Steps in OBM

Step 1:

The first step in OBM is to identify the performance-related behavioral events.  This behavior needs to have to components.

Behavior must be directly observe

Behavior must be related to performance

Step 2:

The second step in OBM is to measure the behavior.  Usually frequency counts are used.  The function served by measuring the behavior include:

 Indicates the severity of the behavioral problem

Graphing the frequency of the behavior helps to identify environmental consequences.

The graph also allows for intervention results to be compared to baseline behaviors.

Step 3:

The third step in OBM is the functional analysis of the behavior.  This involves breaking the behavior and environment down into the functional components: Antecedents(A) Behavior(B) and Consequences(C).  Methods of assessing the antecedents and consequences includes:

Observation of the situation allows for the change agent to list the possible cues and consequences.

Interviewing the performers or other persons in the environment is also useful at identifying the antecedents and consequences.

Examining the frequency graph allows for “celebrations” in the behavior to be linked to environmental events which will help maintain the behavior.

Step 4:

The fourth step in OBM is to evaluate and refine the intervention to ensure it is leading to performance improvement.  Use of reversal, multiple baseline, and control group experimental designs allow for this evaluation.

OB MODIFICATION

Organizational Behavior Management (OBM) is defined as the development and evaluation of performance procedures using the principles of behavior modification (Patrick & Riggar, 1985).  The focus of OBM is on improving individual and group performance through behavior alteration.  Usually the application of OBM requires direct observation of behaviors and tracking them over time.  Patrick et. al. (1985) reports successful use of OBM in the areas of training and development, problem identification, absenteeism and tardiness, personal assessment, and accountability and program evaluation.  

2. Partial Re-inforcement Schedule

In partial re-enforcement every positive act of individual is not re-enforced (rewarded). In this schedule individual’s behaviour is re-enforced after a long gap and his accumulated

behaviour is rewarded. It has been observed that partial re-enforcement has a fair chance of individual behaving in a positive and desired manner because he feels that sooner or later his work would be recognised. Partial re-inforcement has a wide application in the organizations. 

A. Fixed Interval Schedule

The re-inforcement is related to the hygiene factors or administrative factors of the organization like salary, organizational policy, interpersonal relationship, status and the like. In the interval schedule the critical factor is time. As a manager, one has to apply reinforcement schedule on a fix interval of time. Daily wagers will look forward to get their salary at the end of the day and those on piece rate of payment would work hard to earn maximum. Fixed interval re-inforcement is not very effective. The re-inforcement is of temporary nature and does not motivate individuals on a long-term basis.

B. Variable Interval Re-enforcement

Variable interval reinforcement schedules are employed when desired behaviors are reinforced after varying periods of time. Examples of variable interval schedules would be special recognition for successful performance and promotions to higher-level positions. This reinforcement schedule appears to elicit desired behavioral change that is resistant to extinction. Variable interval re-enforcement schedule generates higher rate of responses and is more consistent.

C. Fixed Ratio Schedule

Fixed ratio schedule is related to administration of reward system after the individual accomplishes a particular volume of work. A worker is paid or a re-inforcement is administered after manufacturing of particular pieces of product under piece rate of payment. The individual works hard and displays a sense of devotion to his work because of the proposed reward for which a particular quantity has to be manufactured. The response level under fixed ratio schedule is higher than under an Interval ratio schedule.

D. Variable Ratio Schedule

Variable ratio is similar to fix ratio schedule except that in variable ratio, quantity is not fixed. Re-inforcement is awarded to an individual based on the situation to situation. For example a sales person may be awarded a higher commission on the sales he made irrespective of volume of sales. The incentive may also be given based on number of successful sales calls made by the sales person. Variable ratio schedule has been most effective to modify individual behaviour or ensure sustenance of a particular behaviour.

The method draws a very rapid and positive response at a desirable level. This type of reinforcement is considered to be very effective tool to obtain willing obedience of subordinates in a particular situation. The impact largely would depend upon the timings and volume of work performed by the individuals in the organization and the skill of the moderator.

1. Continuous Schedule

Continuous re-inforcement re-inforces the desired behaviour of an individual in the organization. When a worker is required to do a particular assignment and if he does it on time he should be rewarded for the same. Because he would continue to display the same

behaviour every time with the hope of reward. It has been seen that when the re-inforcement (reward) is withdrawn the individual is unlikely to do the job on time. It is not possible for the manager to keep a tag of each and every individual and the activities they perform in the organization. It is therefore important to lay down the policy in this respect so that employees achieve higher productivity by displaying desired (standard) behaviour.

SCHEDULES OF REINFORCEMENT

The timing of the behavioral consequences that follow a given behavior is called the reinforcement schedule. Basically, there are three broad types of reinforcement schedules: continuous, and intermittent (partial). If a behavior is reinforced each time it occurs, it is called continuous reinforcement. Research suggests that continuous reinforcement is the fastest way to establish new behaviors or to eliminate undesired behaviors. However, this type of reinforcement is generally not practical in an organizational setting. Therefore, intermittent schedules are usually employed. Intermittent reinforcement means that each instance of a desired behavior is not reinforced. There are at least four types of intermittent reinforcement schedules: fixed interval, fixed ratio, variable interval, and variable ratio.

Extinction

When you remove something in order to decrease a behavior, this is called extinction. You are taking something away so that a response is decreased.

Punishment

Punishment refers to adding something aversive in order to decrease a behavior. The most common example of this is disciplining (e.g. spanking) a child for misbehaving. The reason we do this is because the child begins to associate being punished with the negative behavior. The punishment is not liked and therefore to avoid it, he or she will stop behaving in that manner.