ZeePedia

OBMOD:Applications of OBMOD, Correcting Group Dysfunctions

<< LEARNING:Motor Learning, Verbal Learning, Behaviouristic Theories, Acquisition
LEADERSHIP PROCESS:Managers versus Leaders, Defining Leadership >>
img
Organizational Psychology­ (PSY510)
VU
LESSON 41
OBMOD
OBMOD or Organizational Behaviour Modification is a program where managers identify performance-
related employee behaviour and then implement an intervention strategy to strengthen desirable
performance behaviour and weaken undesirable behaviours.
It combines the works of Pavlov, Skinner, Luthans and Bandura. OBMOD is the application of
reinforcement theory to people in organizational settings. Reinforcement theory says that we can increase
the frequency of desirable behaviour by linking those behaviours with positive consequences and decrease
undesirable behaviour by linking them with negative consequences. OBMOD characteristically uses positive
reinforcements to encourage desirable behaviours in employees.
The typical OBMOD program follows a five step problem solving model:
1. Identification of performance related behaviours
2. Measurement of the behaviours
3. Identification of behavioural contingencies
4. Development and implementation of an intervention strategy
5. Evaluation of performance improvement
Everything an employee does on his or her job is not equally important in terms of performance outcomes.
The first step in OBMOD, therefore, is to identify the critical behaviours that make a significant impact on
the employee's job performance. These are those 5 to 10 percent of behaviours that may account for up to
70 to 80 percent of each employee's performance.
The second step requires the manager to develop some baseline performance data. This is obtained by
determining the number of times the identified behaviour is occurring under present conditions.
The third step is to perform a functional analysis to identify the behavioural contingencies or consequences
of performance. This tells the manager the antecedent cues that emit the behaviour and the consequences
currently maintaining it.
Once the functional analysis is complete, the manager is ready to develop and implement an intervention
strategy to strengthen desirable performance behaviours and weaken undesirable behaviours. The
appropriate strategy will entail changing some element of the performance-reward linkage-structure,
processes, technology, groups or the task--with the goal of making high-level performance more rewarding.
The final step in OBMOD is to evaluate performance improvement. If the performance has increased, the
manager must try to maintain the desirable behaviour through some schedule of positive reinforcement. For
example, higher commissions might be granted for every other sale, for sales over a certain rupee amount,
and so forth.
Finally, the manager looks for improvements in individual employees' behaviour. Here the emphasis is on
offering significant longer-term rewards, such as promotions and salary adjustments, to sustain ongoing
efforts to improve performance.
OBMOD has been used by a number of organizations to improve employee productivity and to reduce
errors, absenteeism, tardiness, and accident rates. OBMOD has also proven effective in sports
organizations. The philosophy behind OBMOD additionally appears to be affecting many managers in the
way they related to their employees--in the kind and quantity of feedback they give, the content of
performance appraisals and the type and allocation or organizational rewards.
Despite the positive results that OBMOD has demonstrated, it is not without its critics. Is it a technique for
manipulation people? Does it decrease an employee's freedom? If so, is such action on the part of managers
unethical? And do non-monetary reinforcers like feedback, praise, and recognition get stale after a while?
Will employees being to see these as a way for management to increase productivity without providing
commensurate increases in their pay? There are no easy answers to questions such as these.
This approach to motivation and dealing with problem behaviors is based on the application of learning
theory to people in the workplace. Reinforcement theory holds that a desirable behavior can be increased by
linking that behavior with positive outcomes, while undesirable behaviors can be decreased by linking them
with negative consequences or by eliminating reinforcers. The advantage of this approach is that it focuses
on specific behaviors in the workplace and is thus performance based. It also, at least to some degree,
avoids sensitive personal counselling issues in a person's personal life, by focusing on what needs to be
done to improve performance. Finally, it provides a clear structure and consequences to employees that
142
img
Organizational Psychology­ (PSY510)
VU
encourage them to change in an observable way in a structured time frame. The model below outlines the
stages of its use:
This relatively simple and straight forward approach has been used in a variety of organizations with varying
rates of success. For example, B.F. Goodrich has used OB-Mod to increase productivity by more than
300%, and Weyerhauser increased productivity in three different groups by 8%. However, a program
initiated by Standard Oil of Ohio was discontinued due to failure to meet objectives, and A Michigan Bell
program was considered only modestly successful.
