Question Description respond with a substantiating response, use own references. Just like other DQ prior. You will respond twice to DQ 1 students and DQ2. __________________________________________ DQ1 Explain how operant conditioning applies in the workplace. For example, how can poor performance inadvertently be encouraged by an employer? Offer recommendations using operant conditioning principles to reinforce productive behaviors in employees. ___________________________________________ DQ2 With the end of the term upon us, what insights have you gained from the course? How will you incorporate these new ideas into your workplace? __________________________________________ #1 Student response DQ1 A basic premise of operant conditioning is that reinforcement can change behavior (Capuzzi & Stauffer, 2016). For example, if a supervisor wanted an employee to consistently continue their level of work effort, he or she might give the employee more money or increased verbal praise. Bell and Ramdass (2010) contend that managers participate in operant conditioning when they reward good behavior and performance and punish adverse or unproductive actions. The authors believe that supervisors should pay special attention to the manner in which they enforce punishment because there could be negative consequences. For example, employees can experience adverse health effects, and employees can eventually lose respect for the person responsible for discipline. If that person is an employee’s immediate supervisor, productivity levels may decrease. It may be helpful for someone in another department, perhaps HR personnel, to deliver the news. In addition, any discipline should occur away from co-workers so that the employee does not become embarrassed by the situation. This discipline should be based on a clear violation of long-established and agreed upon rules that a reasonable person could agree with and adhere to. Bell and Ramdass (2010) also recommend that supervisors affirm their trust in the employee after discipline occurs, and should be explicit when suggesting to the employee how he or she can improve behavior. Bell, R., & Ramdass, R. (2010). A model for reprimanding unproductive workplace behaviors. SuperVision, 71(3), 3–6. Capuzzi, D., & Stauffer, M. (2016). Counseling and psychotherapy. Alexandria, VA: The American Counseling Association. __________________________________________ #2 Student response DQ1 Operant conditioning can be as simple as providing feedback, consequences and rewards. Partnering whatever behavior an individual is eliciting with positive or negative feedback along with a punishment if necessary or a reward if earned is an effective way to improve behavior. The consequence must happen in a timely manner in relation to the actual behavior to ensure that the link is made. Providing a consequence to a certain behavior when the employee can no longer relate the two can be confusing and ineffective for the individual. Komaki, Minnich, Grotto, Weinshank & Kern (2011) found in their research that when they trained managers to their Operant Model of Leadership in which managers provided more hands-on sampling, feedback, and recognition, those groups performed much better than the control group. Managers were less inclined to just direct and exhort and provided less antecedents to get their point across and their employees were much more responsive (Komaki et al, 2011). If managers take the time to respond to poor performance by providing feedback, then that employee can adjust their behavior. Simple statements of acknowledging the bearer of bad news has been shown to improve employee motivation, openness, and trust to bring forth other problems that may arise (Komaki, et al, 2011). Providing rewards such as praise, recognition, time off, bonuses, or promotions, for positive behaviors will reinforce that behavior. Komaki, J. L., Minnich, M. L. R., Grotto, A. R., Weinshank, B., & Kern, M. J. (2011). Promoting Critical Operant-Based Leadership While Decreasing Ubiquitous Directives and Exhortations. Journal of Organizational Behavior Management, 31(4), 236–261. https://doi-org.uiwtx.idm.oclc.org/10.1080/0160806… __________________________________________ #1 Student response DQ2 I have learned so much from this class, and I am amazed at how much I have been able to use in my workplace. I gained a lot of insight into my co-workers, the students that I work with, and myself when it comes to motivation. I would say the most valuable insight for me has been the knowledge gained from the weekly discussion questions. Not only have I been able to learn new OB concepts, I have been able to apply them to my work, and then read the valuable perspectives of my classmates. Other valuable activities were the CAP, where I got to learn more about Vroom's theory, and the article critiques. The article critiques were very valuable to me because I was able to research the role of work motivation in areas that I am interested in (counseling, psychotherapy, and psychology). That was valuable for me because it helped me narrow my focus specific to what I would eventually like to do with my degree. __________________________________________ #2 Student response DQ2 I have a learned a lot from this course and a lot of it is things that I am going to use at work. Through the course I have looked at all of my subordinates and am trying to figure out what the best way to motivate them is. I definitely think Goal-Setting Theory was my favorite and the one that I think I can apply the most. Goal orientation in particular was something I knew nothing about that I think is so key to effective training and motivation. Smith, Jayasuriya, Caputi & Hammer (2008) research revealed that performance goal orientation had a negative association with self-efficacy while learning goal orientation had a positive association. With this information I can try to influence my personnel to go into any sort of training with a learning goal orientation mind set instead of performance. Individuals should be motivated to master skills and learn as much as possible versus trying to outperform others in the course as well. Overall, I think this class taught me a lot and the final paper will be useful in my workplace. It’s something that I can take action on and actually use to try and make my workplace better. I look forward to my next I/O psych class and hope to come out of that class with actionable information as well! Smith, R., Jayasuriya, R., Caputi, P., & Hammer, D. (2008). Exploring the role of goal theory in understanding training motivation. International Journal of Training and Development., 12(1), 5

 
respond with a substantiating response, use own references. Just like other DQ prior. You will respond twice to DQ 1 students and DQ2.
