Upload
charla-douglas
View
249
Download
6
Tags:
Embed Size (px)
Citation preview
Chapter 6 Learning &
Performance ManagementNelson & Quick
Definition of Learning
Learning - a change in behavior acquired through experience
Conditioning
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
Positive & Negative Consequences
Positive Consequences
Results of a behavior that a person finds attractive or pleasurable
Negative Consequences
Results of a behavior that a person finds unattractive or aversive
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
Reinforcement & Punishment Strategies
Reinforcement(desireablebehavior)
Punishment(undesireable
behavior)Positive
Consequences Apply Withhold
NegativeConsequences Withhold Apply
4 Sources of Self-Efficacy
Self-Efficacy -Self-Efficacy -an individual’s beliefs and expectancies about his or her ability to perform
a specific task effectively
Prior Experiences
Persuasion from Others
Assessment ofCurrent Physical &Emotional Capabilities
Behavior Models
Personality Functions & Learning
Personality Preference Implications for LearningInformation GatheringIntuitors Theoretical, look for meaning in
material, holistic understanding, lookfor possibilities & interrelationships
Sensors Prefer specific, empirical data, practicalapplications, master details, look forthe realistic & doable
Decision MakingThinkers Prefer data & information analysis, fair
minded, evenhanded, seek logical &just conclusions, objective
Feelers Prefer interpersonal involvement,tenderhearted, harmonious, seeksubjective, merciful results
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.)
Goal Setting at Work
Goal Setting - the process of establishing desired results that guide and direct behavior
Goals helpcrystallize the sense of purpose and missionessential to success at work.
Characteristics of Effective Goals
Effective
Goals
SpecificSpecific
MeasurableMeasurable
AttainableAttainable
RealisticRealistic
Time-boundTime-bound
SS
MM
AA
RR
TT
Goal Setting: Increase Work Motivation & Task Performance
• Employee participation
• Supervisory commitment
• Useful performance feedback
LowLow Goal LevelGoal Level High High
HighHigh
Task Task Perform-Perform-
anceance
LowLowEasy goals
Difficult goals
Goal Setting: 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
Goal Setting: Improve Performance Evaluation
• Management by Objectives (MBO) - a goal-setting program based on interaction & negotiation between employees and managers– Articulates whatwhat to do– Determines howhow to do it
How is Performance Measured?
Performance appraisal - the evaluation of a person’s performance– Provides feedback to employees– Identifies employees’ developmental needs
for promotion, reward, demotion, termination– Develops information about the
organization’s selection and placement decisions
Actual & Measured Performance
ActualPerformance
MeasuredPerformance
TrueTrueAssessmentAssessment
Actual & Measured Performance
ActualActualPerformancePerformance
MeasuredMeasuredPerformancePerformance
TrueAssessment
Deficiency
Unreliability
Invalidity
Performanceoverlookedby evaluator
Evaluator’ssituationalfactors
Disagreement
Employee’s temporarypersonal factors
Poorly definedtask performance
Communicating Performance Feedback
• Refer to employee’s verbatim statements & observable behavior
• Focus on changeable behaviors• Both employer & 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
Effective Appraisal Systems
• Functions– Develop people & enhance careers– Emphasize individual growth needs & future
performance
• Key Characteristics– Validity– Reliability– Responsiveness– Flexibility– Equitability
Individual or Team Rewards?
• Individual rewards– fosters independent behavior– may lead to creative thinking and novel solutions– encourages competitive striving within a work team
• Team rewards– emphasize cooperation & joint efforts– emphasize information sharing
• Both have same purpose:
shape productive behavior
Correcting Poor Performance
Identify primary cause or responsibility
If personal, determine problem’s source
Develop corrective plan of action
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
Information Cues & Attributions
There are no com pla intsabout o ther em ployees
(low consensus)
Interna l a ttribution(John's behavior stem s
m ainly from interna l causes)
John has rece ived sim ilarcom pla ints in the past(low d istinctiveness)
C om pla ints about Johnhave been com ing in steady
(high consistency)
C ustom er has com pla inedabout John
Information Cues & Attributions
O ther em ployees areperform ing poorly
on co llections(high consensus)
External a ttribution(Mary's behavior stem s
m ainly from external causes)
Mary only perform spoorly on this task
(high d istinctiveness)
Most o f the tim eMary handles co llections well
(low consistency)
Mary has perform edpoorly on co llections
Attribution Model
Attribution of poor performance
• Internal causes• External causes
Information cues• Consensus• Consistency• Distinctiveness
Observation of poorperformance
Behavior in responseto attribution
Perceived source of responsibility
Mentoring
Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle
Four phases– initiation– cultivation– separation– redefinition