Learning and Performance Management Chapter 6 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Learning and Performance Management

Definition of Learning Learning – a change in behavior acquired through experience 6 6 6 2 2 6

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 3

Positive and 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 4

Reinforcement, Punishment, and 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 5

Fields of Study in OB Personality Perception Attitudes and Values Learning Leadership Group Dynamics Stress Communication Power & Politics Decision Making Organization Culture Design of Work Motivation

So Many Theories, So Little Time There are so many theories of human behavior because there is so much variance in Human Beings (Would you want it any other way?) Surprisingly, despite years of academic research, almost none of these theories have enjoyed strong empirical support. - with one notable exception

GOAL SETTING In a wide variety of industries: With a wide variety of people: Those who set goals consistently outperformed those who did not -- By a Significant Margin!!

Goal Setting People don’t plan to fail - They simply fail to plan!! Research projects have established that: Less than 3% of the population have identified specific personal or business goals Only approximately 1% of the population put goals in writing. People don’t plan to fail - They simply fail to plan!!

Goal Specifications Poorly defined goals: There are two types of goals: poorly defined and well defined. To obtain good results, having well defined goals is a must. Poorly defined goals: Stated in terms such as improve or increase. Not achievable or no target dates. Ambiguous in regard to what is expected.

Goal Specifications Poorly defined goals... Theoretical and idealistic. Too brief and indefinite. Too long and complex. Distress producing and conflicting. Created without sincere self analysis

Goal Specification Well defined goals are: Stated numerically in terms of end results. Achievable at a specific time. Comprised of definite expectations. Challengingly high but practical. Precisely stated. Thoughtfully engaged.

Goal Specification I will net $5,000 more than I did last year, which is the equivalent of a 10% increase. Make more money than last year. I will lose 12 pounds within the next 12 weeks, while at the same time exercise to improve my overall body muscle and skin tone. Lose weight. I will request feedback on my performance, from my boss, every month and act on his/her feedback to improve my performance . I will attend at least 2 educational seminars to expand my skills. Become better at my job.

GOAL SETTING SMART Specific Measurable Achievable Realistic Time Bound

Some thoughts to remember: GOAL SETTING Some thoughts to remember: If possible have your employees set their own goals Hard goals are better than easy ones Goals can be revised as needed Writing down goals increases the probability they will be accomplished Sharing goals with others demonstrates our commitment to achieve them

Setting challenging goals creates fear of failure… GOAL SETTING Setting challenging goals creates fear of failure… …setting no goals guarantees it!!

Practice, Practice, Practice GOAL SETTING OK, It makes sense- How do I do it?? Practice, Practice, Practice Ask for feedback

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 and Task Performance Employee participation Supervisory commitment Useful performance feedback 11

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 12

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 13

Communicating Performance Feedback Refer to specific verbatim statements and observable behaviors Focus on changeable behaviors Both supervisor and employee should plan and organize before the session Begin with something positive

3600 Feedback 360-Degree Feedback – A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers Self Evaluation Manager Evaluation Customer Evaluation Feedback Peer Evaluation Reports

Develop People and Enhance Careers Supervisor should: Coach and develop employees Be vulnerable and open to challenge Maintain a position of responsibility Listen empathetically Encourage employee to talk about hope and aspirations Employee should: Take responsibility for growth and development Challenge supervisor about future development Express individual preferences and goals

Effective Appraisal Systems Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness 18

Individual or Team Rewards? Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Individual rewards foster independent behavior may lead to creative thinking and novel solutions encourage competitive striving within a work team Team rewards emphasize cooperation and joint efforts emphasize sharing information, knowledge, and expertise Shape productive behavior 19

Organizations get the performance they reward, not the performance they say they want