Description
This is a presentation describing about learning, people management, behaviour modification, social learning theory, Kolb's model, job characteristic, job design
? A relatively permanent change in behavior (or
behavior tendency) that occurs as a result of a person’s interaction with the environment.
? Learning is viewed as dependent on the context
? The team leader “operates” on the team environment
? alter behavior to maximize positive and minimize
adverse consequences
? Should human thoughts also need to be viewed as
important?
A-B-Cs of Behavior Modification
Antecedents What happens before behavior Behavior What person says or does Consequences What happens after behavior
Warning light flashes
Machine operator turns off power
Co-workers thank operator
Designed Consequences = Reinforcement
• Positive aspects like rewards, recognition • Negative aspects like deterrentswithdrawal of priveleges etc
Contingencies of Reinforcement
Consequence is introduced No consequence Consequence is removed
Behavior increases/ maintained Behavior decreases
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Punishment
Social Learning Theory
• Behavioral modeling
– Observing and modeling behavior of others
• Learning behavior consequences
– Observing consequences that others experience
• Self-reinforcement
– Reinforcing our own behavior with consequences within our control
Kolb’s Experiential Learning Model
Concrete experience
Active experimentation
Reflective observation
Abstract conceptualization
Developing a Learning Orientation
• • • • Value the generation of new knowledge Reward experimentation Recognize mistakes as part of learning Encourage employees to take reasonable risks
For learning to happen
• There should be rewards. • There should be training. • Constraints should be identified in the learning situation.
To facilitate Learning………
T i m e
Within the limits of human abilities
Empathy of the work designer/deployer is important- Norms to be established scientifically
Productivity
? Based on membership and seniority ? Job status ? Competencies ? Performance-based
Learning + _____________________ = Performance
What is the _____________________ ?
The Role of nature of work = Job design
Advantages Less time changing activities Lower training costs Job mastered quickly Better person-job matching
Disadvantages Job boredom Discontentment pay Higher costs Lower quality Lower motivation
Job Characteristics Model
Core Job Characteristics Critical Psychological States Outcomes
Skill variety Task identity Task significance Autonomy
Meaningfulness
Work motivation
Growth satisfaction
Responsibility Knowledge of results Individual differences General satisfaction
Feedback from job
Work effectiveness
The Job Characteristics – Core job dimensions and psychological states
– Focuses on the motivational attributes of jobs.
• • • • • Skill variety Task identity Task significance Autonomy Feedback
– Identifies three critical psychological states:
• Experienced meaningfulness of the work. • Experienced responsibility for work outcomes. • Knowledge of results.
The Core Job Dimensions that motivate
• Skill Variety
– The degree to which the job requires a variety of activities that involve different skills and talents.
• Task Identity
– The degree to which the job requires completion of a “whole” and an identifiable piece of work. – The extent to which a job has a beginning and an end with a tangible outcome.
• Task Significance
– The degree to which the job affects the lives or work of other people, both in the immediate organization and in the external environment.
The Core Job Dimensions that motivate
• Autonomy
– The degree to which the job allows the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out.
• Feedback
– The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance.
The Critical Psychological States that motivate
• Experienced meaningfulness of the work
– The degree to which the individual experiences the job as generally meaningful, valuable, and worthwhile.
• Experienced responsibility for work outcomes
– The degree to which individuals feel personally accountable and responsible for the result of their work.
• Knowledge of results
– The degree to which individuals continuously understand how effectively they are performing their job.
? Job rotation ? Moving to different jobs ? Job enlargement ? Adding more tasks to a job ? Job enrichment ? Giving employees more autonomy over their job
Understanding performance in career growth…….
A framework to manage performance in growth
What the organisation wants of you?
Your present value
What the organisation does not want of you?
What you can
Your re orientation need
What you cannot
Your Learning need
Out of scope of your performance
? Understanding of deliverables
? Effective delivery of set targets
? Interpersonal skills ? Being visible
? Being focused on goals
doc_789878215.ppt
This is a presentation describing about learning, people management, behaviour modification, social learning theory, Kolb's model, job characteristic, job design
? A relatively permanent change in behavior (or
behavior tendency) that occurs as a result of a person’s interaction with the environment.
