Organizational Behavior Modification

Organizational behavior modification (OBM)

The systematic application of operant conditioning theory to manage workplace behavior. Extends operant theory to include consideration of behavioral changes in anticipation of future stimulus-response-consequences sequences. Recognizes social learning learning from others behaviors and consequences.

Organizational Behavior Modification Outcomes

Intrinsic Outcome (Internal)

Stimulus

Response

Consequences

Extrinsic Outcome (External)

Organizational Behavior Modification

Implementing

an OBM program

Step 1: Identify desired performance behaviors Step 2: Determine the base rate of performance Step 3: Identify existing contingencies Step 4: Select an intervention strategy Step 5: Evaluate

Organizational Behavior Modification

The ethics of OBM

Are attempts to modify behaviors ethical? What must be done to ensure that OBM is used in an ethical manner? What is the difference between manipulating behavior and assisting employees to become better organizational members?

Motivation
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal KEY ELEMENTS 1. Intensity: how hard a person tries 2. Direction: towards beneficial goal 3. Persistence: how long a person tries

Motivation Theory
Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

Motivation Theory
Goal-Setting Theory
The theory that specific and difficult goals, with feedback, lead to higher performance.

Factors influencing the goalsperformance relationship:

Goal commitment, adequate self-efficacy, task characteristics, and national culture.

Self-Efficacy
The individuals belief that he or she is capable of performing a task.

Motivation Theory
Reinforcement Theory
The assumption that behavior is a function of its consequences.
CONCEPTS: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences Reinforced Behavior tends to be repeated.

VALUES
Basic convictions that a specific mode of conduct or end-state of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

Attributes of Values:

Content Attribute that the mode of conduct or endstate is important Intensity Attribute just how important that content is. A persons values rank ordered by intensity Tends to be relatively constant and consistent

Value System

IMPORTANCE OF VALUES

Provide understanding of the attitudes, motivation, and behaviors Influence our perception of the world around us Represent interpretations of right and wrong

Imply that some behaviors or outcomes are preferred over others

Attitudes

Attitude is a hypothetical construct Cannot be directly observed inferred from what people say and do Attitude objects are concrete, abstract, about people, groups of people and inanimate objects Behaviour towards objects is dependent upon attitude towards objects Attitudes tend to persist unless something is done to change them Attitudes can fall anywhere along a continuum from very favourable to very unfavourable. Attitudes are directed towards some object about which a person has feelings or affect and beliefs

THREE COMPONENTS OF ATTITUDES

Component The opinion or belief segment of an attitude. Affective Component The emotional
Cognitive

or feeling segment of an attitude.

Behavioral

Component An intention

to behave in a certain way towards someone or something.

CHANGING ATTITUDES

Barriers to changing attitudes: 1. Prior commitment 2. Insufficient information Methods to overcome barriers and change attitudes: 1. Providing new information 2. Use of fear 3. Resolving Discrepancies 4. Influence of friends and peers 5. The co-opting approach

MAJOR JOB ATTITUDES

Job Satisfaction

A positive feeling about the job resulting from an evaluation of its characteristics
Degree of psychological identification with the job where perceived performance is important to selfworth Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy

Job Involvement

Psychological Empowerment

MAJOR JOB ATTITUDE

Organizational Commitment

Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions: Affective emotional attachment to organization Continuance Commitment economic value of staying Normative - moral or ethical obligations Has some relation to performance, especially for new employees. Less important now than in past now perhaps more of occupational commitment, loyalty to profession rather than a given employer.

MAJOR JOB ATTITUDES

Perceived Organizational Support (POS)

Degree to which employees believe the organization values their contribution and cares about their wellbeing. Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive.
The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.

Employee Engagement

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