organizational behavior and advance theory, many schol-ars (e.g., Scandura & Williams, ; Shadish & Cook, ) have lamented the fact that field experiments remain underutilized in organizational scholarship rela-tive to other field research methods and relative to other scholarly fields. This remained largely true in the field of 1 MGMT – Organizational Behavior Semester Research Paper Assignment ( Point Value) Due Date: By Monday, November 29, by PM CT Over the course of the semester, we will have sought to understand the dynamics of work environments that are becoming more diverse, more global, and more demanding. For this research [ ] Sample research paper on organizational behavior. Organizational behavior is the study of behaviors and attitudes of people in an organization. After all human behaviors and attitudes determine effectiveness of any organization. The approach used in studying OB is the system approach. In other words, this approach interprets people-organization relationships in terms of the whole person,
Sample research paper on organizational behavior :: blogger.com
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Remedies for such problems include managers searching for motivated employees who have good attitudes and who are conscientious. Managers expend much energy finding and keeping employees with these coveted characteristics, and human resource specialists, research paper on organizational behavior, and consultants spend considerable time developing procedures to select such people.
In popular business books, one tends to find that most researchers focus on the personality traits and characteristics of desirable and undesirable employees—for example, whether employees have a good attitude or whether research paper on organizational behavior are motivated—but pay very little attention to why certain employees have a bad attitude or why others are not motivated. Typical approaches to addressing people problems in the workplace tend to describe good and poor performers but fail to focus on changing what people at work actually do.
Unfortunately, if organizational results are not where they should be, the primary culprit is, in fact, what people are—or, maybe more important, are not— doing. Research paper on organizational behavior, if a manager can understand how to change behavior and maintain that change, she will have a significant advantage over her competitors.
Daniels,p. This pressure to change rapidly can result in organizations implementing popular interventions without empirical support for efficacy, research paper on organizational behavior.
Consequently, organizations may spend an inordinate amount of money on ineffective systems e. In a popular s book, Peters research paper on organizational behavior Waterman identified 43 organizations they considered to be excellent for a number of reasons.
Bailey and Austinhowever, subsequently reanalyzed these organizations and reported that only 14 of the original 43 organizations would have still been considered excellent just 2 years later. Why such attrition?
Most likely, these organizations were implementing unsupported fads that did not sustain long-term, real performance change, research paper on organizational behavior.
OBM, in contrast, approaches workplace people problems by relying on science-based methods and behavior-analytic principles. Although behavioral researchers have studied basic principles of learning for well over a century, they began applying these principles in the workplace only in the s.
To date, these applications have resulted in great successes in the areas of customer service, distribution, engineering, information management, manufacturing, research and development, safety, and sales, among others. OBM psychologists approach workplace change by assuming that all human behavior is caused by the interaction of innate characteristics, experiential history, and current environmental conditions.
They also understand that problems at work are due in large part to deficiencies in certain human behaviors e. Finally, they view behavior as a subject that can be understood scientifically. Thus, in order to fix workplace problems, OBM psychologists draw on what they know about human behavior using the principles of behavior analysis.
In this model, antecedents A set the occasion for behavior Bwhich is then followed by one or more consequences C. Finally, consequences may include any stimuli that follow workplace behaviors, including customer feedback, receiving praise, or being reprimanded by a supervisor. Consequences have much more power over behavior than do antecedents, which is important to know when it comes time to introduce workplace interventions. Behavior analysts typically separate consequences into two categories: those that increase behavior and those that decrease behavior.
Consequences that increase behavior include a positive reinforcers, which are those reinforcers that an individual receives by engaging in a specific behavior e. Consequences that decrease behavior include punishers or penalties or positive and negative punishers, respectively. Punishment occurs when a behavior decreases following the consequence it produces.
For example, an employee might stop making inappropriate jokes at work after receiving a formal reprimand from his supervisor. Penalty occurs when an employee loses something of value, resulting research paper on organizational behavior a decrease in behavior. In addition, reinforcers and punishers can be either social e. A basic understanding of these four consequences can result in major gains for an organization and its employees.
Most organizational interventions rely primarily on antecedents in their attempt to change behavior. For example, picture an auto dealership in the process of starting a new sales campaign. The new cars are in, and the company is pushing for big sales on a particular new model. To improve sales, salespersons may be urged to attend training seminars to learn about the new car, and managers may send out memos and prompt and encourage their employees to focus on selling the new model.
Unfortunately, after a few weeks, the new model has not sold as well as the company would like. These interventions—the training, the memos, the banners—are antecedents, and, as already mentioned, antecedents alone do not change behavior.
To the extent that antecedents are effective in the workplace, it is due to the fact that they have been reliably associated with consequences in the past. For example, telling a salesperson that he should focus on selling the new model car an antecedent will be effective only if selling that car results in an important consequence e.
Most organizational changes, however, involve elaborate antecedents, without considering consequences. Research shows that initiatives aimed at making desired behaviors reinforcing are more successful than initiatives that rely only research paper on organizational behavior antecedents e.
One commonly used tool is the ABC analysis, which systematically examines the antecedents and consequences of both desired and undesired behaviors. Consider again an auto dealership in which new cars are not selling. Desired behaviors for salespersons may include discussing the new model car with customers and encouraging them to buy that car.
