Learning

Learning
Learning Theory
How do people learn , its still not sure???
• Behaviorism
• Cognitivisim
• Social Learning Theory
• Behavior modification
Behaviorism
Confined to observable and measurable behavior
 Classical Conditioning - Pavlov
 Operant Conditioning - Skinner

Classical conditioning
Operant Conditioning
• Definition: The relationship between a behavior and the preceding and
following environmental events that influence that behavior
• Basic Components:
Antecedent -- the stimulus that precedes the behavior
Behavior -- the behavior emitted in response to the stimulus
Consequence -- the positive or negative consequence of the behavior
• Important Note: Managers can often control the contingencies of

reinforcement influencing their subordinate’s behavior, and thereby, the
behavior itself
Example of Contingent Reinforcement
NO Manager is silent or
reprimands employee
Manager and
Does employee
employee
achieve goal?
set goal
Manager compliments
employee for
YES accomplishment
Antecedent Employee Consequences Reinforcement
(precedes the Task (result of the Contingent
behavior) Behavior behavior) on Consequence
Types of reinforcement
Primary Reinforces -- Based upon the satisfaction of

physiological needs, such as food, water, air, sex, escape
from pain, etc
Secondary Reinforces -- Learned reinforces

Rewards Used by Organizations
MATERIAL REWARDS SUPPLEMENTAL BENEFITS STATUS SYMBOLS

Pay Pension contributions Corner offices
Pay raises Vacation and sick leave Offices with windows
Stock options Recreation facilities Carpeting
Profit sharing Child care support Watches
Bonuses/bonus plans Club privileges Private restrooms
Incentive plans Parental leave
SOCIAL/INTER- REWARDS FROM SELF-ADMINISTERED

PERSONAL REWARDS THE TASK REWARDS
Praise Sense of achievement Self-praise
Smiles Jobs with more Self-development
Requests for responsibility through expanded
suggestions Performing important knowledge/skills
Invitations to coffee tasks Greater sense
of self-worth
How to Make Punishment Effective
Managers should:
• Use the principles of contingent punishment, immediate
punishment, and punishment size
• Praise in public, punish in private
• Develop alternative desired behavior
• Balance the use of pleasant and unpleasant events
• Use “positive discipline” (i.e., change behavior through
reasoning, with an emphasis on personal responsibility or
“self control,” rather than by imposing increasingly severe
punishments)
Critiques of Behaviorism
• Does not account for processes taking place in the mind
that cannot be observed
• Advocates for passive learning
• One size fits all

Cognitivism
• Grew in response to Behaviorism
• Knowledge is stored cognitively as symbols
• Learning is the process of connecting symbols in a

meaningful & memorable way
• Studies focused on the mental processes that facilitate

symbol connection
Cognitive Learning Theory
 Discovery Learning -
Jerome Bruner
 Meaningful Verbal
Learning - David
Ausubel
Discovery Learning
1. Anybody can learn anything at any age, provided it is stated

in terms they can understand -Bruner
2. Powerful Concepts (not isolated facts)
a. Transfer to many different situations

b. Only possible through Discovery Learning
c. Confront the learner with problems and help them find
solutions.
Meaningful Verbal Learning
• New material is presented in a systematic way, and is

connected to existing cognitive structures in a meaningful way.
Critiques of Cognitivism
• Like Behaviorism, knowledge itself is given and absolute
• Input – Process – Output model is mechanistic and

deterministic
• Does not account enough for individuality
• Little emphasis on affective characteristics

Social Learning Theory
• Grew out of Cognitivism
• A. Bandura (1973)
• Learning takes place through observation and sensorial

experiences cognitively processing that information, and
then imitating, or not repeating, that behavior
Modelling
• The process of imitating the behaviour of others.

• Attractive, credible, competent, high-status people are most likely to be
imitated
– Job shadow
Application of Social Learning theory by Managers
• Identify behaviors that lead to improved performance

• Select an appropriate model
• Make sure that employees have requisite skills
• Create a positive learning situation
• Provide positive consequences for successful performance (i.e.,
reinforcement)
• Develop organizational support for new behaviors (i.e., maintain
proper contingencies of reinforcement)
Critiques of Social Learning Theory
• Does not take into account individuality, context, and

experience as mediating factors
• Suggests that learning happens best as passive receivers of

sensory stimuli, as opposed to being active learners
• Emotions and motivation not considered important or

connected to learning
Work related learning techniques
• Action learning- reflecting on what is working now and as

well as on actions that can be improved
• Coaching- methods used to help others
• Mentoring- long term basis
• Peer relationship
• Learning logs
Learning through Feedback
• Any information about consequences of our behavior

• Clarifies role perceptions
• Corrective feedback improves ability
• Positive feedback motivates future behavior
Giving Feedback Effectively
Specific
Relevant Effective Frequent

Feedback
Credible Timely
When do organizations fail to learn
• Fear of failure- the organization structure projects no time or money

for experimentation and award promotion and bonuses to those who
deliver
• Fixed Vs Growth mindset- limits the ability to learn/ growth mindset

seeks challenges and learning opportunities
• Over reliance on past performance- for hiring and promotion

decisions organization over emphasize on performance and not
enough on ability to learn
• Attribution bias-success is ascribed to hard work, brilliance and skill

rather than luck and failure on bad fortune. This hinders learning
Steps to overcome hindrances in learning process
• Destigmatize failure
• Foster a growth mindset
• Consider potential when hiring
• Use of a data driven approach to identify success
At an individual level
• Exhausted workers are too tired to learn- build breaks
• Lack of reflection- encourage reflection after doing
• Take time to think
• Increase awareness and engage workers
• Model good behaviour
• Give workers different kinds of experience
Premack Principle- A more preferred activity may be used to
reinforce a less preferred activity.

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Learning

How do people learn , its still not sure???

Confined to observable and measurable behavior

 Classical Conditioning - Pavlov

 Operant Conditioning - Skinner

• Important Note: Managers can often control the contingencies of

Primary Reinforces -- Based upon the satisfaction of

Secondary Reinforces -- Learned reinforces

MATERIAL REWARDS SUPPLEMENTAL BENEFITS STATUS SYMBOLS

SOCIAL/INTER- REWARDS FROM SELF-ADMINISTERED

• Advocates for passive learning

• One size fits all

• Grew in response to Behaviorism

• Knowledge is stored cognitively as symbols

• Learning is the process of connecting symbols in a

• Studies focused on the mental processes that facilitate

1. Anybody can learn anything at any age, provided it is stated

2. Powerful Concepts (not isolated facts)

a. Transfer to many different situations

• New material is presented in a systematic way, and is

• Like Behaviorism, knowledge itself is given and absolute

• Input – Process – Output model is mechanistic and

• Does not account enough for individuality

• Little emphasis on affective characteristics

• Grew out of Cognitivism

• Learning takes place through observation and sensorial

• The process of imitating the behaviour of others.

• Identify behaviors that lead to improved performance

• Does not take into account individuality, context, and

• Suggests that learning happens best as passive receivers of

• Emotions and motivation not considered important or

• Action learning- reflecting on what is working now and as

• Coaching- methods used to help others

• Mentoring- long term basis

• Any information about consequences of our behavior

Relevant Effective Frequent

• Fear of failure- the organization structure projects no time or money

• Fixed Vs Growth mindset- limits the ability to learn/ growth mindset

• Over reliance on past performance- for hiring and promotion

• Attribution bias-success is ascribed to hard work, brilliance and skill

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