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Learning and Performance Management
Learning and Performance Management Chapter 6 Organizational Behavior Nelson & Quick, 6th edition
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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
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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
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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
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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
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Reinforcement & Punishment Strategies
Reinforcement & Punishment Strategies 6
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Bandura’s Social Learning Theory
Task Specific Self-Efficacy - an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively Sources of Task Specific Self-Efficacy Prior Experiences Persuasion from Others Behavior Models Assessment of Current Physical & Emotional Capabilities 7
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Learning & Personality Differences
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., 1989). 8
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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
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Characteristics of Effective Goals
S M A R T Specific Measurable Effective Goals Attainable Realistic Time-Bound 10
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Goal Level and Task Performance
High Low Difficult goals Task Performance Easy goals Low High Goal Level 11
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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
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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
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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
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Performance Management
Performance Management - a process of defining, measuring, appraising, providing feedback on, and improving performance. Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Performance Management Process
Performance Management Process Define performance in behavioral terms Improved Performance Measure and assess performance Feedback for goal setting and planning
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How is Performance Measured?
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 14
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Actual & Measured Performance
Actual Performance Measured Performance True Assessment
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Actual & Measured Performance
Deficiency Performance overlooked by evaluator Unreliability Evaluator’s situational factors Disagreement Employee’s temporary personal factors True Assessment Poorly defined task performance Invalidity Actual Performance Measured Performance
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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
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3600 Feedback 360-Degree Feedback – A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers
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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
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Effective Appraisal Systems
Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness 18
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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
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Performance & Rewards Performance Reward
Performance Reward Organizations get the performance they reward, NOT the performance they say they want
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Correcting Poor Performance
Identify primary cause or responsibility Determine if personal or organizational Determine problem’s source Develop corrective plan of action
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Attribution in Organizations
Attribution Theory – Managers make inferences concerning employees’ behaviors and performance. Use 3 informational cues Consensus - the extent to which peers in the same situation behave in a similar fashion Distinctiveness - degree to which an individual behaves the same way in other situations Consistency - the frequency of behavior over time 21
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Information Cues & Attributions
Information Cues & Attributions 22
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Information Cues & Attributions
Information Cues & Attributions 23
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Attribution of poor performance
Attribution Model Information cues Consensus Consistency Distinctiveness Perceived source of responsibility Attribution of poor performance Internal causes External causes Observation of poor performance Behavior in response to attribution 24
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Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases initiation cultivation separation redefinition Photos courtesy of Clips Online ©2008 Microsoft Corporation 25
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Chapter 6: Reflect & Discuss
Seabiscuit Video Clip What to Watch for and Ask Yourself Does Red set clear performance goals for George? If he does, what are they? Does Red help George reach those performance goals? How? Does Red give George any positive reinforcement while he tries to reach the performance goals? Seabiscuit Combine a jockey who is blind in one eye with an undersized, ill-tempered thoroughbred and an unusual trainer. The result: the depression era champion race horse—Seabiscuit. This engaging film shows the training and development of Seabiscuit by trainer “Silent” Tom Smith (Chris Cooper) and jockey Red Pollard (Tobey Maguire). The enduring commitment of owner Charles Howard (Jeff Bridges) ensures the ultimate success of Seabiscuit on the racing circuit. Based on Seabiscuit: An American Legend, the best selling book by Laura Hillenbrand. Seabiscuit received seven 2003 Academy of Award nominations including Best Picture. The Seabiscuit scene is an edited composite from DVD Chapters 21 and 22 toward the end of the film. In earlier scenes, Red severely injured a leg and cannot ride Seabiscuit in the competition against War Admiral. Samuel Riddle (Eddie Jones), War Admiral’s owner, described any new rider as immaterial to the race’s result. The scene begins with Red giving George Wolff (Gary Stevens), Seabiscuit’s new jockey, some tips about riding him. Red starts by saying to George, “He’s got a strong left lead, Georgie. He banks like a frigg’n airplane.” The film continues to its exciting and unexpected ending. What to Watch for and Ask Yourself Does Red set clear performance goals for George? If he does, what are they? Does Red help George reach those performance goals? How? Does Red give George any positive reinforcement while he tries to reach the performance goals?
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