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Learning
a change in behavior
acquired through experience
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
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
bestowing positive consequences or withholding
negative ones.
Punishment – discourages undesirable behavior
through negative consequences, or withholding
positive consequences.
Extinction – weakens behavior by attaching no
consequences to it.
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
Learning and Personality
Differences
Goal Setting at Work
the process of
establishing desired
results that guide and
direct behavior
Characteristics of Effective Goals
Specific
Measurable
Attainable
Realistic
Time-bound
Goal Level and Task Performance
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
Increase Work Motivation and
Task Performance
• The higher the goal, the better
the performance.
• Need to ensure:
– employee participation
– supervisory commitment
– useful performance feedback
Reduce Role Stress
• Goals clarify task-role
expectations communicated to
employees
• Improves communication
between managers and employees
Improve
Performance Evaluation
Management by Objectives
(MBO) – a goal-setting program
based on interaction and
negotiation between employees
and managers
Articulates what to do. Determines how to do it.
Performance
Management
a process of defining, measuring,
appraising, providing feedback on, and
improving performance
Performance Management Process
Define performance in behavioral terms
Measure and assess performance
Feedback for goal setting and planning
Improved Performance
Performance Appraisal
the evaluation of a person’s
performance.
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
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
360-Degree Feedback
a process of self-evaluation and
evaluations by a manager, peers,
direct reports, and possibly
customers
o
360
Feedback
Self
Evaluation
Customer
Evaluation
Manager
Evaluation
Feedback
Peer
Evaluation
Reports
Develop People and Enhance
Careers
[Supervisor should]
•
•
•
•
•
]
Coach and develop employees
Be vulnerable and open to challenge
Maintain a position of responsibility
Listen empathetically
Encourage employee to talk about hope
and aspirations
[Employee should]
• Take responsibility for growth and
development
• Challenge supervisor about future
development
• Express individual preferences and goals
Effective Appraisal Systems
[Key Characteristics]
• Validity
• Reliability
• Responsiveness
• Flexibility
• Equitableness
Organizations get the
performance they reward,
not the performance they
say they want.
© 2011 Cengage Learning. All rights reserved.
Individual or Team Rewards?
Individual rewards
• foster independent
behavior
• may lead to
creative thinking
and novel solutions
• encourage
competitive striving
within a work team
Team rewards
• emphasize
cooperation and
joint efforts
• emphasize sharing
information,
knowledge, and
expertise
Learning Outcome
List several strategies for
correcting poor
performance.
Correcting Poor Performance
Identify primary cause or responsibility
Determine problem’s
source
Develop corrective plan of action
Kelley’s 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 – the degree to which the
person behaves the same way in other
situations
Consistency – the frequency of a particular
behavior over time
Information Cues and Attributions
Information Cues and Attributions
Attribution Model