16-1
Chapter Sixteen
Behavioral Performance
Management
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16-2
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 management
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Examples Of Classical And Operant Conditioning
16-3
Classical Conditioning
(R)
Response
(S)
Stimulus
is stuck by a pin
is topped below the kneecap
The individual:
is shocked by an electric current
is surprised by a loud sound
flinches
flexes lower leg
jumps/screams
jumps/screams
Operant Conditioning
(R)
Response
(S)
Stimulus
works
talks to others
The individual:
enters a restaurant
increases productivity
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is paid
meets more people
obtains food
receives merit pay
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Summary Of The Operational Definitions Of
Positive And Negative Reinforcement And Punishment
Consequence
of
Contingent
Application
Reward
(something desirable)
POSITIVE
REINFORCEMENT
Behavior increases
Withdrawal
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PUNISHMENT
Behavior Decreases
16-4
Noxious stimuli
(something aversive
and undesirable)
PUNISHMENT
Behavior Decreases
NEGATIVE
REINFORCEMENT
Behavior increases
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Chronological Development Of Conceptual
Foundation For O.B. Mod.
Approximate Time
1950
1900
Pavlov
Classical
Conditioning
1975
16-5
1977
Watson
Behaviorism
Skinner
Operant
Conditioning
Thorndike
Luthans &
Kreitner
Initial O.B. Mod.
Approach
Bandura
Social
Learning
Theory
Law of Effect
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Chronological Development Of Conceptual
Foundation For O.B. Mod. (cont.)
1977
Bandura
Social
Learning
Theory
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Approximate Time
1985
1986
Luthans and
Kreitner
O.B. Mod.
And Beyond
Bandura
Social
Cognitive
Theory
16-6
Present
Luthans and
Stajkovic
Full, Current
O.B. Mod.
Model
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Percentage Performance Improvement According
To Different Types Of O.B. Mod. Reinforcers
Type of
Organization
Overall
Effect
Manufacturing
Service
33%
13%
Performance
Social
Monetary Feedback Attn/Recog.
(I)
(II)
(III)
39%
14%
41%
6%
(no studies)
15%
Simultaneous
Type of
application
Organization of I & II
Simultaneous
application
of II & III
Simultaneous
application of
I, II, & III
Manufacturing (no studies)
Service
30%
41%
30%
44%
9%
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