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

2. Definition of Learning
Learning - a change in behavior acquired through experience
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3. 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

4. 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
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5. 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

6. 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
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7. 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

8. 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

9. 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!!

10. 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!!

11. 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.

12. 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

13. 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.

14. 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.

15. GOAL SETTING
SMART
Specific
Measurable
Achievable
Realistic
Time Bound

16. 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

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

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

19. Goal Setting Functions
Goal Setting Functions
Increase work motivation and task performance
Employee participation
Supervisory commitment
Useful and timely performance feedback
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20. 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

21. 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

22. Performance Management
Performance Management - a process of defining, measuring, appraising, providing feedback on, and improving performance.
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23. 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

24. 3600 Feedback
360-Degree Feedback – A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers

25. 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

26. Effective Appraisal Systems
Key Characteristics
Validity
Reliability
Responsiveness
Flexibility
Equitableness 18

27. 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

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