance - remaining with an organization for
lack of another option
Maintaining work attendance
Situational factors
motivation
Performing required tasks (In-
Role Performance)
Task performance
Physical and mental behaviors
Most can be measured and
controlled
This is what we get paid for
Exhibiting organizational
citizenship (Extra-Role Behavior)
Performance beyond the required jobs
Improving organizational citizenship
LEARNING IN ORGANIZATIONS
Learning relatively permanent change in behavior
(or behavior tendency) that occurs as a result of a
persons interaction with the environment.
Behavior change is evidence of learning
Due to interaction with environment study,
practice, experience (not instinct)
Influences ability, role perceptions and motivation.
Relatively permanent change not due to situation
LEARNING IN ORGANIZATIONS
Learning affects behavior/performance
through:
Ability
Role perceptions
Motivation
For knowledge management
LEARNING IN ORGANIZATIONS
Learning explicit and tacit knowledge
Explicit knowledge
Tacit knowledge

The challenge of knowledge management is to make
more tacit knowledge explicit.
Behavior Modification
We learn how to operate on the environment
alter behavior to maximize positive and minimize
adverse consequences.

1. Operant behaviors
2. Respondent behaviors
Consequences

What happens
After behavior
Employee
receives
attendance
bonus
A-B-Cs of OB Modification
Behavior

What person
says or does
Employee
attends
scheduled
work
Antecedents

What happens
before behavior
Attendance
bonus system
is announced
CONTINGENCIES OF REINFORCEMENT
1. Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction

SCHEDULES OF REINFORCEMENT
Reinforcement schedule may have a greater
effect than the size of the reinforcer in learning
and behavior management.
1. Continuous reinforcement
2. Fixed interval
3. Variable interval
4. Fixed ratio
5. Variable ratio
BEHAVIOR MODIFICATION LIMITATIONS
Cant reinforce non-observable behavior
Reward inflation reinforcer tends to wear off
Ethical concerns
Variable ratio schedule viewed as a form of
gambling
Perceived manipulation sounds as if employess
have no control.
LEARNING TROUGH FEEDBACK
Information received about the consequences
of our behavior can be an antecedent or a
consequence.
Improves role perceptions, ability and motivation
Corrective feedback identifies performance errors
and helps to correct them
Positive feedback motivates future behavior.
Evaluated
Employee
Co-worker
Customer
Subordinate
Project
leader
Supervisor
Co-worker
Subordinate
Subordinate
Multi-Source (360 Degree) Feedback
Effective
Feedback
Specific
Frequent
Timely
Relevant
Credible
Giving Feedback Effectively
SOCIAL LEARNING THEORY
Learning by observing others, then modeling
the behaviors that lead to favorable outcomes
and avoiding behaviors that lead to punishing
consequences.
1. Behavioral modeling
2. Learning behavior consequences
3. Self-reinforcement
LEARNING TRHOUGH EXPERIENCE
Kolbs Experiential learning model
Concrete experience
Reflective observation
Abstract conceptualization
Active experimentation