MGHB02H3 Chapter Notes - Chapter 2.10-2.11: Social Cognitive Theory, Career Development, Organizational Learning
2.10 Explain social cognitive theory and discuss observational learning, self-efficacy beliefs and self-
regulation
Social cognitive theory: emphasizes the roles of cognitive processes in regulating behaviour (internal
rather than external); how people behave is based on what they observe and what they think they
should do to achieve goals
Observational learning: observing and imitating others who demonstrate their behaviour provides
positive consequences. Self-reinforcement happens to achieve learning
Self-efficacy beliefs: different from general self-efficacy as discussed before. Belief in their ability to
complete a specific task (self-efficacy will differ depending on the task). Affects what kinds of job people
will be willing to take on in the future
Self-regulation: learning to regulate one’s on behaiour; obsere your on behaiour (self-
observation), comparing the behaviour with a standard (self-evaluation) and rewarding oneself (self-
reinforcement)
• Motivated by self set goals; discrepancy reduction – working to become who you want to be;
discrepancy production – giving yourself new and more challenging behavioural goals
• Steps
o Collect self-observed data
o Observe models (sometime other people)
o Set goals (specific, short term and long term goals)
o Rehearse (practicing)
o Reinforce oneself (self rewards)
2.11 Describe the following organizational learning practices: organizational behaviour modification,
employee recognition programs, training and development programs, and career development
Organizational behaviour modifications: systematic use of learning principles (such as reinforcements
from operant learning theory) to modify behaviour (presentation, posters, employer praise)
Employee recognition programs: programs made to publicly award and praise employees for specific
behaviour (how will the person be recognized, the desired behaviour, how they will be recognized)
• Peer recognition: employees publicly recognize their co-workers (nominations)
Training and development programs: planned activities to educate/promote desired behaviour and
performance (development programs focus on education for future responsibilities)
• Will include positive reinforcement, feedback, observational learning, and promoting self-
efficacy and self-regulation
• Behaviour modelling training:
o Describe a set of behaviours to learn
o Provide a model to display behaviour
o Provide opportunities to use those behaviours
o Provide feedback and social reinforcement to the behaviour
o Maximize the transfer of the behaviour to the job
Career development: career planning (assess employee interests and skills to develop career goals) and
career management (practical steps to reach goals include special assignments or activities designed to
help employees reach goals)
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Document Summary
2. 10 explain social cognitive theory and discuss observational learning, self-efficacy beliefs and self- regulation. Social cognitive theory: emphasizes the roles of cognitive processes in regulating behaviour (internal rather than external); how people behave is based on what they observe and what they think they should do to achieve goals. Observational learning: observing and imitating others who demonstrate their behaviour provides positive consequences. Self-efficacy beliefs: different from general self-efficacy as discussed before. Belief in their ability to complete a specific task (self-efficacy will differ depending on the task). Affects what kinds of job people will be willing to take on in the future. 2. 11 describe the following organizational learning practices: organizational behaviour modification, employee recognition programs, training and development programs, and career development. Organizational behaviour modifications: systematic use of learning principles (such as reinforcements from operant learning theory) to modify behaviour (presentation, posters, employer praise)
