Sage Journals: Discover world-class research

Abstract

First-level supervisors have traditionally expressed frustration over their difficulty in effectively managing subordinates. This paper describes a social learning theory based on organizational development intervention focused on helping wood products plant supervisors develop better participative problem-solving skills. All the foremen in a plywood mill participated in workshops conducted over a three-month period. Measures of five key behaviors were taken immediately before the intervention began, shortly after it ended, and finally, six months later. Behavioral measures consisted of subordinates' perceptions of their supervisor. Results showed significant positive behavior change between before and after measures and the maintenance of this change for the six months thereafter. Significant improvement in productivity and labor relations indices also occurred.

Get full access to this article

View all access options for this article.

References

Bandura, A. Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 1977, 84, 197-215. (a)

Bandura, A. Social learning theory. Englewood Cliffs, N.J.: Prentice-Hall, 1977. (b)

Bandura, A. , Ross, D. , & Ross, S. A comparative test of the status envy, social power, and secondary reinforcement theories of identificatory learning. Journal of Abnormal and Social Psychology, 1966, 67, 527-534d.

Campbell, J. P. , Dunnette, M. D. , Lawler, E. E. , & Weick, K. E. Managerial behavior, performance, and effectiveness. New York: McGraw-Hill, 1970.

Campbell, D. T. , & Stanley, J. C. Experimental and quasi-experimental designs for research in teaching. In N. L. Gage (Ed.), Handbook of research in teaching. Chicago: Rand McNally, 1963. Pp. 171-246.

French, W. L. , & Bell, C. H. Organization development (2nd ed.). Englewood Cliffs, N.J.: Prentice-Hall, 1978.

Goldstein, A. , & Sorcher, M. Changing supervisory behavior. New York: Pergamon, 1974.

Heneman, H. G., III , & Schwab, D. P. Evaluation of research on expectancy predictions of employee performance. Psychological Bulletin, 1972, 78, 1-9.

Huse, E. F. Organization development and change (2nd ed.). New York: West Publishing Company, 1980.

10.

Irwin, F.W. Intentional behavior and motivation: A cognitive view. Philadelphia: Lippincott, 1971.

11.

Kraut, A. Developing managerial skills via modeling techniques: Some positive research findings. Personnel Psychology, 1976, 29, 325-370.

12.

Latham, G. , & Saari, L. M. Application of social-learning theory to training supervisors through behavioral modeling. Journal of Applied Psychology, 1979, 64, 239-246.

13.

Likert, R. The human organization: Its management and values. New York: McGraw-Hill, 1967.

14.

McGregor, D. The human side of enterprise. New York: McGraw-Hill, 1960.

15.

Meichenbaum, D. H. Examination of model characteristics in reducing avoidance behavior. Journal of Personality and Social Psychology, 1971, 17, 298-307.

16.

Mischel, W. Toward a cognitive social learning reconceptualization of personality. Psychological Review, 1973, 80, 252-283.

17.

Porras, J. , & Berg, P. The impact of organization development. Academy of Management Review, 1978, 3, 249-266.

18.

Porter, L. W. , & Lawler, E. E. Managerial attitudes and performance. Homewood, Ill.: Irwin-Dorsey, 1968.

19.

Rogers, C. , & Farson, R. Active listening. Chicago: Industrial Relations Center, University of Chicago, 1955.

20.

Vroom, V. H. Work and motivation. New York: Wiley, 1964.

Modeling-Based Organizational Development: A Longitudinal Assessment

Abstract

Get full access to this article

References