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Chapter 6Learning and Performance
ManagementL
earn
ing
Ou
tco
mes
1. Describe behavioral theories of learning.
2. Describe social and cognitive theories of learning.
3. Explain how goal-setting can be used to direct learning and performance.
4. Define performance and identify the tools used to measure it.
5. Explain the importance of performance feedback and how it can be delivered effectively.
6. Identify ways managers can reward performance.
7. List several strategies for correcting poor performance.
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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 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
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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.
Reinforcement and Punishment Strategies
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© 2011 Cengage Learning. All rights reserved.
Bandura’s Social Learning Theory
Task-Specific Self-Efficacy –an individual’s internal
expectancy to perform a specific task effectively.
Prior experiences
Behavior models
Persuasion from others
Assessment of physical and emotional capabilities
Learning and Personality Differences
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© 2011 Cengage Learning. All rights reserved.
• Social learning and networking platforms may provide impetus for transforming education in the U.S.
• Social networks will allow tutoring, training and collaboration tools.
• Schools will adopt a form of 1:1 technology, with online learning becoming more important.
Beyond the Book:Innovation in Education
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Goal Setting at Work
the process of
establishing desired
results that guide and
direct behavior
Goals help
crystallize the
sense of purpose
and mission
essential to
success at work.
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Characteristics of Effective Goals
SpecificMeasurableAttainableRealistic
Time-bound
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Goal Level and Task Performance
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Goal-Setting Functions
Increase work motivation and task performance
Reduce role stress associated with conflicting or confusing situations
Improve accuracy and validityof performance evaluation
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Increase Work Motivation and Task Performance
• The higher the goal, the better the performance.
• Need to ensure:– employee participation– supervisory commitment– useful performance feedback
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Reduce Role Stress
• Goals clarify task-role expectations communicated to employees
• Improves communication between managers and employees
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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.
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Learning Outcome
Define performance and identify the tools used to measure it.
4
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Performance Management
a process of defining, measuring,
appraising, providing feedback on, and
improving performance
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Performance Management Process
Define performance in behavioral terms
Improved Performance
Measure and assess performance
Feedback for goal setting and planning
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Performance Appraisal
the evaluation of a person’s
performance.
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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
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Actual and Measured Performance
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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
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360-Degree Feedback
a process of self-evaluation and
evaluations by a manager, peers, direct
reports, and possibly customers
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360o FeedbackSelf
Evaluation
Customer Evaluation
ReportsPeer
Evaluation
Manager Evaluation
Feedback
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Develop People and Enhance Careers
[Employee should]• Take responsibility for growth and
development• Challenge supervisor about future
development• Express individual preferences and goals
[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]
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Effective Appraisal Systems
[Key Characteristics]• Validity• Reliability• Responsiveness• Flexibility• Equitableness
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Organizations get the performance they reward,
not the performance they say they want.
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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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© 2011 Cengage Learning. All rights reserved.
Identify primary cause or responsibility
Correcting Poor Performance
Develop corrective plan of action
Determine problem’s source
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Kelley’s Attribution TheoryExplains 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
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Information Cues and Attributions
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Attribution Model
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© 2011 Cengage Learning. All rights reserved.
Mentoring
a work relationship that encourages
development and career
enhancement for people moving
through the career cycle
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Mentoring Phases
4 PHASES
initiation
cultivation
separation
redefinition
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