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Learning Outcomes Chapter 6 Learning and Performance Management © 2011 Cengage Learning. All rights reserved. Definition of Learning Learning – the development of experience, insights, knowledge, and understanding that eventually leads to a change in behavior. © 2011 Cengage Learning. All rights reserved. 6-2 Information, Understanding, Knowledge • Information deals with the what questions: What do my employees do? • Knowledge deals with the how questions: How do my employees do what they do? How do I get them to do things differently? • Understanding deals with the why questions: Why do my employees do the things they do? This is the double loop question. I K U 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 © 2011 Cengage Learning. All rights reserved. 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 © 2011 Cengage Learning. All rights reserved. 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 © 2011 Cengage Learning. All rights reserved. 6-6 Reinforcement and Punishment Strategies © 2011 Cengage Learning. All rights reserved. Examples of Negative Reinforcement Focused on desirable behaviors that occur more frequently: If a clerical worker feels that being ahead is a favorable condition, the worker will be motivated to work hard in order to avoid the unpleasant state of being behind. An instructor deducts 10 points from a student’s grade for each observed absence but there is no effect on a student’s grade for attendance. Example of an alarm in a child’s room. © 2011 Cengage Learning. All rights reserved. 6-8 Examples of Punishment Focused on undesirable behaviors that should occur very infrequently: If you exhibit unprofessional behavior in this class, you will lose a letter grades If you are caught cheating on an exam, you could fail the course If you steal something at work, you will be terminated. © 2011 Cengage Learning. All rights reserved. 6-9 Bandura’s Social Learning Theory Prior experiences Persuasion from others Task-Specific Self-Efficacy – an individual’s internal expectancy to perform a specific task effectively. Assessment of physical and emotional capabilities Behavior models © 2011 Cengage Learning. All rights reserved. Learning and Personality Differences © 2011 Cengage Learning. All rights reserved. Goal Setting at Work the process of establishing desired results that guide and direct behavior © 2011 Cengage Learning. All rights reserved. Characteristics of Effective Goals Specific Measurable Attainable Realistic Time-bound © 2011 Cengage Learning. All rights reserved. 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 © 2011 Cengage Learning. All rights reserved. Employee Participation Goal acceptance Goal commitment Goal accomplishment © 2011 Cengage Learning. All rights reserved. Increase Work Motivation and Task Performance • The higher the goal, the better the performance. • Need to ensure: – employee participation – supervisory commitment – useful performance feedback © 2011 Cengage Learning. All rights reserved. Reduce Role Stress • Goals clarify task-role expectations communicated to employees • Improves communication between managers and employees © 2011 Cengage Learning. All rights reserved. Problems with Goal Setting? © 2011 Cengage Learning. All rights reserved. Performance Management a process of defining, measuring, appraising, providing feedback on, and improving performance © 2011 Cengage Learning. All rights reserved. Performance Management Process Define performance in behavioral terms Measure and assess performance Feedback for goal setting and planning Improved Performance © 2011 Cengage Learning. All rights reserved. Performance Appraisal the evaluation of a person’s performance. © 2011 Cengage Learning. All rights reserved. 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 © 2011 Cengage Learning. All rights reserved. Actual and Measured Performance © 2011 Cengage Learning. All rights reserved. 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 © 2011 Cengage Learning. All rights reserved. It is more effective to ask employees to do something differently than it is to ask them to be different © 2011 Cengage Learning. All rights reserved. Your employees are not responsible for fixing their systems. That is YOUR responsibility as a manager, and it is the abdication of management to blame employees for problems when there are almost always systemic variables that need continuous improvement. PA Exercise © 2011 Cengage Learning. All rights reserved. 360o Feedback Self Evaluation Customer Evaluation Manager Evaluation Feedback Peer Evaluation Reports © 2011 Cengage Learning. All rights reserved. Organizations get the performance they reward, not the performance they say they want. © 2011 Cengage Learning. All rights reserved.