Chapter 6 Nelson & Quick

1. Chapter 6Nelson & Quick Learning and Performance Management

2. Definition of Learning Learning -a change in behavior acquired through experience

3. Classical Conditioning - Modifying behavior so that a conditioned stimulus is paired with an unconditioned stimulus and elicits an unconditioned response Operant Conditioning - Modifying behavior through the use of positive or negative consequences following specific behaviors Conditioning

4. Positive Consequences Results of a behavior that a person finds attractive or pleasurable NegativeConsequences Results of a behavior that a person finds unattractive or aversive Positive & Negative Consequences

5. Reinforcement, Punishment & Extinction Reinforcement - the attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences Punishment - the attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences Extinction - the attempt to weaken a behavior by attaching no consequences to it

6. Reinforcement & Punishment Strategies

7. 4 Sources of Self-Efficacy Prior Experiences Behavior Models Self-Efficacy - an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively Persuasion from Others Assessment of Current Physical & Emotional Capabilities

8. Personality Functions & Learning Source: O. Kroeger and J. M. Thuesen, Type Talk: The 16 Personality that Determine How We Live, Love, and Work (New York: Dell Publishing Co., 1988.)

9. Goals help crystallize the sense of purpose and mission essential to success at work. Goal Setting at Work Goal Setting - the process of establishing desired results that guide and direct behavior

10. Specific Measurable Attainable Realistic Time-Bound Characteristics of Effective Goals S M A R T Effective Goals

11. Goal Level and Task Performance High Low Difficult goals Task Performance Easy goals Low High Goal Level

12. Increase work motivation and task performance Reduce role stress associated with conflicting or confusing situations Improve accuracy and validity of performance evaluation Goal Setting Functions

13. Increase Work Motivation & Task Performance • Employee participation • Supervisory commitment • Useful performance feedback

14. Reduce Role Stress Reduce role stress associated with conflicting and confusing expectations • Clarify task-role expectations communicated to employees • Improve communication between managers and employees

15. Improve Performance Evaluation • Management by Objectives (MBO) - a goal-setting program based on interaction and negotiation between employees and managers • Articulates what to do • Determines how to do it

16. How is Performance Measured? Performance appraisal - the evaluation of a person’s performance • Provides feedback to employees • Identifies employees’ developmental needs • Decides promotions and rewards • Decides demotions and terminations • Develops information about the organization’s selection and placement decisions

17. Actual & Measured Performance Actual Performance Measured Performance True Assessment

18. Actual & Measured Performance Performance overlooked by evaluator Evaluator’s situational factors Disagreement Employee’s temporary personal factors Unreliability True Assessment Deficiency Invalidity Actual Performance Measured Performance Poorly defined task performance

19. Communicating Performance Feedback • Refer to specific verbatim statements & observable behaviors • Focus on changeable behaviors • Both supervisor & employee should plan & organize before the session • Begin with something positive • Self-evaluations • more satisfying and can improve job performance • less defensiveness • but low level agreement with supervisor evaluation

20. Effective Appraisal Systems Functions • Develop people & enhance careers • Emphasize individual growth needs & future performance Key Characteristics • Validity • Reliability • Responsiveness • Flexibility • Equitableness

21. Individual rewards • fosters independent behavior • may lead to creative thinking and novel solutions • encourages competitive striving within a work team Team rewards • emphasize cooperation and joint efforts • emphasize sharing information, knowledge, expertise Individual or Team Rewards?

22. Individual rewards • fosters independent behavior • may lead to creative thinking and novel solutions • encourages competitive striving within a work team Team rewards • emphasize cooperation and joint efforts • emphasize sharing information, knowledge, and expertise Individual or Team Rewards? Shape productive behavior

23. Identify primary cause or responsibility If personal, determine problem’s source Develop corrective plan of action Correcting Poor Performance

24. Attribution in Organizations Attribution Theory - explains how individuals pinpoint the causes of their own and others behavior Consensus - the extent to which peers in the same situation behave the same way Distinctiveness - degree to which the person behaves the same way in other situations Consistency - the frequency of a particular behavior over time

25. Information Cues & Attributions

26. Information Cues & Attributions

27. Information cues • Consensus • Consistency • Distinctiveness Perceived source of responsibility • Attribution of poor performance • Internal causes • External causes Observation of poor performance Behavior in response to attribution Attribution Model

28. Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases • initiation • cultivation • separation • redefinition