Lim Sei Kee @ cK
How biographical characteristics (such as age
and gender) and ability (which includes
intelligence) affect employee performance
and satisfaction.
 Personal
characteristics – such as age,
gender, and length of tenure- that are
objective and easily obtained from personnel
records.
 Age
 Gender
 Tenure
An individual’s capacity to perform the various
tasks in a job.
 Intellectual
Abilities
 Physical Abilities
 The Ability- Job Fit
Those needed to perform mental activities- for
thinking, reasoning, and problem solving.
Examples: IQ (Intelligence quotient) tests, GCE
‘O’ level.
Dimensions of Intellectual Ability: Number
aptitude, Verbal comprehension, Perceptual
speed, Inductive reasoning, Deductive
reasoning, Spatial visualization, Memory.
 The
capacity to do tasks demanding stamina,
dexterity, strength, and similar
characteristics.
 Nine
basic Physical Abilities: Dynamic
strength, Trunk strength, Static strength,
Explosive strength, Extent flexibility,
Dynamic flexibility, Body coordination,
Balance, Stamina.
 Jobs
make differing demands on people and
that people differ in their abilities.
 Employee performance is enhanced when
there is a high ability-job fit.
 Employees
are likely to fail.
 Organizational efficiencies and possible
declines in employee satisfaction.
 Learning:
Any relatively permanent change
in behavior that occurs as a result of
experience
 Theories of learning:
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Classical conditioning – Individual responds to
some stimulus that would not ordinarily produce
such a response.
Operant Conditioning – Desired voluntary
behavior leads to a reward or prevents a
punishment.
Social Learning – Individual learn through
observation and direct experience.
Experiments to teach dogs to salivate in
response to the ringing of bell, conducted in
the early-1900s by Russian physiologist Ivan
Pavlov.
Meat: Unconditioned stimulus
Reaction that took place: Unconditioned
response
Bell: Conditioned stimulus
Behavior of the dog: Conditioned response
# Your romantic partner always uses the same
shampoo. Soon, the smell of that shampoo
makes you feel happy.
# You have a meal at a fast food restaurant that
causes food poisoning. The next time you see a
sign for that restaurant, you feel nauseous.
# The nurse says “Now this won’t hurt a bit” just
before stabbing you with a needle. The next
time you hear “This won’t hurt” you cringe in
fear.
 Behavior
is a function of its consequences.
People learn to behave to get something they
want or to avoid something they don’t want.
A
child learns to clean his/her room after
being rewarded with TV time, every time he
cleans it.
A
person stops teasing his fiance about an
issue after she gives him the silent
treatment.
 Individuals
can also learn by observing what
happens to other people and just by being
told about something, as well as by direct
experiences.
 Advertisements
are prime examples of Social
Learning Theory. We watch them, then copy
them.
 If
your a new person to IGS and it's lunch
time, and you finish with your lunch but you
don't know where to put the tray you would
follow someone who knows what their doing.
So you learn off of other peoples examples.
 Systematically
reinforcing each successive
step that moves an individual closer to the
desired response
 Four
-
ways
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Positive Reinforcement
Following a response with something pleasant.
Negative Reinforcement
Following a response by the termination or withdrawal of
something unpleasant.
Punishment
attempts to decrease the probability of specific behaviours
being exhibited (eliminate undesirable behavior.)
Extinction
Eliminating any reinforcement that is maintaining a
behavior. its purpose is to reduce unwanted behavior.
 Schedules
Of Reinforcement : The timing of the
behavioural consequences that follow a given behavior.
Reinforcement
Schedule
Nature Of
Reinforcement
Effects On Behavior
Example
Continuous
Reward given after
each desired
behavior
Fast learning of new
behavior but rapid
extinction
Compliments
Fixed Interval
Reward given at
fixed time intervals
Average and irregular
performances with rapid
extinction
Weekly Paychecks
Variable Interval
Reward given at
variable time
intervals
Moderately high and
stable performance with
slow extinction
Pop Quizzes
Fixed Ratio
Reward given at
fixed amounts of
output
High and stable
performance attained
quickly but also with
rapid extinction.
Piece-rate Pay
Variable Ratio
Reward given at
variable amounts of
output
Very high performance
with slow extinction
Commissioned
Sales
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Well pay Vs Sick pay
Employee Discipline
Developing Training programs
Self-management