ABC Analysis considers Antecedents, Behavior, and Consequences of individual actions. It can be used in two circumstances:
When conducting general job analysis
When investigating actual behaviors (for example, when someone is underperforming or has transgressed company rules).
Antecedents
Analysis of antecedents considers the things that come before the behavior, such as setting expectations, goals, objectives, targets, etc. They include personal objectives and company values.
Antecedents include triggers of behaviors that prompt action as well as constraints that shape action, indicating what is and what is not acceptable behavior.
Ensure employees understand what is personally expected of them, both in the outputs they create and in how they create them (e.g., by following company values). These expectations should be clearly communicated, valid, realistic (able to be performed), and without internal conflict (e.g., not conflicting with company values).
When using ABC for job analysis, generic antecedents may be applied. For investigations, focus on the antecedents of the specific behaviors reported or observed (starting at the Behavior step). Antecedents can also serve as a stimulus when brainstorming potential causes.
Behaviors
For job analysis, consider the behaviors necessary to achieve objectives, ensuring they are valid and feasible for the target individuals without hindrance from others. This can be deduced logically from the antecedents or by studying actual job performers.
In investigations, actual behaviors can be identified through interviews with witnesses and the individuals involved.
Consequences
Behaviors result in consequences, which can be positive, negative, or a combination of both. Consequences may affect the individual, others, the company, or a broader audience. Particularly for motivation, the consequences for the individual are crucial. Consequences can be formal or informal.
Antecedents and consequences together often provide insight into behaviors.
The absence of consequences can be significant. For instance, 'no consequences' is, in itself, a consequence. Lack of punishment for workplace bullying can contribute to its occurrence.
Formal positive consequences may include praise, bonuses, public recognition, or promotions.
Formal negative consequences may involve reprimands or dismissal.
Formal consequences may aim to help individuals cease undesirable behavior (and may even lead to systemic changes to prevent inappropriate antecedents and consequences from perpetuating such behavior).
Informal positive consequences include enhanced social esteem and reduced stress.
Informal negative consequences encompass social ostracization and increased stress.
For more details, visit the provided site:
http://www.changingminds.org/disciplines/hr/performance_management/abc_analysis.htm
From United States, Bedford
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16When conducting general job analysis
When investigating actual behaviors (for example, when someone is underperforming or has transgressed company rules).
Antecedents
Analysis of antecedents considers the things that come before the behavior, such as setting expectations, goals, objectives, targets, etc. They include personal objectives and company values.
Antecedents include triggers of behaviors that prompt action as well as constraints that shape action, indicating what is and what is not acceptable behavior.
Ensure employees understand what is personally expected of them, both in the outputs they create and in how they create them (e.g., by following company values). These expectations should be clearly communicated, valid, realistic (able to be performed), and without internal conflict (e.g., not conflicting with company values).
When using ABC for job analysis, generic antecedents may be applied. For investigations, focus on the antecedents of the specific behaviors reported or observed (starting at the Behavior step). Antecedents can also serve as a stimulus when brainstorming potential causes.
Behaviors
For job analysis, consider the behaviors necessary to achieve objectives, ensuring they are valid and feasible for the target individuals without hindrance from others. This can be deduced logically from the antecedents or by studying actual job performers.
In investigations, actual behaviors can be identified through interviews with witnesses and the individuals involved.
Consequences
Behaviors result in consequences, which can be positive, negative, or a combination of both. Consequences may affect the individual, others, the company, or a broader audience. Particularly for motivation, the consequences for the individual are crucial. Consequences can be formal or informal.
Antecedents and consequences together often provide insight into behaviors.
The absence of consequences can be significant. For instance, 'no consequences' is, in itself, a consequence. Lack of punishment for workplace bullying can contribute to its occurrence.
Formal positive consequences may include praise, bonuses, public recognition, or promotions.
Formal negative consequences may involve reprimands or dismissal.
Formal consequences may aim to help individuals cease undesirable behavior (and may even lead to systemic changes to prevent inappropriate antecedents and consequences from perpetuating such behavior).
Informal positive consequences include enhanced social esteem and reduced stress.
Informal negative consequences encompass social ostracization and increased stress.
For more details, visit the provided site:
http://www.changingminds.org/disciplines/hr/performance_management/abc_analysis.htm
From United States, Bedford
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