HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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 AND JOB ENLARGEMENT
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