Post on 02-Jan-2016
© 2013 Cengage Learning
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.
Learning OutcomeLearning Outcome
Describe three behavioral theories of learning.
© 2013 Cengage Learning
1
Learning
a change in behavior acquired
through experience
© 2013 Cengage Learning© 2013 Cengage Learning
Conditioning
Classical Conditioning – Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response
Operant Conditioning – Modifying behavior through the use of positive or negative consequences following specific behaviors
© 2013 Cengage Learning© 2013 Cengage Learning
© 2013 Cengage Learning
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 – a strategy to cultivate desirable behavior by either bestowing positive consequences or withholding negative consequences.
Punishment – a strategy to discourage undesirable behavior by either bestowing negative consequences or withholding positive consequences.
Extinction – a strategy to weaken behavior by attaching no consequences to it.
© 2013 Cengage Learning© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Describe social and cognitive theories of learning.
© 2013 Cengage Learning
2
© 2013 Cengage Learning
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
© 2013 Cengage Learning
• 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
Learning OutcomeLearning Outcome
Explain how goal-setting can be used to direct learning and performance.
© 2013 Cengage Learning
3
© 2013 Cengage Learning
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.
Characteristics of Effective Goals
SpecificMeasurableAttainableRealistic
Time-bound
© 2013 Cengage Learning
© 2013 Cengage Learning
Goal-Setting Functions
Increase work motivation and task performance
Reduce role stress associated with conflicting or confusing situations
Improve accuracy and validityof 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
© 2013 Cengage Learning
Reduce Role Stress
• Goals clarify task-role expectations communicated to employees• Improves communication between managers and employees
© 2013 Cengage Learning
Improve Performance Evaluation
Management by Objectives (MBO) – a goal-setting program based on interaction and negotiation between employees and managers
© 2013 Cengage Learning
Articulates what to do. Determines how to do it.
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Define performance and identify the tools used to measure it.
© 2013 Cengage Learning
4
Performance Management
a process of defining, measuring, appraising,
providing feedback on, and improving
performance
© 2013 Cengage Learning
© 2013 Cengage Learning
Performance Management Process
Define performance in behavioral terms
Improved Performance
Measure and assess performance
Feedback for goal setting and planning
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
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Explain the importance of performance feedback and how it can be delivered effectively.
© 2013 Cengage Learning
5
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
© 2013 Cengage Learning
360-Degree Feedback
a process of self-evaluation and
evaluations by a manager, peers, direct
reports, and possibly customers
© 2013 Cengage Learning
360-Degree Feedback
SelfEvaluation
Customer Evaluation
ReportsPeer
Evaluation
Manager Evaluation
Feedback
© 2013 Cengage Learning
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]
© 2013 Cengage Learning
Effective Appraisal Systems
[Key Characteristics]
• Validity
• Reliability
• Responsiveness
• Flexibility
• Equitableness
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Identify ways managers can reward performance.
© 2013 Cengage Learning
6
© 2013 Cengage Learning
Organizations get the performance they reward,
not the performance they say they want.
© 2013 Cengage Learning
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
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
List several strategies for correcting poor performance.
© 2013 Cengage Learning
7
© 2013 Cengage Learning
Identify primary cause or responsibility
Correcting Poor Performance
Develop corrective plan of action
Determine problem’s source
Kelley’s Attribution Theory
Explains how individuals pinpoint the causes of their own and others’ behavior
Consensus – an informational cue indicating the extent to which peers in the same situation behave in a similar fashion
Distinctiveness – an informational cue indicating the degree to which an individual behaves the same way in other situations
Consistency – an informational cue indicating the frequency of behavior over time
© 2013 Cengage Learning
Mentoring
a work relationship that encourages
development and career enhancement
for people moving through the career
cycle
© 2013 Cengage Learning
© 2013 Cengage Learning
• On November 2, 2009, Michelle Obama announced the start of a year-long mentoring program for local high school girls.
• The program will pair students with a senior White House staff, including the first lady.
• Unlike traditional internships, the program will cover a broad range of topics, such as college, career, financial literacy, health, and fitness.
Beyond the Book:Mentoring in the White House
Take the Lead
1. Rock (Rob Brown) and LaRhette (Yaya DaCosta) are trying to learn the waltz. Which of the twoapproaches to learning described in the chapter best apply to thisfilm sequence? Do you see examples of classical conditioning oroperant conditioning? Why?
2. This chapter discussed strategies of reinforcement, punishment, andextinction. Which of those strategies appear in the film sequence?Give examples from the film sequence to support your answer.
3. Apply the concepts described in the section titled “Performance: AKey Construct,” to the film sequence. Which performance conceptsdo you see? Give specific examples of the concepts from the filmsequences.
© 2013 Cengage Learning
Barcelona Restaurant
Group
1. According to Barcelona owner Andy Pforzheimer, why do so many restaurants go out of business?
2. What tactics do leaders at Barcelona use to help measure and control the restaurant’s financial performance?
3. How does Barcelona reward managers and chefs?
© 2013 Cengage Learning