Chapter 2 - Individual behaviour and learning in organisations. This chapter describe the four factors that influence individual behaviour and performance, identify five types of work-related behaviour, define learning, describe the A-B-C model of behaviour modification, Explain how feedback influences individual behaviour and performance, identify five elements of effective feedback, describe the three features of social learning theory, outline Kolb’s model of experiential learning. | Individual behaviour and learning in organisations Chapter learning objectives Describe the four factors that influence individual behaviour and performance. Identify five types of work-related behaviour. Define learning. Describe the A-B-C model of behaviour modification. Explain how feedback influences individual behaviour and performance. Identify five elements of effective feedback. Describe the three features of social learning theory. Outline Kolb’s model of experiential learning. Customer service at Singapore Air Singapore Airlines provides exceptional customer service by paying attention to the four drivers of individual behaviour and performance: motivation, ability, role perceptions and situational factors (MARS). Courtesy of Singapore Airlines Motivation Individual behaviour and performance MARS model of behaviour and performance Role perceptions Situational factors Ability Employee motivation Internal forces that affect a person’s voluntary choice of behaviour | Individual behaviour and learning in organisations Chapter learning objectives Describe the four factors that influence individual behaviour and performance. Identify five types of work-related behaviour. Define learning. Describe the A-B-C model of behaviour modification. Explain how feedback influences individual behaviour and performance. Identify five elements of effective feedback. Describe the three features of social learning theory. Outline Kolb’s model of experiential learning. Customer service at Singapore Air Singapore Airlines provides exceptional customer service by paying attention to the four drivers of individual behaviour and performance: motivation, ability, role perceptions and situational factors (MARS). Courtesy of Singapore Airlines Motivation Individual behaviour and performance MARS model of behaviour and performance Role perceptions Situational factors Ability Employee motivation Internal forces that affect a person’s voluntary choice of behaviour direction intensity persistence M A R S BAR M A R S BAR Employee ability Natural aptitudes and learned capabilities required to successfully complete a task competencies personal characteristics that lead to superior performance person job matching select qualified people develop employee abilities through training redesign job to fit person's existing abilities Employee role perceptions Beliefs about what behaviour is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred behaviours to accomplish tasks M A R S BAR Situational factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour time people budget work facilities M A R S BAR Types of work-related behaviour Joining the organisation Remaining with the organisation Maintaining work attendance Exhibiting organisational citizenship Performing required tasks Types of .
