Chapter 6 Learning

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Chapter 6 Learning Performance
ManagementNelson Quick
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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 pleasurableNegative 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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Reinforcement Punishment Strategies
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4 Sources of Self-Efficacy
Prior Experiences
Behavior Models
Persuasion from Others
Assessment of Current Physical Emotional
Capabilities
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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.)
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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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Characteristics of Effective Goals
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Goal Setting Increase Work Motivation Task
Performance

• Employee participation
• Supervisory commitment
• Useful performance feedback

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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

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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

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How is Performance Measured?

• Performance appraisal - the evaluation of a
  persons performance
• Provides feedback to employees
• Identifies employees developmental needs for
  promotion, reward, demotion, termination
• Develops information about the organizations
  selection and placement decisions

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Actual Measured Performance
True Assessment
Actual Performance
Measured Performance
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Actual Measured Performance
Evaluators situational factors Disagreement Emp
loyees temporary personal factors
Performance overlooked by evaluator
Unreliability Invalidity
True Assessment
Deficiency
Actual Performance
Measured Performance
Poorly defined task performance
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Communicating Performance Feedback

• Refer to employees 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

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Effective Appraisal Systems

• Functions
• Develop people enhance careers
• Emphasize individual growth needs future
  performance
• Key Characteristics
• Validity
• Reliability
• Responsiveness
• Flexibility
• Equitableness

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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

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Correcting Poor Performance
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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

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Information Cues Attributions
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Information Cues Attributions
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Attribution Model
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Mentoring

• Mentoring - a work relationship that encourages
  development and career enhancement for people
  moving through the career cycle
• Four phases
• initiation
• cultivation
• separation
• redefinition