Behaviour modification

UNIT 11

Behaviour Modification

ByPranav Kumar Ojha

Arvind KumarSiddharth Kumar Upadhyay

Contents

• Introduction • Behaviour Modification in Organisations • Methods of the Behaviour Management and

Change • Business and Industrial Applications: A look to

the future • Transitional Contingency Contracting and the

Premack Principle in Business

Contents

• A Skill Training Approach • Training Format in Industrial Behaviour

Modification • Ethics of Behaviour Modification • Conclusion• References

Introduction

• It is the application of the techniques of experimental psychology to applied problems.

• One of the roles of a manager is managing people's behaviour.

• Positive reinforcement -more effective technique.

Behaviour Modification in Organizations

• Behaviour is a function of its consequences.

• Relationship between the act and the results is the heart of behaviour management


• Industrial behaviour modification is based on– The work of B.F. Skinner (1938, 1958) and– The broad area of psychology called learning theory.


• For a Manager Behaviour change techniques may be-– Incentive plans,– Wages,– Bonuses,– Disciplinary procedures, and– At last resort the threat of termination.


• Some Behaviour Modification Theories-Maslow’s Need Hierarchy theory. Herzberg’s Motivation-hygiene TheoryExpectancy Theories of Motivation


• Maslow’s Need Hierarchy theory. It’s most widely discussed

and researched motivational theory.

Individuals are motivated to act by –• internal forces, which

Maslow labels as needs.

d

Needs when Activated

Produce tension within individual

Individual act to reduce the tension or satisfy the need

Maslow’s Need Hierarchy theory

• Herzberg’s Motivation Hygiene Theory – Herzberg tailor

Maslow's approach to the work environment by identifying organisational factors that corresponded to Maslow's need.



Maslow’s Theory Herzberg's theory

Physiological, safety and social needs.

Look of pay, job security, company policy, and supervision.

Ego and self-actualisation needs.

Organisational factors of achievement, recognition, and responsibility.


• Expectancy theories of motivation Vroom (1964), porter and

lawler (1968) specified- How organisational factors

interact with individual variables to influence a worker to behave in a creating manner.


• Expectancy Theories of Motivation – The force a person to perform an act is a functions of the

algebraic sum of the products of the valences of all outcomes and the strength of his expectancies.

Mathematically, Fi = Σ(Eij Vj) (I = n 1,..........,m) 1Fi = the force to perform act I Eij = the strength of the expectancy that act I will be followed by outcome j Vj= the valence of outcome j N = the number of outcomes.


• Expectancy theories of motivation – Porter and lawler's performance model • Refutes that satisfaction causes good performance.• Good performanceThe attainment of equitable and

desired rewardsSatisfaction.

– The key variable for both good performance and satisfaction is the receipt of desired rewards.

Methods of the Behaviour Management and Change

• How does one Implement a Behavioral Contingency System? – The most importent thing to do is to find out

performance problem. – It may be most difficult step in the entire process.


• Guidelines for Implementing Behaviour Management Programme

Step 1: Observe – Try to identify the crucial productivity behaviours.



Step 2: Pinpoint– Identify those behaviours that may require

change.



Step 3: Record – Record not only the actively itself but also• The stimulus conditions under which it occurs,• As well as the consequences that follow it for the

employee.



Step 4: Change the Consequences – Correct the feedback deficiencies discovered if

any. – The lack of rewards etc.


Table 1: Questions for Analyzing Current Performance Contingencies:

1. What is the standard of performance?2. Does the employee know the standard?3. How well does the employee think he is doing?4. How well does this supervisor think he is doing?



5. What is reinforcing the undesired behaviour?6. What is reinforcing the desired behaviour?7. What aversive consequences of the undersized

behaviour are at hand?



8. What schedule of reinforcement is most efficient for developing and maintaining the desired behaviour?

9. What reinforces are available to reward the worker's supervisor for reinforcing the worker's new behaviour?


• Implementing a Positive Reinforcement Programme – Rule 1: Reward Selection – Rule 2: New Rewards should be Identified – Rule 3: Look for Naturally Occurring Rewards


• Implementing a Positive Reinforcement Programme – Rule 4: Give Out Enough of the Reward so that it is

Worthwhile for the Employee to Respond. – Rule 5: Provide Rewards Contingent upon

Performance of Appropriate Work Behaviours.


• Implementing a Positive Reinforcement Programme – Rule 6: Set up Reinforcers for a Behaviour so that

They Follow that Behaviour as Quickly as is Practical.

– Rule 7: Make Sure that Your Rewards Follow Rather than Precede the Behaviour You Wish to Increase .


• Implementing a Positive Reinforcement Programme – Rule 8: Make Your Rewards Contingent on

Behaviour not Outcomes.– Rule 9: Start at the Current Level of Performance.


• Implementing a Positive Reinforcement Programme – Rule 10: Reward Small Steps of Improvement

Toward a Final Goal .– Rule 11: Establish a System that will Overreward

Rather than Underreward Behaviour. – Rule 12: State Your Objectives in Positive Terms.

Business and Industrial Applications: A Look to the Future

• The studies suggest the CRF(Continuous Reinforcement) and VR(Variable Ratio) schedules of reinforcement may prove beneficial when properly employed in the work arena.


• It is to be noted that the powerful controlling properties of the chosen values were such that the performance under each schedule were comparable despite obvious differences among studies .


1. Both CRF(Continuous Reinforcement) and VR(Variable Ratio) schedules can be employed to enhance productivity relative to that found with an hourly payment schedule only.


