© 2011 Cengage Learning. All rights reserved. Chapter 6 Learning and Performance Management...

© 2011 Cengage Learning. All rights reserved.

Chapter 6Learning and Performance

ManagementL

earn

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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

a change in behavior acquired

through experience


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


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 – 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



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



• 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


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


Goal Level and Task Performance


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


Reduce Role Stress

• Goals clarify task-role expectations communicated to employees

• Improves communication between managers and employees


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.


Learning Outcome

Define performance and identify the tools used to measure it.

4


Performance Management

a process of defining, measuring,

appraising, providing feedback on, and

improving performance


Performance Management Process

Define performance in behavioral terms

Improved Performance

Measure and assess performance

Feedback for goal setting and planning


Performance Appraisal

the evaluation of a person’s

performance.


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


Actual and Measured Performance


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


360-Degree Feedback

a process of self-evaluation and

evaluations by a manager, peers, direct

reports, and possibly customers


360o FeedbackSelf

Evaluation

Customer Evaluation

ReportsPeer

Evaluation

Manager Evaluation

Feedback


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]


Effective Appraisal Systems

[Key Characteristics]• Validity• Reliability• Responsiveness• Flexibility• Equitableness


Organizations get the performance they reward,

not the performance they say they want.


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



Identify primary cause or responsibility

Correcting Poor Performance

Develop corrective plan of action

Determine problem’s source


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


Attribution Model



Mentoring

a work relationship that encourages

development and career

enhancement for people moving

through the career cycle


Mentoring Phases

4 PHASES

initiation

cultivation

separation

redefinition

© 2011 Cengage Learning. All rights reserved. Chapter 6 Learning and Performance Management...

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