Chapter 6 ORGB Learning and Performance Management – Flashcards
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Learning
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a change in behavior acquired through experience
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Classical Conditioning
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Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response -Pavlov's dog experiment to produce saliva(unconditioned response) by conditioning to the ring of a bell(conditioned stimulus) and associating it with meat(unconditioned stimulus)
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Operant Conditioning
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modifying behavior through the use of Positive or Negative consequences following specific behaviors
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positive consequences
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results of a behavior that a person finds attractive or pleasurable
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negative consequences
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results of a behavior that a person finds unattractive or aversive
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reinforcement
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a strategy to cultivate desirable behavior by either bestowing positive consequences or withholding negative consequences -attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences
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Punishment
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attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences
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a strategy to discourage undesirable behavior by either bestowing negative consequences or withholding positive consequences
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punishment
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Extinction
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the attempt/strategy to weaken a behavior by attaching no consequences to it. -this process may take time but absence of consequences eventually weakens behavior
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Task-specific Self-Efficacy
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an individuals' internal expectancy to perform a specific task effectively -higher in a learning context than performance context
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goal setting
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the process of establishing desired results that guide and direct behavior
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Characteristics of Effective Goals
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SMART Goals Specific: and challenging Measurable: how will you kno when u get there Attainable: goals must be challenging but be able to get there Realistic(Relevant): it has to be relevant Time-Bound
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goal level and task performance
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as long as person is following their goals, they will achieve them (in a lab setting) Higher goals take higher performance lower goals take less performance
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Goal setting functions
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increase work motivation and task performance -employee participation -supervisory commitment useful and timely performance feedback
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Goal Setting functions
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improve accuracy and validity of performance evaluation -management by objectives (MBO)
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Management by objectives
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a goal setting program based on interaction and negotiation between employees and managers (joint goal setting) -articulates WHAT to do -Determines HOW to do it
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performance management
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a process of defining, measuring, appraising, providing feedback on, and improving performance
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Performance appraisal
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the evaluation of a person's performance -validity, reliability, responsiveness, flexibility and equitablitity
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Performance appraisal purposes
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-provides feedback to employees -identifies employees' developmental needs -develops information about the organization's selection and placement decisions -decides promotion and rewards -decides demotions and terminations
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communicating performance feedback
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-begin with something Positive(+) -refer to specific verbatim statements and observable behaviors -focus on CHANGEABLE behaviors -Both supervisor and employee should plan and organize before the session
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Measuring Performance Problems
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Deficiency Problem-performance overlooked by evaluator Reliability Problem: situational factors affecting the evaluator such as mood or timing of evaluation Validity problem-poorly defined task performance causing invalidity
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360 degree feedback
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process of self-evaluation and evaluation by managers, peers, direct reports, and possibly customers
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Develop People and Enhance Careers
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Supervisors should: -coach and develop employees -be vulnerable and open to challenge -maintain position of responsibility -listen empathetically -encourage employees talk about their aspirations Employees should: -take responsibility for growth and development -challenge supervisors about future development -express individual preferences and goals
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Individual Rewards
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-foster independent behavior -May lead to creative thinking and novel solutions -Encourage comptitive striving within a work team
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Team Rewards
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-emphasize cooperation and joint efforts -emphasize sharing information, knowledge, and expertise
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you only give ______Rewards when you cannot measure ________ contributions
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team; individual
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performance and rewards
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organizations get the performance they reward, NOT the performance they say they want
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Kelley's attribution theory proposes that individuals make attributions based on information gathered in form of 3 informational cues:
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consensus, distinctiveness, and consistency
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Consensus
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an informational cue indicating the extent to which peers in the same situation behave in a similar fashion
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distinctiveness
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an informational cue indicating the degree to which an individual behaves the same way in other situations
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Consistency
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an informational cue indicating the frequency of behavior over time