143
img
Organizational Psychology­ (PSY510)
VU
Applications of OBMOD
Following are some of the applications of OBMOD that have been identified through research:
1. Behaviour of manufacturing and service organizations improves through OBMOD program.
2. Employee productivity improves through OBMOD program.
3. A reduction in absenteeism of up to 18-50% is seen through OBMOD programs.
4. OBMOD programs have resulted in 90% decrease in tardiness.
5. Safety, accident prevention: 33% reduction, lot of money saved on medical bills and thus organizational
time saved.
6. Sales performance improves due to OBMOD programs.
Correcting Group Dysfunctions
Dysfunctions of groups refer to the negative functions of groups. These include the following four:
1. Norm Violation
2. Group Think
3. Risky Shift
4. Social Loafing
Following are some of the techniques of correcting group dysfunctions:
Shaping
When managers attempt to mould individuals by guiding their learning in graduated steps, we are shaping
behaviour. Consider the situation in which an employee's behaviour is significantly different from that
sought by management. If management only reinforced the individual when he or she showed desirable
responses, very little reinforcement might be taking place. In such a case, shaping offers a logical approach
toward achieving the desired behaviour.
We shape behaviour by systematically reinforcing each successive step that moves the individual closer to
the desired response. If an employee who has chronically been a half hour late for work comes in only 20
minutes late, we can reinforce this improvement. Reinforcement would increase as responses more closely
approximate the desired behaviour. The procedure for shaping is as follows:
1. Chart: Define desired behaviour
2. Reward: responses that approximate desired behaviour
3. Use differential reinforcement: to refine each step and reinforce desired behaviour.
Management by Objectives
Another method for correcting group dysfunctions is through the process of MBO. It includes the
following five steps:
1. Setting overall objectives
2. Developing organization
3. Setting individual goals
4. Periodic reviews
5. Final Appraisal
OBMOD
The third method of correcting group dysfunctions is through OBMOD programs. It includes the
following steps:
1. Identify
2. Measure
3. Analyze
4. Intervene
5. Evaluate
REFERENCES
·  Luthans, Fred. (2005). Organizational Behaviour (Tenth Edition). United States: McGraw Hill Irwin.
·  Mejia, Gomez. Balkin, David & Cardy, Rober. (2006). Managing Human Resources (Fourth Edition).
India: Dorling Kidersley Pvt. Ltd., licensee of Pearson Education in South Asia.
·  Robbins, P., Stephen. (1996). Organizational Behaviour (Seventh Edition). India: Prentice Hall, Delhi.
·  Huczynski, Andrzej & Buchanan, David. (1991). Organizational Behaviour: An Introductory Text
(Second Edition). Prentice Hall. New York.
144
img
Organizational Psychology­ (PSY510)
VU
·
Moorhead, Gregory & Griffin, Ricky. (2001). Organizational Behaviour (First Edition). A.I.T.B.S.
Publishers & Distributors. Delhi.
