Behavioural Approach
BEHAVIORISM
Fred Luthans, James B. Avey and Brett Luthans
Definition
Behaviorism is a theoretical foundation with roots in psychology with an intentional focus on observable, measurable behavior as the primary unit of analysis (Luthans, Youssef, & Luthans, 2005). Behaviorism systematically analyzes the relationships between an individual’s behavior and environmental contingencies. The study and practice of behaviorism emphasizes predicting and controlling/managing behavior and thus is especially relevant to organization studies. The behaviorism paradigm is in contrast to the popular cognitive psychology theories in that behaviorism is not focused on internal cognitive or affective processes or indirect measures of beliefs, attitudes or feelings. Whereas cognitive based approaches attempt to understand and explain the multifaceted causes and complexity of human behavior, behaviorism is based on the premise that behavior is a function of its environmental consequences or contingencies (also see Motivation, Contingency Theory). There are four primary historical building blocks of behaviorism. These major foundational contributions are Pavlov’s (1849-1936) classical conditioning experiments, Thorndike’s (1874-1949) law of effect, Watson’s (1878-1958) experiments with human conditioning, and Skinner’s (1904-1990) work and conceptualization of operant conditioning (also see Operant Conditioning). However, applied to organization studies, the most influential application of behaviorism would be Luthans and Kreitner’s (1985) book Organizational Behavior Modification and Beyond.
Conceptual Overview Have you ever wondered how children, adults, and even animals learn to respond to and operate in their world? Early in the twentieth century, Thorndike coined the famous law of effect by systematically studying cats in a puzzle box. Thorndike’s law of effect states behaviors followed by positive consequences tend to be strengthened and increase in subsequent
Fred Luthans, James B. Avey and Brett Luthans
Definition
Behaviorism is a theoretical foundation with roots in psychology with an intentional focus on observable, measurable behavior as the primary unit of analysis (Luthans, Youssef, & Luthans, 2005). Behaviorism systematically analyzes the relationships between an individual’s behavior and environmental contingencies. The study and practice of behaviorism emphasizes predicting and controlling/managing behavior and thus is especially relevant to organization studies. The behaviorism paradigm is in contrast to the popular cognitive psychology theories in that behaviorism is not focused on internal cognitive or affective processes or indirect measures of beliefs, attitudes or feelings. Whereas cognitive based approaches attempt to understand and explain the multifaceted causes and complexity of human behavior, behaviorism is based on the premise that behavior is a function of its environmental consequences or contingencies (also see Motivation, Contingency Theory). There are four primary historical building blocks of behaviorism. These major foundational contributions are Pavlov’s (1849-1936) classical conditioning experiments, Thorndike’s (1874-1949) law of effect, Watson’s (1878-1958) experiments with human conditioning, and Skinner’s (1904-1990) work and conceptualization of operant conditioning (also see Operant Conditioning). However, applied to organization studies, the most influential application of behaviorism would be Luthans and Kreitner’s (1985) book Organizational Behavior Modification and Beyond.
Conceptual Overview Have you ever wondered how children, adults, and even animals learn to respond to and operate in their world? Early in the twentieth century, Thorndike coined the famous law of effect by systematically studying cats in a puzzle box. Thorndike’s law of effect states behaviors followed by positive consequences tend to be strengthened and increase in subsequent
References: Bandura, A. (1986). Social Foundations of Thought and Action. Englewood Cliffs, NJ: Prentice-Hall. Luthans, F., & Kreitner, R. (1985). Organizational Behavior Modification and Beyond. Glenview, IL: Scott, Foresman. Luthans, F., & Stajkovic, A. (1999). Reinforce (not necessarily pay) for performance. Academy of Management Executive, 13, 49-57. Luthans, F., Youssef, C., & Luthans, B. (2005). Behaviorism. In Nicholson, N., Audia, P., & Pillutla, M. (Eds.). The Blackwell encyclopedia dictionary of organizational behavior. London: Blackwell. Stajkovic, A., & Luthans, F. (1997). A meta-analysis of the effects of organizational behavior modification on task performance, 1975-1995. Academy of Management Journal, 40, 1122-1149. Stajkovic, A., & Luthans, F. (2001). Differential effects of incentive motivators on work performance. Academy of Management Journal, 44, 580-590. Stajkovic, A., & Luthans, F. (2003). Behavioral management and task performance in organizations: Conceptual background, meta-analysis, and test of alternative models. Personnel Psychology, 56, 155-194. Welsh, D.H.B., Luthans, F., & Sommer, S.M. (1993). Managing Russian factory workers: The impact of U.S.-based behavioral and participative techniques. Academy of Management Journal, 36, 58-79.