1. Chapter 6 Learning and Performance Management
Current Events
Motivation Paper
Learning and Performance Management
4. Group Work
Learning Outcomes
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Learning Outcome 1
Describe three behavioral theories of learning.
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a change in behavior acquired through experience
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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
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5. 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
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Learning Outcome 2
Describe social and cognitive theories of learning.
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7. Bandura’s Social Learning Theory
Persuasion from others
Prior experiences
Task-Specific Self-Efficacy –
an individual’s internal expectancy to perform a specific task effectively.
Behavior models
Assessment of physical and emotional capabilities
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8. Learning and Personality Differences
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Learning Outcome 3
Explain how goal-setting can be used to direct learning and performance.
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Goal Setting at Work
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.
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11. Characteristics of Effective Goals
Specific
Measurable
Attainable
Realistic
Time-bound
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12. 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
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13. Increase Work Motivation and Task Performance
The higher the goal, the better the performance.
Need to ensure:
employee participation
supervisory commitment
useful performance feedback
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Reduce Role Stress
Goals clarify task-role expectations communicated to employees
Improves communication between managers and employees
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15. 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.
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Learning Outcome 4
Define performance and identify the tools used to measure it.
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17. Performance Management
a process of defining, measuring, appraising, providing feedback on, and improving performance
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18. Performance Management Process
Define performance in behavioral terms
Measure and assess performance
Feedback for goal setting and planning
Improved Performance
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19. Performance Appraisal
the evaluation of a person’s performance.
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20. Performance Appraisal
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
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Learning Outcome 5
Explain the importance of performance feedback and how it can be delivered effectively.
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22. 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
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360-Degree Feedback
a process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers
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360o Feedback
Self
Evaluation
Customer
Reports
Peer
Manager
Feedback
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25. 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
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Learning Outcome 6
Identify ways managers can reward performance.
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27. Organizations get the performance they reward,
not the performance they say they want.
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28. Individual or Team Rewards?
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
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Learning Outcome 7
List several strategies for correcting poor performance.
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30. Kelley’s 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 – the degree to which the person behaves the same way in other situations
Consistency – the frequency of a particular behavior over time
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31. Information Cues and Attributions
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32. Information Cues and Attributions
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Attribution Model
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Mentoring
a work relationship that encourages development and career enhancement for people moving through the career cycle
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Mentoring Phases
4 PHASES
initiation
cultivation
separation
redefinition
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