Transcript LO.2 - McGraw Hill Higher Education

Improving Job
Performance
with Goals,
Feedback,
Rewards,
and Positive
Reinforcement
Chapter Nine
McGraw-Hill/Irwin
© 2013
The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO.1 Define the term performance management, distinguish
between learning goals and performance outcome
goals, and explain the three-step goal-setting process.
LO.2 Identify the two basic functions of feedback, and specify
at least three practical lessons from feedback
research.
LO.3 Define 360-degree feedback, and summarize how to
give good feedback in a performance management
program.
LO.4 Distinguish between extrinsic and intrinsic rewards, and
explain the four building blocks of intrinsic rewards and
motivation.
9-2
Learning Objectives (cont.)
LO.5 Summarize the reasons why extrinsic rewards often fail
to motivate employees.
LO.6 Discuss how managers can generally improve extrinsic
reward and pay-for-performance plans.
LO.7 State Thorndike’s law of effect, and explain Skinner’s
distinction between respondent and operant behavior.
LO.8 Define positive reinforcement, negative reinforcement,
punishment, and extinction, and distinguish between
continuous and intermittent schedules of
reinforcement.
LO.9 Demonstrate your knowledge of behavior shaping.
9-3
Performance Management
Performance management
 an organization-wide system whereby
managers integrate the activities of goal
setting, monitoring and evaluating, providing
feedback and coaching, and rewarding
employees on a continuous basis
9-4
Improving Individual Job
Performance
9-5
Guidelines for Writing
SMART Goals
9-6
Feedback
Feedback
 information about
individual or
collective
performance
9-7
Practical Lessons from
Feedback Research
Managers can enhance their credibility as
sources of feedback by developing their
expertise and creating a climate of trust.
Negative feedback is typically misperceived
or rejected
Recipients of feedback perceive it to be
more accurate when they actively
participate in the feedback session versus
passively receiving feedback
9-8
Six Common Trouble Signs for
Organizational Feedback Systems
9-9
A General Model of Organizational
Reward Systems
9-10
Thomas’s Building Blocks for Intrinsic
Rewards and Motivation
9-11
Pay for Performance
Pay for
performance
 monetary incentives
linking at least some
portion of the
paycheck directly to
results or
accomplishments
9-12
Positive Reinforcement
Respondent behavior
 Skinner’s term for unlearned reflexes or
stimulus-response connections
Operant behavior
 behavior that is learned when one “operates
on” the environment to produce desired
consequences.
9-13
Contingent Consequences in
Operant Conditioning
9-14
Ten Practical Tips for
Shaping Job Behavior
9-15