? Learning is viewed as dependent on the context
? The team leader “operates” on the team environment
? alter behavior to maximize positive and minimize
adverse consequences
? Should human thoughts also need to be viewed as
important?
A-B-Cs of Behavior Modification
Antecedents What happens before behavior Behavior What person says or does Consequences What happens after behavior
Warning light flashes
Machine operator turns off power
Co-workers thank operator
Designed Consequences = Reinforcement
• Positive aspects like rewards, recognition • Negative aspects like deterrentswithdrawal of priveleges etc
Contingencies of Reinforcement
Consequence is introduced No consequence Consequence is removed
Behavior increases/ maintained Behavior decreases
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Punishment
Social Learning Theory
• Behavioral modeling
– Observing and modeling behavior of others
• Learning behavior consequences
– Observing consequences that others experience
• Self-reinforcement
– Reinforcing our own behavior with consequences within our control
Kolb’s Experiential Learning Model
Concrete experience
Active experimentation
Reflective observation
Abstract conceptualization
Developing a Learning Orientation
• • • • Value the generation of new knowledge Reward experimentation Recognize mistakes as part of learning Encourage employees to take reasonable risks
For learning to happen
• There should be rewards. • There should be training. • Constraints should be identified in the learning situation.
To facilitate Learning………
T i m e
Within the limits of human abilities
Empathy of the work designer/deployer is important- Norms to be established scientifically
Productivity
? Based on membership and seniority ? Job status ? Competencies ? Performance-based
Learning + _____________________ = Performance
What is the _____________________ ?
The Role of nature of work = Job design
Advantages Less time changing activities Lower training costs Job mastered quickly Better person-job matching
Disadvantages Job boredom Discontentment pay Higher costs Lower quality Lower motivation
Job Characteristics Model
Core Job Characteristics Critical Psychological States Outcomes
Skill variety Task identity Task significance Autonomy
Meaningfulness
Work motivation
Growth satisfaction
Responsibility Knowledge of results Individual differences General satisfaction
Feedback from job
Work effectiveness
The Job Characteristics – Core job dimensions and psychological states
– Focuses on the motivational attributes of jobs.
• • • • • Skill variety Task identity Task significance Autonomy Feedback
– Identifies three critical psychological states:
• Experienced meaningfulness of the work. • Experienced responsibility for work outcomes. • Knowledge of results.
The Core Job Dimensions that motivate
• Skill Variety
– The degree to which the job requires a variety of activities that involve different skills and talents.
• Task Identity
– The degree to which the job requires completion of a “whole” and an identifiable piece of work. – The extent to which a job has a beginning and an end with a tangible outcome.
• Task Significance
– The degree to which the job affects the lives or work of other people, both in the immediate organization and in the external environment.
The Core Job Dimensions that motivate
• Autonomy
– The degree to which the job allows the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out.
• Feedback
– The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance.
The Critical Psychological States that motivate
• Experienced meaningfulness of the work
– The degree to which the individual experiences the job as generally meaningful, valuable, and worthwhile.
• Experienced responsibility for work outcomes
– The degree to which individuals feel personally accountable and responsible for the result of their work.
• Knowledge of results
– The degree to which individuals continuously understand how effectively they are performing their job.
? Job rotation ? Moving to different jobs ? Job enlargement ? Adding more tasks to a job ? Job enrichment ? Giving employees more autonomy over their job
Understanding performance in career growth…….
A framework to manage performance in growth
What the organisation wants of you?
Your present value
What the organisation does not want of you?
What you can
Your re orientation need
What you cannot
Your Learning need
Out of scope of your performance
? Understanding of deliverables
? Effective delivery of set targets
? Interpersonal skills ? Being visible
? Being focused on goals
doc_789878215.ppt