OB11 chapter 2 foundations of individual behavior

eleventh edition

organizational

behavior

stephen p. robbins


Chapter 2

Foundations of
Individual Behavior
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
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E D I T I O N

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PowerPoint Presentation
by Charlie Cook


OBJECTIVES
LEARNING

After studying this chapter,

you should be able to:
1. Define the key biographical characteristics.
2. Identify two types of ability.
3. Shape the behavior of others.
4. Distinguish between the four schedules of
reinforcement.
5. Clarify the role of punishment in learning.
6. Practice self-management

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2–3


Biographical
Biographical Characteristics
Characteristics
Biographical Characteristics
Personal characteristics—such as age, gender,
and marital status—that are objective and
easily obtained from personnel records.

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2–4


Ability,

Ability, Intellect,
Intellect, and
and Intelligence
Intelligence
Ability
An individual’s capacity to perform
the various tasks in a job.
Intellectual Ability
The capacity to do mental activities.
Multiple Intelligences
Intelligence contains four subparts:
cognitive, social, emotional, and cultural.
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2–5


Dimensions
Dimensions of
of
Intellectual
Intellectual Ability
Ability
••Number
Numberaptitude
aptitude
••Verbal
Verbalcomprehension
comprehension

••Perceptual
Perceptualspeed
speed
••Inductive
Inductivereasoning
reasoning
••Deductive
Deductivereasoning
reasoning
••Spatial
Spatialvisualization
visualization
••Memory
Memory
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E X H I B I T 2–1
E X H I B I T 2–1

2–6


Physical
Physical Abilities
Abilities
Physical Abilities
The capacity to do tasks
demanding stamina, dexterity,
strength, and similar

characteristics.

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2–7


Nine
Nine Physical
Physical Abilities
Abilities
Strength
StrengthFactors
Factors
1.1.Dynamic
Dynamicstrength
strength
2.2.Trunk
Trunkstrength
strength
3.3.Static
Staticstrength
strength
4.4.Explosive
Explosivestrength
strength

Other
OtherFactors

Factors
7.7.Body
Bodycoordination
coordination
8.8.Balance
Balance
9.9.Stamina
StaminaHall
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Inc.

Flexibility
FlexibilityFactors
Factors
5.5.Extent
Extentflexibility
flexibility
6.6.Dynamic
Dynamicflexibility
flexibility

Source: Adapted from
HRMagazine published
by the Society for Human
Resource Management,
Alexandria, VA.

E X H I B I T 2–2
E X H I B I T 2–2

2–8


The
The Ability-Job
Ability-Job Fit
Fit

Employee’s
Abilities

Ability-Job
Fit

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Job’s Ability
Requirements

2–9


Learning
Learning
Learning

Any relatively permanent change in behavior
that occurs as a result of experience.

Learning
Learning
••Involves
Involveschange
change
••Is
Isrelatively
relativelypermanent
permanent
••Is
Isacquired
acquiredthrough
throughexperience
experience
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2–10


Theories
Theories of
of Learning
Learning
Classical Conditioning
A type of conditioning in which an individual
responds to some stimulus that would not

ordinarily produce such a response.
Key
KeyConcepts
Concepts
••Unconditioned
Unconditionedstimulus
stimulus
••Unconditioned
Unconditionedresponse
response
••Conditioned
Conditionedstimulus
stimulus
••Conditioned
response
Conditioned
response
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2–11


© 2005 Prentice Hall Inc.
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Source: The Far Side ®
by Gary Larson © 1993
Far Works, Inc. All rights
reserved. Used with

permission.

E X H I B I T 2–3
E X H I B I T 2–3

2–12


Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)
Operant Conditioning
A type of conditioning in which desired voluntary
behavior leads to a reward or prevents a punishment.

Key
KeyConcepts
Concepts
••Reflexive
Reflexive(unlearned)
(unlearned)behavior
behavior
••Conditioned
Conditioned(learned)
(learned)behavior
behavior
••Reinforcement
Reinforcement

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2–13


Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)
Social-Learning Theory
People can learn through observation
and direct experience.
Key
KeyConcepts
Concepts
••Attentional
Attentionalprocesses
processes
••Retention
Retentionprocesses
processes
••Motor
Motorreproduction
reproductionprocesses
processes
••Reinforcement
Reinforcementprocesses
processes

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2–14


Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)
Shaping Behavior
Systematically reinforcing each successive step that
moves an individual closer to the desired response.
Key
KeyConcepts
Concepts
••Reinforcement
Reinforcementisisrequired
requiredto
tochange
changebehavior.
behavior.
••Some
Somerewards
rewardsare
aremore
moreeffective
effectivethan
thanothers.

others.
••The
Thetiming
timingof
ofreinforcement
reinforcementaffects
affectslearning
learning
speed
speedand
andpermanence.
permanence.
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2–15


Types
Types of
of Reinforcement
Reinforcement
 Positive reinforcement
– Providing a reward for a desired behavior.

 Negative reinforcement
– Removing an unpleasant consequence when the
desired behavior occurs.

 Punishment

– Applying an undesirable condition to eliminate an
undesirable behavior.

 Extinction
– Withholding reinforcement of a behavior to cause its
cessation.

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2–16


Schedules
Schedules of
of Reinforcement
Reinforcement
Continuous Reinforcement
A desired behavior is reinforced
each time it is demonstrated.

Intermittent Reinforcement
A desired behavior is reinforced
often enough to make the
behavior worth repeating but not
every time it is demonstrated.
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2–17

Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)
Fixed-Interval Schedule
Rewards are spaced at
uniform time intervals.

Variable-Interval Schedule
Rewards are initiated after a
fixed or constant number of
responses.

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2–18


Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)

Fixed-ratio

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E X H I B I T 2–4
E X H I B I T 2–4

2–19


Intermittent
Intermittent Schedules
Schedules of
of Reinforcement
Reinforcement

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E X H I B I T 2–5
E X H I B I T 2–5

2–20


Intermittent
Intermittent Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)

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E X H I B I T 2–5 (cont’d)
E X H I B I T 2–5 (cont’d)

2–21


Behavior
Behavior Modification
Modification
OB Mod
The application of reinforcement concepts
to individuals in the work setting.
Five
FiveStep
StepProblem-Solving
Problem-SolvingModel
Model
1.1. Identify
Identifycritical
criticalbehaviors
behaviors
2.
2. Develop
Developbaseline
baselinedata
data

3.3. Identify
Identifybehavioral
behavioralconsequences
consequences
4.4. Develop
Developand
andapply
applyintervention
intervention
5. Evaluate
performance
Evaluate
performanceimprovement
improvement
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Hall Inc.
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2–22


OB
OB MOD
MOD Organizational
Organizational Applications
Applications
 Well Pay versus Sick Pay
– Reduces absenteeism by rewarding attendance, not
absence.

 Employee Discipline
– The use of punishment can be counter-productive.

 Developing Training Programs
– OB MOD methods improve training effectiveness.

 Self-management
– Reduces the need for external management control.

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2–23