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Chapter 6 Learning & Performance Management Nelson & Quick
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Definition of Learning
Learning - a change in behavior acquired through experience 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 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
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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
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4 Sources of Self-Efficacy
Prior Experiences Behavior Models Self-Efficacy - an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively Persuasion from Others Assessment of Current Physical & Emotional Capabilities 7
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Personality Functions & Learning
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., 1988.) 8
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Goal Setting at Work Goal Setting - 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. 9
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Characteristics of Effective Goals
Specific Measurable Attainable Realistic Time-bound S M A R T 10
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Goal Setting: Increase Work Motivation & Task Performance
Employee participation Supervisory commitment Useful performance feedback Low Goal Level High High Task Perform- ance Low Easy goals Difficult goals 11
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Goal Setting: 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
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Goal Setting: Improve Performance Evaluation
Management by Objectives (MBO) - a goal-setting program based on interaction & negotiation between employees and managers Articulates what to do Determines how to do it 13
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How is Performance Measured?
Performance appraisal - the evaluation of a person’s performance Provides feedback to employees Identifies employees’ developmental needs for promotion, reward, demotion, termination Develops information about the organization’s selection and placement decisions 14
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Actual & Measured Performance
True Assessment Actual Performance Measured Performance 15
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Actual & Measured Performance
overlooked by evaluator Evaluator’s situational factors Disagreement Employee’s temporary personal factors Unreliability Invalidity True Assessment Deficiency Actual Performance Measured Performance Poorly defined task performance 16
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Communicating Performance Feedback
Refer to employee’s verbatim statements & observable behavior Focus on changeable behaviors Both employer & employee should plan & organize before the session Begin with something positive Self-evaluations more satisfying and can improve job performance less defensiveness but low level agreement with supervisor evaluation 17
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Effective Appraisal Systems
Functions Develop people & enhance careers Emphasize individual growth needs & future performance Key Characteristics Validity Reliability Responsiveness Flexibility Equitability 18
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Individual or Team Rewards?
Individual rewards fosters independent behavior may lead to creative thinking and novel solutions encourages competitive striving within a work team Team rewards emphasize cooperation & joint efforts emphasize information sharing Both have same purpose: shape productive behavior 19
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Correcting Poor Performance
Identify primary cause or responsibility If personal, determine problem’s source Develop corrective plan of action 20
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Attribution in Organizations
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 - degree to which the person behaves the same way in other situations Consistency - the frequency of a particular behavior over time 21
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Information Cues & Attributions
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Information Cues & Attributions
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Attribution of poor performance
Attribution Model Attribution of poor performance Internal causes External causes Information cues Consensus Consistency Distinctiveness Observation of poor performance Behavior in response to attribution Perceived source of responsibility 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 25
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