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  • Learning – Punishment

    In the last byte, we looked at reinforcement schedule. In today’s byte, we look at Punishment in detail.

    Punishment could be understood as the attempt to eliminate or weaken undesirable behavior! A manager could punish in 2 possible ways

    1. By applying negative consequences
    2. By withholding positive consequences
    Of the employee’s actions.

    Example of the first case could be a match ban introduced by the match referee on the player who violated the moral code of conduct in a particular game. Example of the second case could be considered in sales setting where, a sales associate who makes a few visits to companies and whose sales are well below the quota would receive a very small commission at the end of the month.

    There is however one problem with punishment – it may have unintended results. Since there are discomforting experiences, it could lead to negative psychological, emotional, performance of behavioral consequences! It is also to be noted that, it is not just the punishment that raises fear – a threat of punishment may also elicit fear!

  • Learning – Reinforcement Schedule

    In the last byte, we looked at reinforcement closely, in today’s byte we look at the schedules of reinforcement and the effect it attempts to achieve.

    The following diagram summarized the impact of different schedules of reinforcement. These diagrams are adapted from the Table  in the book Organizational Behavior Modifications by Fred Luthans and Robert Kreitner (Copyright 1985) page 58 by Scott Foresman and Company and the authors of our reference book. 



  • Learning – Reinforcement

    In the last byte, we looked at graphical representation of the Reinforcement and Punishment Strategies. In today’s byte, we attempt understanding the reinforcement better.

    Reinforcement essentially implies the attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences. If the manager chooses to apply positive consequences to any desired action of his/her employees, then it results in positive reinforcement. These reinforcement take different forms in different organization – they could be bonus, awards, recognition, promotion etc.

    Negative reinforcement is to be understood a bit closely – it results from a manager withholding negative consequence when a desirable behavior occurs. Example: A manager could choose not to exercise the choice of reducing pay for his employee who usually report late if the employee reaches office on time!

    In addition to just these consequences, the schedules of reinforcement also play a very influencing role. These could be continuous, fixed, intermittent. Understanding the influence of these schedules for reinforcement would definitely be interesting, we shall make it the subject matter of the next discussion byte.

  • Learning – Reinforcement, Punishment 2

    In the last byte, we looked at the strategies of reinforcement, punishment. In this byte, we look at the graphical representation of the same.

    The strategies discussed in the last byte, were put up as a law of effect by Thorndike; we could summarize them as in the diagram below. (This is a modified version of Figure 6.1. from the standard reference book.)



  • Learning – Reinforcement, Punishment

    In the last byte we introduced ourselves to the concept of operant Conditioning. In today’s byte, we continue this discussion and delve deeper into understanding reinforcement and punishment.

    In simple terms, reinforcement is used to enhance a desired behavior, while punishment and extinction are used to diminish undesired behavior. This theory of reinforcement is fundamental in organizations design of the reward systems. If these reward systems are well designed it would help the organization attract and retain the best employees!

    If these reward systems are planned in a strategic way, they would help motivate behavior, action and accomplishments that would propel the organizations in the direction of its goals. These strategic rewards need not necessarily be cash but could be training, educational opportunities, stock options, recognition, travel etc. These sorts of rewards have a positive consequence on the employee’s behavior.

    If we revisit the last point and the one earlier, we realize that reinforcement and punishments are administered through the positive or negative consequences of the employee’s behavior. Positive consequences are results as a result of certain behavior that the person would find more attractive or pleasurable. Negative consequences are results of behavior that a person finds unattractive or aversive. Examples of positive consequences include pay increase, bonus, promotion, transfer to desirable geographic location or even a praise by one’s superior. The Negative consequences could include disciplinary action, undesirable transfer, demotion, harsh criticism by a superior.

    One essential aspect that a manager would need to be aware of is the cultural differences and gender differences when providing reinforcement through positive or negative consequences.

  • Learning – Operatant Conditioning

    In the last byte, we looked at classical conditioning as a means to learning. In today’s byte, we look at operant conditioning as a means to learn!

