1.

In an organisation, the HR department installed a device at the gate,

such that an alarm would go off loudly when an employee punched in
late. They would flinch at the sound of the alarm and feel embarrassed
on being noticed. A few months later when the alarm became
dysfunctional it was noticed that an employee walking in late would still
flinch and almost always look embarrassed when punching in at the
gate. Explain the behavioural change in the employees using the
relevant learning th cheory.

Unconditional stimulus  punching in late

Unconditional response- flinching
Neutral stimulus- alarm
Conditional stimulus - alarm
Conditional response-- flinching

2. The employer expects their employees to utilize their allotted leaves (at
least to some extent) every year. However, accumulating leaves has become a
common phenomenon among employees. To discourage this trend, employers
are even bringing the clause of “use it or lose it” in the leave policy. Many
employees don’t avail of their allotted leaves in the name of work pressure.
This kind of behaviour is bound to result in burnout. State how operant
conditioning may be used to change the behaviour of employees.

3 Every year in the month of March on receipt of the email from the
Managing Director thanking all for their contribution all through the
year, the employees begin to feel anxious and start gossiping in small
groups. The HR department usually initiates the annual appraisal
process after this thank you email. Identify what prompts this anxious
behaviour from employees even before the commencement of the
appraisal process? Discuss using the appropriate learning theory and
its components.

Unconditional stimulus  appraisal process

Unconditional response- anxious and start gossiping
Neutral stimulus- email
Conditional stimulus - email
Conditional response-- anxious and start gossiping