Learning and Performance Management Learning and Performance Management Chapter 6 Organizational Behavior Nelson & Quick, 6th edition

Definition of Learning Learning - a change in behavior acquired through experience Photos courtesy of Clips Online ©2008 Microsoft Corporation 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 & Negative Consequences 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 Photos courtesy of Clips Online ©2008 Microsoft Corporation 4

Reinforcement, Punishment & Extinction 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 5

Goal Setting at Work Goals help crystallize the sense of purpose and mission essential to success at work. Goal Setting - the process of establishing desired results that guide and direct behavior Photos courtesy of Clips Online ©2008 Microsoft Corporation 9

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. Lose weight. 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. 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 Goal Setting Functions Increase work motivation and task performance Employee participation Supervisory commitment Useful and timely performance feedback Photos courtesy of Clips Online ©2008 Microsoft Corporation

Goal Setting Functions Reduce role stress associated with conflicting or confusing situations Clarify task-role expectations communicated to employees Improve communication between managers and employees

Goal Setting Functions Goal Setting Functions Improve accuracy and validity of 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

Performance Management Performance Management - a process of defining, measuring, appraising, providing feedback on, and improving performance. Photos courtesy of Clips Online ©2008 Microsoft Corporation

Communicating Performance Feedback 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

3600 Feedback 360-Degree Feedback – A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers

Develop People & 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 & 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? Individual or Team Rewards? Team rewards Emphasize cooperation and joint efforts Emphasize sharing information, knowledge, and expertise Individual rewards Foster independent behavior May lead to creative thinking and novel solutions Encourage competitive striving within a work team Shape productive behavior 19

Performance & Rewards Performance Reward Performance Reward Organizations get the performance they reward, NOT the performance they say they want