PERSONAL PROCESSES OF THE PROFESSIONAL DEVELOPMENT OF THE INDIVIDUAL

Abstract

The article analyzes the personal processes of learning and formation of an individual's organizational behavior. Learning new behavior for the development of an employee's career depends on gaining experience in the environment, as well as the work environment. The effectiveness of teaching methods is described, namely: according to the classical theory of conditioned reflexes, according to the classical theory of operant, according to operant conditioning. At the same time, aspects of the social-cognitive theory of learning are characterized. Observational learning is used when the learner observes the behavior of another experienced worker and its consequences of reward or punishment. For effective learning, the behavioral conditions for the learner are specified. A person can learn on his own through self-control, provided he does not have pressure on the employee's activities. If the manager supervises the personnel, then self-control may be redundant and unproductive. The factors of self-efficacy, which affects the efforts, activities and goals of the employee, despite the obstacles and difficulties of professional activity, are analyzed. Also described are the possibilities of reinforcement, which is characterized by the relationship between behavior and previous and subsequent events that affect the behavior of an individual. Reinforcement of unforeseen circumstances consists of antecedent, behavior and consequences of further behavior. The terms of reinforcement and reward, which have significantly different procedural manifestations, are compared. At the same time, the types of rewards used in the organization are presented. Generalized the principles of positive reinforcement of personnel, which is revealed through the managerial capabilities of instant reinforcement, the size or loss of reinforcement. Negative reinforcement, which also supports the desired behavior by unpleasant events before the behavior takes place and by terminating the event when the behavior has already occurred, was also analyzed. Positive and negative reinforcement increase the frequency of desired behavior. It is not an exception to apply punishment in personnel management as an undesirable event, while it takes place after negative behavior and reduces the frequency of its occurrence. The scheme of potential negative effects of punishment is considered. At the same time, as a positive possibility of reinforcement contributes to the frequent occurrence of desired behavior, the possibility of punishment reduces the frequency of occurrence of undesirable behavior. However, in the long run, positive reinforcement is more effective than punishment. Thus, managers should detail alternative behavior to the employee.