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Learning and
Performance
Management
Chapter 6
Organizational
Behavior
Nelson & Quick,
6th edition
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of Cengage Learning
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Definition of Learning
Learning - a change in behavior
acquired through experience
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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
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Positive & 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
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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
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Goal Setting at Work
Goal Setting the process of
establishing
desired results
that guide and
direct behavior
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Fields of Study in OB
•
Personality
• Communication
•
Perception
• Power & Politics
•
Attitudes and Values
• Decision Making
•
Learning
• Organization Culture
•
Leadership
• Design of Work
•
Group Dynamics
• Motivation
•
Stress
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So Many Theories, So Little
Time
• There are so many theories of human behavior because
there is so much variance in Human Beings
(Would you want it any other way?)
• Surprisingly, despite years of academic research,
almost none of these theories have enjoyed
strong empirical support.
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GOAL SETTING
• In a wide variety of industries:
• With a wide variety of people:
Those who set goals consistently
outperformed those who did not --
By a Significant Margin!!
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Goal Setting
Research projects have established that:
•Less than 3% of the population have identified
specific personal or business goals
•Only approximately 1% of the population put
goals in writing.
People don’t plan to fail They simply fail to plan!!
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Goal Specifications
There are two types of goals: poorly defined and
well defined. To obtain good results, having well
defined goals is a must.
• Poorly defined goals:
– Stated in terms such as improve or
increase.
– Not achievable or no target dates.
– Ambiguous in regard to what is expected.
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Goal Specifications
• Poorly defined goals...
– Theoretical and idealistic.
– Too brief and indefinite.
– Too long and complex.
– Distress producing and conflicting.
– Created without sincere self analysis
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Goal Specification
• Well defined goals are:
– Stated numerically in terms of end results.
– Achievable at a specific time.
– Comprised of definite expectations.
– Challengingly high but practical.
– Precisely stated.
– Thoughtfully engaged.
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Goal Specification
•
Make more money
than last year.
•
Lose weight.
•
Become better at
my job.
•
I will net $5,000 more than I did
last year, which is the equivalent
of a 10% increase.
•
I will lose 12 pounds within the
next 12 weeks, while at the same
time exercise to improve my
overall body muscle and skin
tone.
•
I will request feedback on my
performance, from my boss, every
month and act on his/her feedback
to improve my performance . I will
attend at least 2 educational
seminars to expand my skills.
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GOAL SETTING
•Specific
•Measurable
•Achievable
•Realistic
•Time Bound
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GOAL SETTING
• If possible have your employees set
their own goals
• Hard goals are better than easy ones
• Goals can be revised as needed
• Writing down goals increases the
probability they will be accomplished
• Sharing goals with others
demonstrates our commitment to
achieve them
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GOAL SETTING
Setting challenging goals
creates fear of failure…
…setting no goals
guarantees it!!
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GOAL SETTING
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Goal Setting Functions
Increase work motivation and
task performance
• Employee participation
• Supervisory commitment
• Useful and timely
performance feedback
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Goal Setting Functions
Reduce role stress associated
with conflicting or confusing situations
• Clarify task-role expectations
communicated to employees
• Improve communication
between managers and employees
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Goal Setting Functions
Improve accuracy and validity
of 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
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Performance Management
Performance Management - a process of
defining, measuring, appraising,
providing feedback on, and improving
performance.
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Communicating
Performance Feedback
• Refer to specific verbatim statements
& observable behaviors
• Focus on changeable behaviors
• Both supervisor & employee should
plan & organize before the session
• Begin with something positive
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3600 Feedback
360-Degree
Feedback –
A process of selfevaluation and
evaluations by a
manager, peers,
direct reports, and
possibly customers
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Develop People & 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 & development
• Challenge supervisor
about future
development
• Express individual
preferences and goals
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Effective Appraisal
Systems
Key Characteristics
Validity
Reliability
Responsiveness
Flexibility
Equitableness
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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
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Performance & Rewards
Performance
Reward
Organizations get the performance they reward,
NOT
the performance they say they want
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