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    Chapter 12 Study Guide

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    ch 12 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

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    Chapter 12 Study Guide

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    jacobalmanzar.98
    3 views3 pages
    ch 12 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

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    ch 12 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    3 views3 pages

    Chapter 12 Study Guide

    Uploaded by

    jacobalmanzar.98
    ch 12 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

    Copyright:

    © All Rights Reserved
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    Chapter 12 Study Guide

    In-Depth Outline of Chapter 12: Behavioral Performance Management


    I. Learning Objectives
     Understand learning theories: behavioristic, cognitive, and social/social
    cognitive.
     Examine reinforcement principles, including positive/negative reinforcers and
    punishment.
     Analyze monetary and nonfinancial reward systems.
     Understand steps and results of behavioral performance management (O.B.
    Mod.).

    II. Overview of Behavioral Management


     Significance:
    o Foundation for managing and leading people in evidence-based,
    sustainable ways.
     Theoretical Perspective:
    o Behavioral performance management considered a science like gravity
    —unchanging and essential.

    III. Learning Theory Background


     Importance:
    o Learning impacts all organizational behavior—skills, attitudes, and
    behaviors are learned.
     Theoretical Approaches:
    o Behavioristic (classical/operant conditioning), cognitive, and social
    cognitive theories.

    IV. Behavioristic Theories


     Classical Conditioning:
    o Pavlov’s experiment demonstrating stimulus-response (S-R) learning.

    o Limited to reflexive, involuntary responses.

     Operant Conditioning:
    o Skinner’s focus on consequences influencing behavior (response-
    stimulus or R-S).
    o Key factors: reinforcement (positive/negative) and punishment.

    V. Cognitive Theories
     Key Insights:
    o Focus on cognitive environmental cues and expectations (Tolman’s
    studies on rats).
    o Insightful problem-solving (Kohler’s experiments with chimps).

     Applications:
    o Influence on training programs and problem-solving approaches in
    organizations.

    VI. Social Learning and Social Cognitive Theories


     Social Learning:
    o Combines behaviorist and cognitive concepts.

    o Adds vicarious learning (modeling) and self-control processes.

     Social Cognitive Theory:


    o Extends learning with self-regulatory mechanisms (symbolizing,
    forethought, self-reflection).
    o Emphasis on self-efficacy’s role in learning and behavior.

    VII. Principles of Learning: Reinforcement and Punishment


     Reinforcement:
    o Positive Reinforcement: Strengthens behavior with desirable
    consequences.
    o Negative Reinforcement: Increases behavior by
    avoiding/terminating negative consequences.
     Punishment:
    o Weakens behavior but is complex and often less effective due to
    unintended side effects.
    VIII. Organizational Reward Systems
     Monetary Rewards:
    o Traditional systems (base pay, merit pay) are limited in reinforcing
    performance.
    o “New Pay” plans (e.g., pay-for-performance) show higher impact when
    behaviorally tied.
     Nonfinancial Rewards:
    o Social recognition and performance feedback are powerful, cost-
    effective reinforcers.
    o Categories include consumables, manipulatives, job design, and
    personalized attention.

    IX. Behavioral Performance Management (O.B. Mod.)


     Steps:
    1. Identify critical behaviors.
    2. Measure baseline performance.
    3. Analyze antecedents and consequences.
    4. Develop intervention strategies (reinforcement/punishment).
    5. Implement and evaluate the intervention.
     Outcomes:
    o Evidence of significant performance improvements in various
    organizational settings.

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