eleventh edition

organizationalbehavior

Perilaku Organisasi

stephen p. robbins
 Foundations
Foundations of
of Individual
Individual Behavior
Behavior

© 2005 Prentice Hall Inc. All rights reserved. 2–2

 Biographical
Biographical Characteristics
Characteristics

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© 2005 Prentice Hall Inc. All rights reserved. 2–4
 Biographical
BiographicalCharacteristics
CharacteristicsKarakteristik
Karakteristik biologi
biologi

Biographical Characteristics
Personal characteristics—such as age, gender,
and marital status—that are objective and
easily obtained from personnel records.

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 Ability,
Ability, Intellect,
Intellect, and
and Intelligence
Intelligence

Ability Kemampuan
An individual’s capacity to perform
the various tasks in a job.kemampuan
seseorang melakukan berbagai tugas dalam perkerjaan

Intellectual Ability Kemampuan intelktual

The capacity to do mental activities.
Kapasitas uyk melakukan aktivitas mental

Multiple Intelligences Kecerdasan ganda

Intelligence contains four subparts:
cognitive, social, emotional, and cultural.
Kognitif, social, emosional dan budaya

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 Dimensions
Dimensions of of
Intellectual
Intellectual Ability
Ability

••Number
Numberaptitude
aptitudeangka
angka

••Verbal
Verbalcomprehension
comprehensionlisan lisan

••Perceptual
Perceptualspeed
speedkec.persepsial
kec.persepsial
••Inductive
Inductivereasoning
reasoningpenalarna induktif
penalarna induktif

••Deductive
Deductivereasoning
reasoningpenalran dedukstif
penalran dedukstif

••Spatial
Spatialvisualization
visualizationvisualisasi spasial
visualisasi spasial

••Memory
Memoryingatan
ingatan

E X H I B I T 2–1
E X H I B I T 2–1

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 Physical
Physical Abilities
Abilities Fisik
Fisik

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 Physical
Physical Abilities
Abilities

Physical Abilities
The capacity to do tasks
demanding stamina, dexterity,
strength, and similar
characteristics.

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 The
The Ability-Job
Ability-Job Fit
Fit

Ability-Job
Employee’s Fit Job’s Ability
Abilities Requirements

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© 2005 Prentice Hall Inc. All rights reserved. 2–11
 Learning
Learning

Learning
Any relatively permanent change in behavior
that occurs as a result of experience.

Learning
Learning
••Involves
Involveschange
change
••Is
Isrelatively
relativelypermanent
permanent
••Is
Isacquired
acquiredthrough
throughexperience
experience

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 Theories
Theories of
of Learning
Learning

Classical Conditioning
A type of conditioning in which an individual
responds to some stimulus that would not
ordinarily produce such a response.

Key
KeyConcepts
Concepts
••Unconditioned
Unconditionedstimulus
stimulus
••Unconditioned
Unconditionedresponse
response
••Conditioned
Conditionedstimulus
stimulus
••Conditioned
Conditionedresponse
response
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 Source: The Far Side ®
by Gary Larson © 1993
Far Works, Inc. All rights
reserved. Used with
permission.

E X H I B I T 2–3
E X H I B I T 2–3

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 Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)

Operant Conditioning
A type of conditioning in which desired voluntary
behavior leads to a reward or prevents a punishment.

Key
KeyConcepts
Concepts
••Reflexive
Reflexive(unlearned)
(unlearned)behavior
behavior
••Conditioned
Conditioned(learned)
(learned)behavior
behavior
••Reinforcement
Reinforcement

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 Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)

Social-Learning Theory
People can learn through observation
and direct experience.

Key
KeyConcepts
Concepts
••Attentional
Attentionalprocesses
processes
••Retention
Retentionprocesses
processes
••Motor
Motorreproduction
reproductionprocesses
processes
••Reinforcement
Reinforcementprocesses
processes

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 Theories
Theories of
of Learning
Learning (cont’d)
(cont’d)

Shaping Behavior
Systematically reinforcing each successive step that
moves an individual closer to the desired response.

Key
KeyConcepts
Concepts
••Reinforcement
Reinforcementis
isrequired
requiredto
tochange
changebehavior.
behavior.
••Some
Somerewards
rewardsare
aremore
moreeffective
effectivethan
thanothers.
others.
••The
Thetiming
timingof
ofreinforcement
reinforcementaffects
affectslearning
learning
speed
speedand
andpermanence.
permanence.

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 Types
Types of
of Reinforcement
Reinforcement
 Positive reinforcement
– Providing a reward for a desired behavior.
 Negative reinforcement
– Removing an unpleasant consequence when the
desired behavior occurs.
 Punishment
– Applying an undesirable condition to eliminate an
undesirable behavior.
 Extinction
– Withholding reinforcement of a behavior to cause its
cessation.

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 Schedules
Schedules of
of Reinforcement
Reinforcement

Continuous Reinforcement
A desired behavior is reinforced
each time it is demonstrated.

Intermittent Reinforcement
A desired behavior is reinforced
often enough to make the
behavior worth repeating but not
every time it is demonstrated.

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 Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)

Fixed-Interval Schedule
Rewards are spaced at
uniform time intervals.

Variable-Interval Schedule
Rewards are initiated after a
fixed or constant number of
responses.

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 Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)

Fixed-ratio

E X H I B I T 2–4
E X H I B I T 2–4

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 Intermittent
Intermittent Schedules
Schedules of
of Reinforcement
Reinforcement

E X H I B I T 2–5
E X H I B I T 2–5

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 Intermittent
Intermittent Schedules
Schedules of
of Reinforcement
Reinforcement (cont’d)
(cont’d)

E X H I B I T 2–5 (cont’d)
E X H I B I T 2–5 (cont’d)

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 Behavior
Behavior Modification
Modification

OB Mod
The application of reinforcement concepts
to individuals in the work setting.

Five
FiveStep
StepProblem-Solving
Problem-SolvingModel
Model
1.1. Identify
Identifycritical
criticalbehaviors
behaviors
2.2. Develop
Developbaseline
baselinedata
data
3.3. Identify
Identifybehavioral
behavioralconsequences
consequences
4.4. Develop
Developand
andapply
applyintervention
intervention
5.5. Evaluate
Evaluateperformance
performanceimprovement
improvement
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 OB
OB MOD
MOD Organizational
Organizational Applications
Applications

 Well Pay versus Sick Pay

– Reduces absenteeism by rewarding attendance, not
absence.
 Employee Discipline
– The use of punishment can be counter-productive.
 Developing Training Programs
– OB MOD methods improve training effectiveness.
 Self-management
– Reduces the need for external management control.

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