__________________________________________
DQ1
Explain how operant conditioning applies in the workplace. For example, how can poor performance inadvertently be encouraged by an employer? Offer recommendations using operant conditioning principles to reinforce productive behaviors in employees.
___________________________________________
DQ2
With the end of the term upon us, what insights have you gained from the course? How will you incorporate these new ideas into your workplace?
__________________________________________
#1 Student response DQ1
A basic premise of operant conditioning is that reinforcement can change behavior (Capuzzi & Stauffer, 2016). For example, if a supervisor wanted an employee to consistently continue their level of work effort, he or she might give the employee more money or increased verbal praise.
Bell and Ramdass (2010) contend that managers participate in operant conditioning when they reward good behavior and performance and punish adverse or unproductive actions. The authors believe that supervisors should pay special attention to the manner in which they enforce punishment because there could be negative consequences. For example, employees can experience adverse health effects, and employees can eventually lose respect for the person responsible for discipline. If that person is an employee’s immediate supervisor, productivity levels may decrease. It may be helpful for someone in another department, perhaps HR personnel, to deliver the news. In addition, any discipline should occur away from co-workers so that the employee does not become embarrassed by the situation. This discipline should be based on a clear violation of long-established and agreed upon rules that a reasonable person could agree with and adhere to. Bell and Ramdass (2010) also recommend that supervisors affirm their trust in the employee after discipline occurs, and should be explicit when suggesting to the employee how he or she can improve behavior.
Bell, R., & Ramdass, R. (2010). A model for reprimanding unproductive workplace behaviors. SuperVision, 71(3), 3–6.
Capuzzi, D., & Stauffer, M. (2016). Counseling and psychotherapy. Alexandria, VA: The American Counseling Association.
__________________________________________
#2 Student response DQ1
Operant conditioning can be as simple as providing feedback, consequences and rewards. Partnering whatever behavior an individual is eliciting with positive or negative feedback along with a punishment if necessary or a reward if earned is an effective way to improve behavior. The consequence must happen in a timely manner in relation to the actual behavior to ensure that the link is made. Providing a consequence to a certain behavior when the employee can no longer relate the two can be confusing and ineffective for the individual. Komaki, Minnich, Grotto, Weinshank & Kern (2011) found in their research that when they trained managers to their Operant Model of Leadership in which managers provided more hands-on sampling, feedback, and recognition, those groups performed much better than the control group. Managers were less inclined to just direct and exhort and provided less antecedents to get their point across and their employees were much more responsive (Komaki et al, 2011). If managers take the time to respond to poor performance by providing feedback, then that employee can adjust their behavior. Simple statements of acknowledging the bearer of bad news has been shown to improve employee motivation, openness, and trust to bring forth other problems that may arise (Komaki, et al, 2011). Providing rewards such as praise, recognition, time off, bonuses, or promotions, for positive behaviors will reinforce that behavior.
Komaki, J. L., Minnich, M. L. R., Grotto, A. R., Weinshank, B., & Kern, M. J. (2011). Promoting Critical Operant-Based Leadership While Decreasing Ubiquitous Directives and Exhortations. Journal of Organizational Behavior Management, 31(4), 236–261. https://doi-org.uiwtx.idm.oclc.org/10.1080/0160806…
__________________________________________
#1 Student response DQ2
I have learned so much from this class, and I am amazed at how much I have been able to use in my workplace. I gained a lot of insight into my co-workers, the students that I work with, and myself when it comes to motivation. I would say the most valuable insight for me has been the knowledge gained from the weekly discussion questions. Not only have I been able to learn new OB concepts, I have been able to apply them to my work, and then read the valuable perspectives of my classmates. Other valuable activities were the CAP, where I got to learn more about Vroom’s theory, and the article critiques. The article critiques were very valuable to me because I was able to research the role of work motivation in areas that I am interested in (counseling, psychotherapy, and psychology). That was valuable for me because it helped me narrow my focus specific to what I would eventually like to do with my degree.

__________________________________________
#2 Student response DQ2
I have a learned a lot from this course and a lot of it is things that I am going to use at work. Through the course I have looked at all of my subordinates and am trying to figure out what the best way to motivate them is. I definitely think Goal-Setting Theory was my favorite and the one that I think I can apply the most. Goal orientation in particular was something I knew nothing about that I think is so key to effective training and motivation. Smith, Jayasuriya, Caputi & Hammer (2008) research revealed that performance goal orientation had a negative association with self-efficacy while learning goal orientation had a positive association. With this information I can try to influence my personnel to go into any sort of training with a learning goal orientation mind set instead of performance. Individuals should be motivated to master skills and learn as much as possible versus trying to outperform others in the course as well. Overall, I think this class taught me a lot and the final paper will be useful in my workplace. It’s something that I can take action on and actually use to try and make my workplace better. I look forward to my next I/O psych class and hope to come out of that class with actionable information as well!
Smith, R., Jayasuriya, R., Caputi, P., & Hammer, D. (2008). Exploring the role of goal theory in understanding training motivation. International Journal of Training and Development., 12(1), 5