Bài giảng Organisational behaviour - Chapter 2 Individual behaviour and learning in organisations

Individual behaviour and learning in organisationsChapter learning objectivesDescribe 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.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCustomer service at Singapore AirSingapore 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 Airlines3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMotivationIndividualbehaviour andperformanceMARS model of behaviour and performanceRoleperceptionsSituationalfactorsAbility4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEmployee motivationInternal forces that affect a person’s voluntary choice of behaviourdirectionintensitypersistenceMARSBAR5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMARSBAREmployee abilityNatural aptitudes and learned capabilities required to successfully complete a taskcompetencies  personal characteristics that lead to superior performanceperson  job matchingselect qualified peopledevelop employeeabilities through trainingredesign job to fit person's existing abilities6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEmployee role perceptionsBeliefs about what behaviour is required to achieve the desired results:understanding what tasks to performunderstanding relative importance of tasksunderstanding preferred behaviours to accomplish tasksMARSBAR7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSituational factorsEnvironmental conditions beyond the individual’s short-term control that constrain or facilitate behaviourtimepeoplebudgetwork facilitiesMARSBAR8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTypes ofwork-relatedbehaviourJoining theorganisationRemainingwith theorganisationMaintainingworkattendanceExhibitingorganisationalcitizenshipPerformingrequiredtasksTypes of work-related behaviour9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDefinition of learningA relatively permanent change in behaviour (or behaviour tendency) that occurs as a result of a person’s interaction with the environment10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBehaviour modificationWe ‘operate’ on the environment alter behaviour to maximise positive consequences and minimise adverse consequencesOperant versus respondent behavioursLaw of effectlikelihood that an operant behaviour will be repeated depends on its consequences11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConsequencesWhat happensafter behaviourEmployeereceivesattendancebonusExampleA-B-Cs of behaviour modificationBehaviourWhat personsays or doesEmployeeattendsscheduledworkAntecedentsWhat happensbefore behaviourAttendancebonus systemis announced12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBehaviourincreases/maintainedBehaviourdecreasesConsequenceis introducedConsequenceis removedContingencies of reinforcementPunishmentPositivereinforcementExtinctionPunishmentNegativereinforcementNoconsequence13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSchedules of reinforcement Behaviours1 2 3 4 5 6 7 8 9 ContinuousFixed ratioVariable ratioFixed interval Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16Variable interval14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBehaviour mod at Nova ChemicalsNova 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 Chemicals15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBehaviour modification limitationsCan’t reinforce non-observable behaviourReinforcer tends to wear offVariable ratio schedule is a form of gamblingEthical concerns about perceived manipulation16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLearning through feedbackAny information about consequences of our behaviourClarifies role perceptionsCorrective feedback improves abilityPositive feedback motivates future behaviour17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEvaluatedemployeeCo-workerCustomerSubordinateProjectleaderSupervisorCo-workerSubordinateSubordinateMulti-source (360 degree) feedback18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEffectivefeedbackSpecificFrequentTimelyRelevantCredibleGiving feedback effectively19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSocial learning theoryBehavioural modellingobserving and modelling behaviour of othersLearning behaviour consequencesobserving consequences that others experienceSelf-reinforcementreinforcing our own behaviour with consequences within our control20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneKolb’s experiential learning modelConcreteexperienceReflectiveobservationAbstractconceptualisationActiveexperimentation21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDeveloping a learning orientationValue the generation of new knowledgeReward experimentation Recognise mistakes as part of learning processEncourage employees to take reasonable risks22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAction learningExperiential learning in which employees are involved in a ‘real, complex and stressful problem’, usually in teams, with immediate relevance to the companyconcrete experiencelearning meetingsteam conceptualises and applies a solution to a problem 23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterPerceptual processes of selective attention and social identityStereotyping and attribution processesThe self-fulfilling prophecy processTypes of diversity initiativesHow the Johari Window can improve our perceptionsThe ‘Big Five’ personality dimensionsThe Myers-Briggs Type Indicator24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneIndividual behaviour and learning in organisations