Chapter 5 : Learning

1. Introduction to learning
Learning may be defined as a relatively permanent change in behavior that occurs as a result
of prior experience. Not all changes reflect learning, to constitute learning change should be
relatively permanent. Learning should result in in new behaviours & actions or new
understanding & knowledge. Learning can be a formal and informal and / or spontaneous
process.
In today’s dynamic environment, learning at Individual and Group level helps continuous
improvement and helps to building a learning Organisation. A learning organization is an
organization skilled at creating, acquiring, and transferring knowledge, and at modifying its
behavior to reflect new knowledge and insights.
2. Importance of Learning in organisations
Learning organizations are skilled at five main activities: systematic problem solving,
experimentation with new approaches, learning from their own experience and past history,
learning from the experiences and best practices of others, and transferring knowledge
quickly and efficiently throughout the organization. Organizational learning allows a
business's employees to continue to advance their professional growth and development
individually.
Learning organizations not only experience enhanced employee engagement, improved
member satisfaction and increased business results. There is a competitive advantage for an
organization whose workforce can learn more quickly than the workforce of other
organizations
View the link : https://hbr.org/video/2226587714001/the-importance-of-learning-in-
organizations

2. Theories of Learning

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The Behaviourist perspective argues that what we learn are chains of muscle movements;
mental processes are not observable, and are not valid issues for study (stimulus-response
psychology)

Comparison between Classical and Operant Conditioning

Classical Conditioning
A technique for associating an established
response or behaviour with a involuntary
stimulus – Pavlovian Conditioning
Classical conditioning is a type of
unconscious or automatic learning. This
learning process creates a conditioned
response through associations between an
unconditioned stimulus and a Conditioned
(neutral ) stimulus
Operant Conditioning
A technique for associating a response or a
behaviour with its consequence- Skinnerian
Conditioning
In operant conditioning, behaviors are
strengthened or weakened based on the
consequences of that behavior.

The theory suggests that learning takes
place through association
Example : When customers in a restaurant
greeted with the familiar smell of pizza
fresh out of the oven, or with images of
food they may be tempted to order the Pizza
or Students experiencing anxiety when they
see the printed sheets of exam paper during
the exam or managers declaring a rewards
and recognition program
The theory suggests that :
Reinforcement increases the frequency and
likelihood of a behavior. Punishment
decreases the frequency and likelihood of a
behavior.
Example : Manager offering rewards and
praises (Reinforcer) on achievement of
targets (desired behavior). Employees won’t
get yelled at (unpleasant stimulus) when
they arrive at work on time (wanted
behavior.)

Through the above conditioning theories of learning managers can :

 Motivate and re-inforce behaviours among employees
 Can improve employee morale and productivity by offering rewards and recognition
 make employees in project teams accountable for their actions and rewarding high
performing teams
 Develop behaviours ex. customer service through continuous re-enforcement

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 Using Operant Conditioning for motivating employees :
• Positive reinforcement is adding a desirable outcome following desirable behavior
(Higher performance)
• Negative reinforcement is removing an unpleasant outcome following desirable
behavior (Higher performance)
• Punishment (positive punishment) is adding an unpleasant outcome following
undesirable behavior (Lower performance)
• Extinction (negative punishment) is removing a desirable outcome following
undesirable behavior (Lower performance)
Students must elaborate on the following points with examples while analysing on how
process theory can be applied for employee motivation :
Goal setting theory can help managers motivate their teams by providing a structured
approach to setting and achieving objectives.
 Set clear and specific goals and goals are well-defined
 Goals provide a sense of purpose and direction
 Regularly provide feedback on progress towards goals.
 Involving team members in the goal-setting process
 Prioritize tasks, stay focused provide feedback
 Recognize and reward employees for achieving their goals
 Use the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) criteria
to structure goals effectively.
 Provide necessary training and resources

Equity theory can help managers motivate their teams by focusing on the perception of
fairness and equity in the workplace.

 Ensure that employees are treated fairly and equally, regardless of their background,
gender, or other personal characteristics.
 Be transparent about the criteria used for rewards, promotions, and recognition
 Encourage open communication for employees to share concerns and seek feedback
 Create a diverse and inclusive work environment
 Encourage indivuals to adjust their inputs and outputs.
 Create perception of fairness through a performance management system
 Promote employees based on their skills, abilities, and contributions
 Involve employees in decision-making processes
 Promote collaboration among team members
 Provide equal opportunities of training and development

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