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Chapter 6 Learning & Performance Management Nelson & Quick. Definition of Learning. Learning - a change in behavior acquired through experience.
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Definition of Learning Learning- a change in behavior acquired through experience
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
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
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
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
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.)
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
S M A R T Specific Measurable Effective Goals Attainable Realistic Time-bound Characteristics of Effective Goals
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
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
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
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
Actual & Measured Performance True Assessment Actual Performance Measured Performance
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
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
Effective Appraisal Systems • Functions • Develop people & enhance careers • Emphasize individual growth needs & future performance • Key Characteristics • Validity • Reliability • Responsiveness • Flexibility • Equitableness
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:
Identify primary cause or responsibility If personal, determine problem’s source Develop corrective plan of action Correcting Poor Performance
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
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
Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases • initiation • cultivation • separation • redefinition