“At low values”, the VR schedule is shown to be more effective then CRF.

“At times” the CRF schedule is shown to be more effective then VR.


2. The establishment of an individual payment system based on the performance of a small group of workers. Such an arrangement may improve group cohesion and on-task behaviors.


3. When using an intermittent schedule in which the values permit long period of non reinforcement.


• Workers should be informed of the relationship between their performance and the delivery of reinforcement to prevent a disruption in the level of productivity due to the intermittency of reinforcement


4. In it implementation of low value CRF schedules may improve response maintenance relative to that found with payment based on an hourly rate.

And, the CRF schedule specifies the delivery of reinforcement on a more predictable basis than the VR schedule.

Transitional Contingency Contracting and The Premack Principle in Business

• Contingency Contracting – a technique that entails clearly specifying all of

the responsibilities and elements in a programme of behavioral change.


• Contingency Contracting 1.The contract must provide for immediate

reinforcement. 2.Initial contracts must call for and reinforce small

approximations. 3.Reinforce frequently with small amounts. 4.The contract must call for a reward

accomplishment rather than obedience. 5.Reward the performance after it occurs.


• Contingency Contracting 6. Attempt to impose a criterion of quality as well

as of quantity. 7. The contract must be fair and reasonable. 8. The terms of the contract must be clear.


• Contingency Contracting 9. The contract must be positive.10. Contracting as a method must be used

systematically.


• Transitional Contingency Contracting – In Transitional Contingency Contracting, people

proceed through several types of contingency contract.

– They move from the point of having no involvement in designing the terms of contract to having total responsibility for the contracts.


• Transitional Contingency Contracting Level 1 – The manager selects both the Task and

Reinforcement. Level 2– Here the Manager selects the Task and the Worker

and Manager select the Reinforcement.


• Transitional Contingency Contracting Level 3 – Manager and Worker jointly decide the Task and

Reinforcement. Level 4– Manager and Worker jointly decide upon the Task,

and the Worker selects the Reinforcement.


• Transitional Contingency Contracting Level 5 – Worker is responsible for both Task and the

Reinforcement.


• The Premack Principle – Behaviours having higher probabilities of

occurrence will reinforce behaviours having lower probabilities of occurrence.


• The Premack Principle Exp"You have to

finish your vegetables (Low Frequency) before you can eat any icecream (High Frequency)“.


• Operant Terms and Concepts Applied to Industry Discoveres and describes mechanisms of

principles which -• Relate behaviour variations to the history of the

individual organism and• The environmental consequences of behaviour, past

and present.


• Application to Control Behaviour A behaviour control system can be designed to• Obtain or increase desired behaviours and• Reduce undesired behaviours.

A Skill Training Approach

• There is a need to investigate the efficacy of cognitive and behavioral approaches of job finding both independently and as an integrated technique using employment as the outcome measure.


• Skill Program-It is systematic program which can be integrated into

an already functioning vocational counseling settings.

The utilization of this program will provide the counselor with specific techniques to lead to beneficial changes in the behavior, thoughts, and emotions of their clients during the job-findings process.


• Skill Program- it usually goes something like this: 1. Specify the performance desired. 2. If it is not occurring, find out if the deficiency due to (a) Inadequate job design, tools, materials, (b) Inadequate knowledge and skill,(c) Inadequate incentives (reinforcement-

contingencies) to sustain motivation.


• Skill Program-3.Correct the deficiency by changing the job, by

training, or by better reinforcement contingencies. 4.Evaluate and recycle as needed to get desired

performance. 5.Once you've got it, maintain it.


• The Manager's Tool Kit

There are tools for managing complexity. Indeed, that is what management is all about.

Managers bring together the tools for dealing with complex problems of organizations.


Planning, organizing and directing and related to finding the problems that need to be solved, finding or creating the tools to solve and bringing the tools to bear on the problems.

Training Format in Industrial Behaviour Modification

• Minimal Repertories Regardless of where training is housed, there

appear to be following response repertoires that are recommended for training practitioners.

1. Behavioral2. Business3. Social


1.Behavioral

Theoretical/conceptualExperimentalApplied


2.Business Production Management Finance and Accounting Current Events


3. Social Manager as Reinforcer Modelling Enthusiasm Flexibility Information Flow

Ethics of Behaviour Modification

• Application of behaviour principles in mental health facilities, prisons, and schools prompted strong negative reactions and even the banning of funds.


• Common Misconceptions Isn't it unethical to modify another individual's

behaviour? Isn't behaviour modification worse than some

other methods because it is planned rather than unplanned - intentional rather than unintentional?


Wouldn't successful programme of behaviour modification cause people to lose their individuality?

What behaviour modifiers can do?


What behaviour modifiers want to do?Can’t behaviour modification be misused?Aren't the techniques of behaviour modification

more objectionable than the techniques associated with other methods?

Conclusion

For a manager the Behaviour modification is a tool to control, regulate, modulate or modify the behaviour of the employee in a direction to achieve the common organizational goal.

Continuous Reinforcement

• Continuous Reinforcement is an operant conditioning principle in which an organism is reinforced every single time that organism provides the appropriate operant response.

Variable Ratio Schedule

• In operant conditioning, a variable-ration schedule is a schedule of reinforcement where a response is reinforced after an unpredictable number of responses. This schedule creates a high steady rate of responding.

Intermittent Schedule

• It is given only part of the times which gives the desired response. Once the desired response is conditioned by continuous reinforcement and the reinforce wishes to eliminate the no. of reinforcements necessary to encourage the intended response.

Behaviour modification

Business

Transcript of Behaviour modification