Download What do my employees do? - College of Business, UNR

6
Learning and
Performance
Management
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible website, in whole or in part.
Definition of Learning
Learning – the development of
experience, insights, knowledge,
and understanding that eventually
leads to a change in behavior.
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?
I
K
U
Behavioral Models of Learning in
Organizations
Classical conditioning
• Modifying behavior by pairing a conditioned stimulus with
an unconditioned stimulus to elicit an unconditioned
response
• Has limited applicability to human behavior in
organizations
Operant conditioning
• Modifying behavior through the use of positive or negative
consequences following specific behaviors
• Uses reinforcement, punishment, and extinction strategies
to influence behavior
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
4
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
Reinforcement, Punishment, and Extinction
Reinforcement
• Cultivates desirable behavior by either bestowing positive
consequences or withholding negative consequences
• Types - Continuous, intermittent, fixed ratio, variable ratio, fixed
interval, and variable interval
Punishment
• Discourages undesirable behavior by either bestowing
negative consequences or withholding positive consequences
Extinction
• Weakens behavior by attaching no consequences to it
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
6
Figure 6.1
Reinforcement and Punishment
Strategies
SOURCE: Table from Organizational Behavior Modification by Fred Luthans and Robert Kreitner. Copyright © 1985, p. 58 by Scott Foresman and Company and the authors. Reprinted by
permission of the authors.
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
7
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.
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.
6-9
Bandura’s Social Learning Theory
• Learning occurs when one observes others
and models their behavior
• Task-specific self-efficacy: One’s internal
expectancy to work effectively
• Sources
- Prior experiences and behavior models
- Persuasion from other people
- Assessment of current physical and emotional
capabilities
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
10
Goal Setting at Work
Establishing desired results
• To guide and direct behavior
Characteristics of effective goals
• Specific, measurable, attainable, realistic, and time-bound
Functions
• Increases work motivation and task performance
• Reduces stress caused by confusing expectations
• Improves the accuracy and validity of performance evaluation
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
11
Employee Participation
Goal acceptance
Goal commitment
Goal accomplishment
Figure 6.2
Goal Level and Task Performance
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
13
Problems with Goal Setting?
Evaluating Performance
Performance management
• Process of defining, measuring, appraising, providing feedback
on, and improving performance
Organizational citizenship behavior
• Behavior above and beyond the call of duty
• Enhanced by employee involvement programs
• Emphasizes collective performance
Measuring performance
• Performance appraisal systems
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
15
Effective Appraisal Systems
• Develop people and enhance careers
• Requires establishment of mutual trust
between supervisors and employees
• Characteristics
•
•
•
•
Validity
Reliability
Responsiveness
Flexibility and equitability
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
16
Actual and Measured Performance
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
It is more effective to ask
employees to do something
differently than it is to ask
them to be different
 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
Individual or Team Rewards
Individual reward systems
• Directly affect individual behavior
• Encourage competition within a work team
• Skill-based and pay-for-knowledge systems
Team reward systems
• Encourage cooperation, joint efforts, and the sharing of
information and expertise
• Gain-sharing plans
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH6
21
Organizations get the
performance they reward,
not the performance they say
they want.
© 2011 Cengage Learning. All rights
reserved.