    The beginning would be apt if we first define what operant conditioning means before we proceed. Operant conditioning is the process of modifying behavior through the use of positive or negative consequences following specific behavior. The underlying belief is that behavior is a function of its consequences; it could be positive or negative. These consequences could be positive or negative and essentially leads to 3 possible strategies of creating the consequences:

    1. Reinforcement
    2. Punishment
    3. Extinction
    These three types of consequences used in organizations to modify or influence the behavior people are: financial reinforcement, non-financial reinforcement and social reinforcement. Recent research has indicated that financial reinforcement is a stronger mode than a pay for performance and social reinforcement mechanism or even performance feedback.

  • Learning – Classical Conditioning

    In the last byte, we began our discussion on learning. In today’s byte we look at Classical conditioning.

    Before we could begin with, let’s have a look at the following diagram: which pretty much explains the famous experiment that was associated with this theory.

    The diagram here is the summary of the experiment where the behavior of a dog was changed! In summary classical conditioning deals with the modification of behavior so that a conditioned stimulus is paired with an unconditional stimulus and elicits an unconditional response.

    Taken to the real world today, it is quite possible that an individual working for long hours in front of a computer may get lower back strain as a result of poor posture, If the person becomes aware of the strain only when the manager enters the work space, then the person may develop a conditional response of lower back pain on appearance of the manager!

    The question one would also need to ask – is it so straight forward? No, for the following reasons:

    1. Humans are more complex
    2. Organizational environment are complex too!
    3. There is a phase of decision making that overrides simple conditioning.

  • Learning 1

    In the last byte, we looked at how mangers can use motivation and summarized what would need to be considered when attempting to motivate employees. In today’s byte we begin a discussion on learning.

    It would be apt to being the discussion with an understanding of the definition of learning in the organizational behavior context. Learning is a change in behavior acquired through experience. If we have a closer look at this change based definition, we can identify 2 broad ways this change in behavior could occur:

    1. Through the cognitive understanding that translates into change later on
    2. Through the feedback method of consequence of a particular action.
    Both these methods of learning are popular, but we would begin with the 2nd class of discussion over the next few bytes beginning with classical conditioning and then moving on to reinforcement strategies


  • Motivation – Implications to a Manager

    In the last byte, we looked at the aspect of moral maturity and cultural differences. It would be apt to complete the discussion on motivation with implications for the manger.

    A manager would require to begin with the understanding that of the various theories that have been discussed thus far, not all is equally good or equal – they would require to understand that the later theories have a greater scientific backing compared to the earlier ones. The internal theories of motivation along with the theories dealing with the individual-environment interaction process contribute significantly to the manager’s understanding of human behavior and motivation at work.

    Individual employees needs would be different and the manager would need to keep a note of all these and be sensitive about the ethnic, national, gender and age differences. Involving the employees in understanding their needs would definitely go a long way.

    Training, Coaching and Task assignments are found to be effective ways to increase employee motivation. The Managers would require to ensure that the rewards are contingent on good performance and that valued rewards are offered to the employees. It is fundamental that the manager understand what the employee wants.

    In the overall scheme it is important to understand that the manager would be required to take note of the morally mature employees!

  • Expectancy Model of Motivation 5

    In the last byte, we looked at expectancy model and understood the sources of motivational problems that might come in the way. In today’s byte, we look at a few of the dimensions of expectancy theory of motivation in the light of morality and cultural differences.

    If we were to question – who can the altruistic behavior of individuals be analyzed using the expectancy theory, we realize that it is not sufficient to give a satisfying answer. It would really fall short in explaining the altruistic behavior – the general expectancy model is in many ways akin to Adam Smith’s idea that individuals work for their own self-interest. In order to explain these altruistic behaviors, one would need to consider the concept of – “Moral Maturity”. Moral maturity is simply a measure of a person’s cognitive moral development. This concept would help us explain the behavior of individuals that are seen to be altruistic, fair and equitable in nature. The morally mature people are seen to act and behave on what is seen as “universally ethical principles” while the immature ones are seen to behave in an egocentric behavior.

    If we analyze the impact of culture on Motivation; it would be interesting to note that as the theories have been developed by Americans, they would need to be altered to cultures other than American. Cultures like the Japanese put a lot of emphasis on reducing uncertainty, while the Americans would put self-actualization at the pinnacle. The Greeks put a lot of emphasis on security. The Expectancy theory may hold very well to cultures that have individualism as an important value, but would not be successful in explaining the collective cultures where regards are closely tied to group or team efforts.

    In any case a manager would need to understand the context of application of the motivational theories beyond just routinely following the theory into practice.