Chapter 12 Study Guide
In-Depth Outline of Chapter 12: Behavioral Performance Management
I. Learning Objectives
Understand learning theories: behavioristic, cognitive, and social/social
cognitive.
Examine reinforcement principles, including positive/negative reinforcers and
punishment.
Analyze monetary and nonfinancial reward systems.
Understand steps and results of behavioral performance management (O.B.
Mod.).
II. Overview of Behavioral Management
Significance:
o Foundation for managing and leading people in evidence-based,
sustainable ways.
Theoretical Perspective:
o Behavioral performance management considered a science like gravity
—unchanging and essential.
III. Learning Theory Background
Importance:
o Learning impacts all organizational behavior—skills, attitudes, and
behaviors are learned.
Theoretical Approaches:
o Behavioristic (classical/operant conditioning), cognitive, and social
cognitive theories.
IV. Behavioristic Theories
Classical Conditioning:
o Pavlov’s experiment demonstrating stimulus-response (S-R) learning.
o Limited to reflexive, involuntary responses.
Operant Conditioning:
o Skinner’s focus on consequences influencing behavior (response-
stimulus or R-S).
o Key factors: reinforcement (positive/negative) and punishment.
V. Cognitive Theories
Key Insights:
o Focus on cognitive environmental cues and expectations (Tolman’s
studies on rats).
o Insightful problem-solving (Kohler’s experiments with chimps).
Applications:
o Influence on training programs and problem-solving approaches in
organizations.
VI. Social Learning and Social Cognitive Theories
Social Learning:
o Combines behaviorist and cognitive concepts.
o Adds vicarious learning (modeling) and self-control processes.
Social Cognitive Theory:
o Extends learning with self-regulatory mechanisms (symbolizing,
forethought, self-reflection).
o Emphasis on self-efficacy’s role in learning and behavior.
VII. Principles of Learning: Reinforcement and Punishment
Reinforcement:
o Positive Reinforcement: Strengthens behavior with desirable
consequences.
o Negative Reinforcement: Increases behavior by
avoiding/terminating negative consequences.
Punishment:
o Weakens behavior but is complex and often less effective due to
unintended side effects.
VIII. Organizational Reward Systems
Monetary Rewards:
o Traditional systems (base pay, merit pay) are limited in reinforcing
performance.
o “New Pay” plans (e.g., pay-for-performance) show higher impact when
behaviorally tied.
Nonfinancial Rewards:
o Social recognition and performance feedback are powerful, cost-
effective reinforcers.
o Categories include consumables, manipulatives, job design, and
personalized attention.
IX. Behavioral Performance Management (O.B. Mod.)
Steps:
1. Identify critical behaviors.
2. Measure baseline performance.
3. Analyze antecedents and consequences.
4. Develop intervention strategies (reinforcement/punishment).
5. Implement and evaluate the intervention.
Outcomes:
o Evidence of significant performance improvements in various
organizational settings.
