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Foundations of
Individual Behavior
BIOGRAPHICAL
CHARACTERISTICS
2
A. AGE
3
GENDER
There are few, if any, important differences between men
and women that will affect their job performance, including
the areas of:
–Problem-solving –Motivation
–Analytical skills –Sociability
–Competitive drive –Learning ability
Women are more willing to conform to authority, and men
are more aggressive and more likely than women to have
expectations of success, but those differences are minor.
There is a difference between men and women in terms of
preference for work schedules.
Absence and turnover rates
4
A. Tenure
The issue of the impact of job seniority on job
performance has been subject to misconceptions and
speculations.
Extensive reviews of the seniority-productivity
relationship have been conducted:
• There is a positive relationship between tenure and job
productivity.
• There is a negative relationship between tenure to
absence.
• Tenure is also a potent variable in explaining turnover.
• Tenure has consistently been found to be negatively
related to turnover and has been suggested as one of
the single best predictors of turnover.
• The evidence indicates that tenure and satisfaction are
positively related.
5
ABILITY
6
DIMENSIONS OF
INTELLECTUAL ABILITY
• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory
EXHIBIT 2-1
7
PHYSICAL ABILITY
8
NINE PHYSICAL ABILITIES
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength Flexibility Factors
• Extent flexibility
• Dynamic flexibility
Other Factors
• Body coordination
• Balance
• Stamina EXHIBIT 2-2
9
THE ABILITY - JOB FIT
Ability-Job
Employee’s Fit Job’s Ability
Abilities Requirements
10
LEARNING
Learning
• Involves change
• Is relatively permanent
• It is concerned with behaviour
• Is acquired through experience
11
THEORIES OF LEARNING
It was conducted by a Russian Physiologist Ivan Pavlov
in the early 1900s.
Key Concepts
• Unconditioned stimulus
• Unconditioned response
• Conditioned stimulus
• Conditioned response
12
Thus we can say that a conditioned response involves
building up an association between conditioned stimulus
and unconditioned stimulus.
13
It was propounded by a Harvard psychologist B F Skinner
and he argues that behaviour is a function of its
consequences.
Key Concepts
• Reflexive (unlearned) behavior
• Voluntary (learned) behavior
• Reinforcement
15
Key Concepts
• Reinforcement is required to change behavior.
• Some rewards are more effective than others.
• The timing of reinforcement affects learning
speed and permanence.
16
TYPES OF REINFORCEMENT
Positive reinforcement
Providing a reward for a desired behavior.
Negative reinforcement
Removing an unpleasant consequence when the
desired behavior occurs.
Punishment
Applyingan undesirable condition to eliminate an
undesirable behavior.
Extinction
Withholding reinforcement of a behavior to cause its
cessation.
17
Positive Reinforcement Negative Reinforcement
Desirable e.g.: you receive bonus e.g.: supervisor stops
Behaviour after successfully criticising you when
completing important your job performance
task improves
Punishment Extinction
e.g.: you are e.g.: co-workers no
Undesirable threatened with longer praise you when
Behaviour demotion or discharge you engage in
after treating client dangerous pranks
badly.
Event is Event is
Added Removed
19
Schedules of Reinforcement
Fixed-ratio
EXHIBIT 2-4
20
Intermittent Schedules of
Reinforcement
EXHIBIT 2-5a
21
Intermittent Schedules of
Reinforcement (cont’d)
EXHIBIT 2-5b
22
BEHAVIOR MODIFICATION
Problem-solving Model
• Identify critical behaviors
• Develop baseline data
• Identify behavioral consequences
• Apply intervention
• Evaluate performance improvement
23
OB MOD ORGANIZATIONAL
APPLICATIONS
Well Pay versus Sick Pay
Reduce 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. 24