These behaviors have many antecedents, including banners around the store and memos posted near the sales floor. But what happens to the employee when he engages in those behaviors? Do customers show disinterest in the new model? Is the commission for the new car less than what it would be for others cars? If so, research paper on organizational behavior, it would not be surprising if the salesperson were not trying to sell more of the new model cars.
Consider also undesired behaviors, which might include discussing sales of other model vehicles with customers. If customers are receptive to the prospect of buying a different car, the salesperson is more likely to engage in this behavior.
In sum, the ABC model of behavior change can be extremely helpful in producing and managing organizational change A. Daniels, Managers can share this framework with employees and the basic ideas can be implemented at all organizational levels. With even a basic understanding of behavioral principles, employees can analyze situations on their own and make significant changes to their work behavior. Bailey and Austin identified the distinguishing features of OBM interventions that separate them from more traditional workplace initiatives.
Specifically, OBM differs from other approaches in its focus on measurement of performance, empirical interventions, and continual evaluation of intervention effectiveness. Foremost in OBM interventions is the frequent, specific, and continuous measurement of performance.
In order to measure correctly, OBM consultants pinpoint the desired results as well as the behaviors that will produce those results. Therefore, one needs to pinpoint, or describe those behaviors in precise and measurable terms. In business, leaders are interested in both results and the behaviors that produce those results. In essence, results are the destination, and behaviors are the directions to that destination.
Thus, it is important to pinpoint results first. By doing so, one can avoid punishing or reinforcing undesired behaviors that add no research paper on organizational behavior to the organization. Unfortunately, many managers occupy themselves with the nuisance behaviors of their employees—behaviors that are not problematic in and of themselves.
For example, consider an employee at an electronics store who is gossiping with his coworkers in order to avoid talking to customers. Thus, by pinpointing the results first i. By pinpointing results and behaviors, one can also avoid labeling employees. Telling an employee she has a bad attitude might also result in her getting defensive and resisting change even more.
Instead, it would be more effective to focus on the pinpointed observable behavior and avoid making false attributions. Once a manager has pinpointed a behavior, she can then move on to measuring it.
Daniels and J. Daniels discussed some important reasons for measuring behavior at work, research paper on organizational behavior. First, progress requires measurement. Second, in order to give feedback to an employee, one needs to know what that employee is doing and how that employee has improved.
Third, managers are more credible when they measure performance. Finally, measurement helps reduce emotionality and solve problems. To illustrate these ideas, consider a situation where an employee is not making enough sales calls.
Without measurement, a manager would have no way of knowing when or if that employee had improved in this domain. It would also be impossible for a manager research paper on organizational behavior give him any meaningful feedback if he or she were unaware of how the employee was performing. Telling an employee he is lazy and needs to make more sales calls is probably not going to be very effective, and will likely result in hostility.
However, by showing him how many calls he is currently making and how many calls he needs to make in order to meet the departmental goal, he may see management as more credible and may be less likely to get defensive at the feedback. Properly measuring behavior in the workplace is a complex issue; it is, however, vital for change. Komakihowever, noted that the most important factor in determining the effectiveness of leaders is how frequently they measured the performance of their employees.
Therefore, although employees might have an initially negative reaction to measurement, it is imperative that leaders implement precise measures in the workplace in order to help their employees excel, research paper on organizational behavior.
Effective measurement is the principal component in any effective workplace intervention, research paper on organizational behavior. Thus, in behavior-analytic terms, goals function as antecedents, and reaching those goals functions as a reinforcing consequence.
Moreover, feedback combined with reinforcement is frequently an effective way to change behavior. However, a common misconception is that goals or feedback alone can change performance. In reality, without the added benefit of reinforcement, changing behavior via feedback is unlikely. For example, consider the following question: How many times have you told yourself that you want to lose weight i. Does weighing yourself i. Probably not. People often set goals and receive information about their performance, only to dismiss it when it is not what they had hoped.
In contrast, when someone steps on the scale research paper on organizational behavior has lost weight a reinforcing consequencehis behavior that led to the weight loss is more likely to change. In short, when goal setting and feedback are implemented properly with appropriate reinforcement contingencies, they can produce meaningful behavior change.
Organizational Behavior and Theory Research Project
, time: 7:17Organizational Behavior Research Papers - blogger.com
Sample research paper on organizational behavior. Organizational behavior is the study of behaviors and attitudes of people in an organization. After all human behaviors and attitudes determine effectiveness of any organization. The approach used in studying OB is the system approach. In other words, this approach interprets people-organization relationships in terms of the whole person, organizational behavior and advance theory, many schol-ars (e.g., Scandura & Williams, ; Shadish & Cook, ) have lamented the fact that field experiments remain underutilized in organizational scholarship rela-tive to other field research methods and relative to other scholarly fields. This remained largely true in the field of 1 MGMT – Organizational Behavior Semester Research Paper Assignment ( Point Value) Due Date: By Monday, November 29, by PM CT Over the course of the semester, we will have sought to understand the dynamics of work environments that are becoming more diverse, more global, and more demanding. For this research [ ]
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