Around the time Quantum Theory was being elucidated, the young field of Psychology was devising a new way of looking at understanding human beings. Behaviorism took the view that a sufficient understanding of what people will do can be derived from an understanding of an action’s antecedents and prior patterns of rewards. This controversial perspective earned a few adherents who applied its principles to business, with positive results. This brief review summarizes a few of the important elements of behaviorism as it is applied to business.
Systems Components in Performance
The simple “systems model” describes five components to actions or processes. They are:
1. Goal – the desired end state
2. Inputs – resources applied to achieve the goal
3. Processes – “intelligence” or knowledge applied to
inputs to deliver an output
4. Outputs – the result of the prior process
5. Feedback - reporting on output, compared with goal
Note: Feedback can work back to change goals as well as inputs or processes.
Changes to any of the components can affect the whole system. For example, a change in resources (inputs) affects the effectiveness of processes. New processes may be more or less effective at delivering desired outputs.
Linkages Between Systems
Businesses are composed of linked systems, in which:
1. Outputs of the processing system are the inputs of the receiving system.
2. A feedback loop exists between the receiving system input and the output
of the processing system.
3. A receiving system feedback loop exists between the output of the receiving
system and the input of the processing system.
Non-Behaviors, Behaviors and Results
Understanding what is and isn’t a behavior is critical to beginning to create change in an organization. The following table gives some examples of non-behaviors, behaviors and results.
Non-Behaviors Behaviors Results
Bad attitude
Motivated
Friendly
Courteous
Aggressive
Neat
Angry
Cheerful
Irritating
Pleasant Filling out a sales slip
Making cold calls
Thanking a customer
Giving the customer’s name
Smiling
Answering the phone
Wearing a tie
Shouting at a customer
Placing parts in the right bin Production volume
Quality level
Scrap rate
Direct costs
Indirect costs
Safety
Suggestions
Grievances
Schedules
Sales volumes
Reports
Turnover
Gross Margins
Earnings per employee
A Technology for Solving Performance Problems
The behaviorist approach to solving performance problems avoids looking
solely at motivation or other internal employee factors. Such an approach
fails to consider the impact of system-wide factors on the individual.
A technology for solving problems must include:
1. Predictability – the likelihood of achieving a result
2. Measurability – the ability to record and monitor improvement
3. Understandability – a visible relationship between cause and
effect
4. Controllability – the ability to change the conditions under
which the problems are taking place.
Basics of Behavior
1. Antecedent: often in the form of cues from the environment including,
but not limited to job routing cards, standards or objectives, notices,
lights, etc.
2. Behavior – what someone says or does
3. Consequence: what happens after the behavior. Includes bonus, overtime,
reprimands, compliments, etc.
Performance Analysis
Antecedent
1. Does the employee know what is expected?
a. Are the standards clear?
b. Have the standards been communicated?
c. Are the standards realistic?
Behavior
2. Can the behavior be performed?
a. Could the employee do it if his or her life depended on it?
b. Does something prevent its occurrence?
Consequences
3. Are the consequences weighted in favor of performance?
4. Is there feedback about the consequences in relation to job performance
a. Is the feedback specific, immediate and positive?
5. Are improvements being reinforced?
a. Do we note improvements even if the improvement still leaves the performance
below standard?
b. Is the reinforcement specific?
Performance Analysis Model
1. Identify a potential performance
improvement area
2. Identify the present performance level
3. Define the desired performance level
4. Determine the value of the performance improvement
5. Identify performance-related behavior
6. Measure performance-related behavior
7. Analyze the causes of behavior deficiency
a. Antecedent
b. Behavior
c. Consequence
d. Feedback
e. Reinforcement
8. Develop a plan to change behavior
9. Pilot in one area
10. Implement plan
11. Measure behavior change and performance improvement
12. Problem solved
a. If yes, go to 13
b. If no, go to 7
13. Maintain behavior
Some Key Questions for Assessing Clarity of Goals
What are your major result
areas for this year?
What specific results do you expect in each major area?
Potential Problems Regarding Expectations
Unclear communication of expectations
Expectations not aligned between departments
Lack of knowledge of the specific performance or behaviors expected
Manager fails to articulate desires clearly
Job results are measured in terms of
• Quantity
• Quality
• Timeliness
• Cost
Standards should be output-related, not activity related.
Standards should be specific, realistic, sensitive to change, within the
scope of the job and observable.
Maximizing ROI in HRD
1. Look for Job-Related Performance
Change in Training Management
2. Check the Potential ROI Before You Develop
a. Evaluation program should
i. Provide information about whether the program met its objectives
ii. Be administratively feasible
iii. Provide for a systematic and unbiased means of collecting data
iv. Contribute information that can be used to improve the training program
b. Four sources of information to check on ROI decisions
i. Superior
ii. Peer group
iii. Trainee
iv. Subordinates
c. Potential behavior changes
i. Changes in job performance of participant
ii. Changes in job performance of subordinate of participants
iii. Changes in end-operational results.
3. Ensure that the Job Environment Supports Developmental Efforts
Consequences
In analyzing the job behavior
of employees, we must look at the consequences to the individual of the
behavior as that individual perceives them, not as I perceive them, not
as you, their peers, colleagues, coworkers, friends, relatives or neighbors
perceive them.
1. If one behavior is asked for, but a second behavior receives positive
consequences, the second behavior will be the one exhibited on the job.
2. If a behavior leads to positive consequences for an individual under
one set of conditions and negative consequences under another set, the
behavior will be exhibited when it leads to positive consequences and
not when it leads to negative consequences.
3. If a behavior is not called for on the job, or has no consequences,
it will eventually cease.
4. The further in time a consequence is from a behavior, the less effect
that consequence will have on behavior.
Types of consequences include:
1. positive for right behavior
2. negative for right behavior
3. positive for wrong behavior
4. negative for wrong behavior
The fastest way to achieve results with longest impact is to add positive consequences for right behavior.
Feedback is not equal to Reinforcement
Different conceptual bases
Feedback is goal neutral (i.e., it’s information)
Reinforcement – feedback that strengthens desired job performance.
When Feedback Doesn’t Work
1. When feedback is used as
the basis of punishment
2. When feedback is about variable A but the payoff is associated with
variable B
3. When feedback is too late.
4. When the performer is not in control of what needs to be changed
5. When feedback and measurement are of the wrong variable (e.g., quantity
but not quality).
6. When feedback measurement requires too much effort.
Characteristics of Good Feedback
Specific in relation to a goal.
When possible, feedback should be self-administered
Expressed positively rather than negatively
Immediate – as close to the performance as possible
Examples of Reinforcers
Reinforcer Example
1. Control over Job Flex time, choice in overtime, early start on vacations,
schedule own work.
2. Job Content More responsibility, task force participation, represent
department at meetings, participation in decision making, opportunity
to learn new skills
3. Job Environment Air conditioning, new paint, less noise.
4. Money Bonuses, fringe benefits, commissions, merit increases
5. Naturally occurring Satisfaction of a job well done, sense of accomplishment,
seeing the results of one’s work
6. Social Recognition, praise, award pins
7. Status Name on door, personalized company stationary