·
OBMOD; The effectiveness of OB-MOD.: http://faculty.css.edu/dswenson/web/OB/obmod.html
FURTHER READING
·
O.B. Mod. File Format: http:/www.haworthpress.com/store/E-
Text/View_EText.asp?sid=164BXA9MAK1N9PGCFVQ4XXCR76Q6ATN7&a=3&s=J075
·
What is Organizational Behavior Management/OBM?: http://www.behavior.org/psa/whatisobm.cfm
·
Organizational Behavior Management: What it is and how to do it: A management handbook. New
York: Pergamon Press. Redmon, W. K., & Agnew, J. L. (1991a):
http://www.obmnetwork.com/resources/articles/ABA2004br/Austin_WhatHow.ppt
·
Organizational Behavior and Modification: http://www.management-hub.com/hr-behavior.html
145
Table of Contents:
  1. INTRODUCTION TO ORGANIZATIONAL PSYCHLOGY:Hawthorne Effect
  2. METHODOLOGIES OF DATA COLLECTION:Observational method, Stability of Measures
  3. GLOBALIZATION:Aspects of Globalization, Industrial Globalization
  4. DEFINING THE CULTURE:Key Components of Culture, Individualism
  5. WHAT IS DIVERSITY?:Recruitment and Retention, Organizational approaches
  6. ETHICS:Sexual Harassment, Pay and Promotion Discrimination, Employee Privacy
  7. NATURE OF ORGANIZATIONS:Flat Organization, Neoclassical Organization Theory
  8. ORGANIZATIONAL CULTURE:Academy Culture, Baseball Team Culture, Fortress Culture
  9. CHANGING ORGANIZATIONAL CULTURE:Move decisively, defuse resistance
  10. REWARD SYSTEMS: PAY, Methods of Pay, Individual incentive plan, New Pay Techniques
  11. REWARD SYSTEMS: RECOGNITION AND BENEFITS, Efficiency Wage Theory
  12. PERCEPTION:How They Work Together, Gestalt Laws of Grouping, Closure
  13. PERCEPTUAL DEFENCE:Cognitive Dissonance Theory, Stereotyping
  14. ATTRIBUTION:Locus of Control, Fundamental Attribution Error
  15. IMPRESSION MANAGEMENT:Impression Construction, Self-focused IM
  16. PERSONALITY:Classifying Personality Theories, Humanistic/Existential
  17. PERSONALITY ASSESSMENT:Standardized, Basic Categories of Measures
  18. ATTITUDE:Emotional, Informational, Behavioural,Positive and Negative Affectivity
  19. JOB SATISFACTION:The work, Pay, Measurement of Job Satisfaction
  20. MOTIVATION:Extrinsic motive, Theories of work motivation, Safety needs
  21. THEORIES OF MOTIVATION:Instrumentality, Stacy Adams’S Equity theory
  22. MOTIVATION ACROSS CULTURES:Meaning of Work, Role of Religion
  23. POSITIVE PSYCHOLOGY:Criticisms of ‘Traditional’ Psychology, Optimism
  24. HOPE:Personality, Our goals, Satisfaction with important domains, Negative affect
  25. EMOTIONAL INTELLIGENCE:EI IS Related To Emotions and Intelligence
  26. SELF EFFICACY:Motivation, Perseverance, Thoughts, Sources of Self-Efficacy
  27. COMMUNICATION:Historical Background, Informal-Formal, Interpersonal Communication
  28. COMMUNICATION (Part II):Downward Communication, Stereotyping Problems
  29. DECISION MAKING:History, Personal Rationality, Social Model, Conceptual
  30. PARTICIPATIVE DECISION MAKING TECHNIQUES:Expertise, Thinking skills
  31. JOB STRESS:Distress and Eustress, Burnout, General Adaptation Syndrome
  32. INDIVIDUAL STRESSORS:Role Ambiguity/ Role Conflict, Personal Control
  33. EFFECTS OF STRESS:Physical Effects, Behavioural Effects, Individual Strategies
  34. POWER AND POLITICS:Coercive Power, Legitimate Power, Referent Power
  35. POLITICS:Sources of Politics in Organizations, Final Word about Power
  36. GROUPS AND TEAMS:Why Groups Are Formed, Forming, Storming
  37. DYSFUNCTIONS OF GROUPS:Norm Violation, Group Think, Risky Shift
  38. JOB DESIGN:Job Rotation, Job Enlargement, Job Enrichment, Skill Variety
  39. JOB DESIGN:Engagement, Disengagement, Social Information Processing, Motivation
  40. LEARNING:Motor Learning, Verbal Learning, Behaviouristic Theories, Acquisition
  41. OBMOD:Applications of OBMOD, Correcting Group Dysfunctions
  42. LEADERSHIP PROCESS:Managers versus Leaders, Defining Leadership
  43. MODERN THEORIES OF LEADERSHIP PROCESS:Transformational Leaders
  44. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Globalization and Leadership
  45. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Planning, Staffing