Chapter 6 Learning & Performance Management Nelson & Quick

1. Chapter 6 Learning & Performance ManagementNelson & Quick

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

3. 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 Conditioning

4. Positive & Negative Consequences Positive Consequences Results of a behavior that a person finds attractive or pleasurableNegativeConsequences Results of a behavior that a person finds unattractive or aversive

5. 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

6. Reinforcement & Punishment Strategies

7. Self-Efficacy - an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively 4 Sources of Self-Efficacy Prior Experiences Behavior Models Persuasion from Others Assessment of Current Physical & Emotional Capabilities

8. 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.)

9. Goals help crystallize the sense of purpose and mission essential to success at work. Goal Setting at Work Goal Setting - the process of establishing desired results that guide and direct behavior

10. S M A R T Specific Measurable Effective Goals Attainable Realistic Time-bound Characteristics of Effective Goals

11. High Task Performance Low Difficult goals Easy goals Low Goal Level High Goal Setting: Increase Work Motivation & Task Performance • Employee participation • Supervisory commitment • Useful performance feedback

12. 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

13. 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

14. 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

15. Actual & Measured Performance True Assessment Actual Performance Measured Performance

16. Actual & Measured Performance Evaluator’s situational factors Disagreement Employee’s temporary personal factors Performance overlooked by evaluator Unreliability Invalidity True Assessment Deficiency Actual Performance Measured Performance Poorly defined task performance

17. 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

18. Effective Appraisal Systems • Functions • Develop people & enhance careers • Emphasize individual growth needs & future performance • Key Characteristics • Validity • Reliability • Responsiveness • Flexibility • Equitableness

19. shape productive behavior 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:

20. Identify primary cause or responsibility If personal, determine problem’s source Develop corrective plan of action Correcting Poor Performance

21. 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

22. Information Cues & Attributions

23. Information Cues & Attributions

24. 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 Attribution Model

25. Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases • initiation • cultivation • separation • redefinition