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Chapter 6 Nelson & Quick Learning and Performance Management 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 (desireable behavior) Punishment (undesireable behavior) Positive Consequences Apply Withhold Negative Consequences Withhold Apply 4 Sources of Self-Efficacy Prior Experiences Self-Efficacy an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively Behavior Models Persuasion from Others Assessment of Current Physical & Emotional Capabilities Personality Functions & Learning Personality Preference Information Gathering Intuitors Sensors Decision Making Thinkers Feelers Implications for Learning Theoretical, look for meaning in material, holistic understanding, look for possibilities & interrelationships Prefer specific, empirical data, practical applications, master details, look for the realistic & doable Prefer data & information analysis, fair minded, evenhanded, seek logical & just conclusions, objective Prefer interpersonal involvement, tenderhearted, harmonious, seek subjective, 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 help crystallize the sense of purpose and mission essential to success at work. Characteristics of Effective Goals Specific S Effective Measurable M Goals Attainable A Realistic R Time-Bound T Goal Level and Task Performance High Difficult goals Task Performance Easy goals Low Low High Goal Level Goal Setting Functions Increase work motivation and task performance Reduce role stress associated with conflicting or confusing situations Improve accuracy and validity of performance evaluation Increase Work Motivation & Task Performance Employee participation Supervisory commitment Useful performance feedback 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 Improve Performance Evaluation Management by Objectives (MBO) - a goalsetting program based on interaction and negotiation between employees and managers Articulates what to do Determines how to do it 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 Actual & Measured Performance Actual Performance Measured Performance True Assessment Actual & Measured Performance Performance overlooked by evaluator Evaluator’s situational factors Unreliabilit True y Assessment Deficiency Actual Performance Invalidity Poorly defined task performance Disagreement Employee’s temporary personal factors Measured Performance 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 Effective Appraisal Systems Functions Develop people & enhance careers Emphasize individual growth needs & future performance Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness 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 and joint efforts emphasize sharing information, knowledge, expertise 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 and joint efforts emphasize sharing information, knowledge, and expertise 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 Customer has complained about John There are no complaints about other employees (low consensus) John has received similar complaints in the past (low distinctiveness) Internal attribution (John's behavior stems mainly from internal causes) Complaints about John have been coming in steady (high consistency) Information Cues & Attributions Mary has performed poorly on collections Other employees are performing poorly on collections (high consensus) Mary only performs poorly on this task (high distinctiveness) External attribution (Mary's behavior stems mainly from external causes) Most of the time Mary handles collections well (low consistency) Attribution Model Information cues • Consensus • Consistency • Distinctiveness Observation of poor performance Perceived source of responsibility Attribution of poor performance • Internal causes • External causes Behavior in response to attribution Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases initiation cultivation separation redefinition