HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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According to this theory, behaviour at work may be explained by the locus of control, that is whether the individual perceives outcomes or consequences as controlled by themselves, or by external factors. Judgements made about other people will also be influenced strongly by whether the cause is seen as internal or external. The basic criteria in making attributions and determining whether an internal or external attribution is made, is suggested by Kelley (1973, as cited; Mullins, 1996 p. 155). Kelly suggested three basic criteria: (i) Distinctiveness: how distinctive or different was behaviour or action in this particular task or situation compared with behaviour or action on other tasks or situations? (ii) Consensus: is behaviour or action different from, or in keeping with, that displayed by most other people in the same situation? (iii) Consistency: is the behaviour or action associated with an enduring personality or motivational characteristic over time, or an usual one-ff situation caused by external factors? Kelley hypothesized that people attribute behaviour to internal forces or personal factors when they perceive low distinctiveness, low consensus and high consistency. Behaviour is attributed to external forces or environmental factors when people perceive high distinctiveness, high consensus, and low consistency as illustrated in Figure 1.5: INTERNAL Low Distinctiveness High EXTERNAL FORCES Low Consensus High FORCES (PERSONAL) Low Consistency Low (ENVIRONMENT) Figure 13.2 Representation of attribution theory. 140
The implication of attribution theory for managers suggest that employees with an internal control and a high achievement motivation are more likely to believe that they can influence their level of performance through their own abilities, skill or efforts. Employees with an external control orientation and with record of failure of performance on their tasks are more likely to believe that their level of performance is determined by external factors beyond their influence. 3.1.5 Reinforcement Theory One final, entirely different approach, which must be considered, is that of the behaviouralists. The psychologist Skinner of Harvard developed an interesting – but controversial – technique for motivation. This approach, called positive reinforcement or behaviour modification (Koontz and Weihrich, 1983) holds that individuals can be motivated by proper design or creation of their work environment and praise for their performance and that punishment for poor performance produces negative results. Behaviourist believes that human behaviour can be understood and shaped. The tools to use are: (i) Positive reinforcement (ii) Negative reinforcement (iii) Punishment Positive reinforcement is pleasant- the term is almost synonymous with reward. It can vary from praise or buying someone a gift, to promotion or a pay rise. It is a powerful tool to encourage behaviour. Negative reinforcement is not the same as punishment. It occurs when someone avoid doing something to avoid punishment and does something else instead. Punishment is different – it controls and punishes what a person should not do. Negative reinforcement encourages action but in a different direction. Punishment suppresses it. Perhaps the strength of the skinner approach is that it is so closely akin to the requirements of good managing. It emphasizes removal of obstruction to performance, careful planning and organization, control through feedback, and the expansion of communication. This technique has however been criticised for almost too simple to work, and many behavioural scientist and managers are skeptical about its effectiveness. 3.2 JOB ENRICHMENT <strong>AND</strong> JOB ENLARGEMENT 141
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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UNIT 2 THE STUFF OF ORGANISATIONAL
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suggested by the economic security
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of organisational behaviour and a n
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*We see organizations as societies
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Mullins, L. J. (2000). Management a
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The common features of a formal Org
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of inefficiency was prevalent in th
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•Discipline •Unity of Command
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3. Explain clearly the different ty
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expectations that supervisor, thoug
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Many types of barriers which can oc
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who unable to leave. Such workers c
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without receiving benefits in retur
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It is however important to note (re
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processes that are not a response t
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UNIT 5: Content MANAGEMENT OF CHANG
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Technological Change: Everyone is k
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Sometimes changes are introduced wi
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iii. Even where change is socially
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3.8 MANAGING RESISTANCE TO CHANGE A
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Mullins, L. J. (2000). Management a
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It is the resource that enables a l
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influences other because they feel
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This basis of power is based on the
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7.0 REFERENCES French, W. L. and Be
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iv. Personal Achievement: here, the
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The relationship between status, oc
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UNIT 8: Content PERCEPTION 1.0. Int
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interpretation of the world around
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3. Past Experience: The selective n
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outstanding performance is attribut
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Page 187: Mitchell, T. R. (1987). People in O
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