Documente Academic
Documente Profesional
Documente Cultură
COLLAGE
ASSIGNMENT
Submitted To:
Submitted by:
Mrs. Harmeet Kaur
Sharandeep Kaur
M. Com (1stsem)
4007
Organisational Behaviour Modification
The organizational behaviour of modification
theory (mainly called as OB Mod) is used in order
to modify the behaviour of the employees in
organisation. It deals with the changing
behaviour of employees through rewards and
punishments that are essentially contingent on
performance. A good manager can influence and
change an employee’s behaviour through proper
scheduled rewards and punishment. It intends at
effective measurement of employee
performance, and then linking superior
performance with appropriate reward. This
technique is used by the managers in an
organisation with the intension of maximizing
the motivation, productivity, effectiveness and
efficiency of the employees.
In other words, we can say this concept is an
application of this concept ton individuals in
work settings for proper functioning of
organizational goals by decreasing unwanted
behaviour and help employees to show suitable
workplace.
According to Stephen P. Robbins
“OB MOD is a programme when managers
identify performance related employee’s
behaviours and then implement an intervention
strategy to strengthen desirable behaviour and
weaken undesirable behaviour”
COMPONENTS OF OB
MOD Positive Reinforcement is a commonly
used element by managers. It is a way to
encourage employee behaviour because it refers
to recognizing an employee for doing something
good. For example, giving praise in front of other
staff for achieving more than the set standard or
by giving rewards to employees for their extra
hard work.
STRENGHTS OF OB MOD:
Can be put to testing: Ob concentrates on
person’s external behaviour and this allow
a manager to realistically observe and deal
with outward manifestation of behaviour.
Since it deals with observed behaviour it
can be put to testing.
Limitations of OB Mod:
a. Behaviour modification is an overall structure and
ignores, individual difference.
People have different
needs, desire, values and abilities. They cannot all
respond to the same stimuli in the same manner.
For example, not all people value praise for their
performance as a desired reinforcement.
b. Behaviour modification programmes assume that
extrinsic rewards are the key factors in behaviour
modification and they ignore the fact that
employees can be intrinsically motivated. The
extrinsic rewards in the form of money and praise
Perception and Learning primarily satisfy the lower
level needs, while there are some people who strive
for higher level needs such as self-esteem and self-
actualisation which are satisfied by the nature of
the job and pride in accomplishing such a job.
c. Behaviour modification ignores prevailing work-group
norms. It is important for the management to
recognize the power of work-group norms. Most
people working together tend to be emotionally
attached to each other, thus sympathising with
each other’s needs. For example, strike and
protests.