McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Behavioral Behavioral Performance Performance ManagementManagement

Chapter TwelveChapter Twelve

Learning Objectives• Define the theoretical processes of learning:

behavioristic, cognitive, and social.• Discuss the principle of reinforcement, with special

attention given to the law of effect, positive and negative reinforcers, and punishment.

• Analyze organizational reward systems, emphasizing both monetary and nonfinancial rewards.

• Present the steps and results of behavioral performance management, or organizational behavior modification (O. B. Mod.).

Introduction

• Overview of learning theory and principles that serve as a foundation and point of departure for presenting the behavioral management approach

Learning Theory Background

• Behavioristic theories– Classical conditioning

• Pavlov’s classical conditioning experiment• Neutral stimulus, paired with unconditioned

stimulus, becomes a conditioned stimulus and elicits a conditioned response

– Operant conditioning• Learning that occurs as a consequence of

behavior

Learning Theory Background Continued

• Examples of classic and operant conditioning

Learning Theory Background Continued

• Cognitive Theories– Relationship between cognitive environmental

cues and expectation

Learning Theory Background Continued

• Social learning and social cognitive theory– Social learning

• Learning can also take place via vicarious, or modeling, and self-control processes.

– Social cognition• Identifies capabilities that initiate, regulate, and

sustain behavior: – Symbolizing, forethought, vicarious/modeling learning,

selfregulation, and self-reflection.

Learning Theory Background Continued

• Social learning and social cognitive theory (continued)

– Modeling processes• Involves interrelated subprocesses, such as:

– Attention, retention, motoric reproduction, and reinforcement.

– Self-efficacy• Beliefs in one’s capabilities to organize and

execute the courses of action required to produce given attainments

Principles of Learning: Reinforcement and Punishment

• Laws of behavior– Law of effect– Extinction principle or law

• Critique of reinforcement theory– Person’s cognitive rationalizations might

neutralize them• Reinforcement as used in behavioral

management– Rewards and reinforcers

Principles of Learning: Reinforcement and Punishment

Continued

• Positive and negative reinforcers

Principles of Learning: Reinforcement and Punishment

Continued• Use of punishment

– Meaning of punishment• Weakens behavior and tends to decrease its

subsequent frequency– Administering punishment– Guidelines for discipline

• Always attempt to reinforce instead of punish in order to change behavior

Role of Organizational Reward Systems

• Analysis of money as a reinforcer• Nonfinancial rewards

– Social recognition and attention– Performance feedback

Role of Organizational Reward Systems Continued

• Nonfinancial rewards (continued) - Categories

Behavioral Performance, Management, or O. B. Mod.

• Step 1: Identification of performance behaviors– Systematic behavioral audit

• Step 2: Measurement of the behavior– Baseline measure

• Step 3: Functional analysis of the behavior– ABC analysis - antecedents (A) and consequences

(C) of the target behavior (B)

Behavioral Performance, Management, or O. B. Mod. Continued

• Step 3: Functional analysis of the behavior (continued)

Behavioral Performance, Management, or O. B. Mod. Continued

• Step 4: Development of an Intervention Strategy– Positive reinforcement strategy– Punishment-positive reinforcement strategy

• Step 5: Evaluation to ensure performance improvement

Behavioral Performance, Management, or O. B. Mod. Continued

• Application of behavioral management– Employee productivity– Absenteeism and tardiness– Safety and accident prevention– Sales performance

• Manufacturing versus service applications

Questions