• The idea of a technology of behaviour is based on the ability of those in organizations to apply stimulus-response theories to the WORKPLACE.
• It is acknowledged, however, that behaviour modification is an elaborate process and in reality its application is complex and problematic.
• The EXTENT to which the key behaviours can be straightforwardly observed is central to the application of the process.
• The next stage is to try to assess the rates at which these critical behaviours normally occur. Identifying base rates enables the impact of the programme to be assessed at a later stage.
• The third stage, termed functional analysis INVOLVES careful observation of what normally precedes and follows various types of work behaviour. For example, a functional analysis may reveal that customers are normally greeted only if they approach a member of the sales staff.
• After the functional analysis has been completed an intervention strategy is devised. This makes reward contingent on critical behaviour. For example, sales staff may be rewarded with pay, free package holidays, or time off for demonstrating these behaviours.
• Finally, there is a systematic evaluation of the intervention strategy. Do the critical behaviours now occur at a level above the original base rate?
• However, this type of organizational behaviour modification requires managers to acquire a new ‘mental set.’ In more practical terms this ‘mental set’ means managers need to learn how to identify critical behaviours, observe them, establish base rates for them, determine what REINFORCERS are supporting unwanted behaviours and estimate what stimulus will reinforce the desired behaviour(s).

The observation needs to be charted with tally sheets before, during and after the intervention. In addition it may also involve questionnaires and some trial and error pilot runs. In short, whilst there is some EVIDENCE that interventions may work in a range of workplace settings, implementing the technique takes a good deal of commitment and skill to make it practicable.

• The idea of a technology of behaviour is based on the ability of those in organizations to apply stimulus-response theories to the workplace.
• It is acknowledged, however, that behaviour modification is an elaborate process and in reality its application is complex and problematic.
• The extent to which the key behaviours can be straightforwardly observed is central to the application of the process.
• The next stage is to try to assess the rates at which these critical behaviours normally occur. Identifying base rates enables the impact of the programme to be assessed at a later stage.
• The third stage, termed functional analysis involves careful observation of what normally precedes and follows various types of work behaviour. For example, a functional analysis may reveal that customers are normally greeted only if they approach a member of the sales staff.
• After the functional analysis has been completed an intervention strategy is devised. This makes reward contingent on critical behaviour. For example, sales staff may be rewarded with pay, free package holidays, or time off for demonstrating these behaviours.
• Finally, there is a systematic evaluation of the intervention strategy. Do the critical behaviours now occur at a level above the original base rate?
• However, this type of organizational behaviour modification requires managers to acquire a new ‘mental set.’ In more practical terms this ‘mental set’ means managers need to learn how to identify critical behaviours, observe them, establish base rates for them, determine what reinforcers are supporting unwanted behaviours and estimate what stimulus will reinforce the desired behaviour(s).

The observation needs to be charted with tally sheets before, during and after the intervention. In addition it may also involve questionnaires and some trial and error pilot runs. In short, whilst there is some evidence that interventions may work in a range of workplace settings, implementing the technique takes a good deal of commitment and skill to make it practicable.