Chapter 6 Learning Outcomes Learning and Performance Management

Chapter 6 Learning Outcomes Learning and Performance Management 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. © 2009 Cengage Learning. All rights reserved.

Definition of Learning a change in behavior acquired through experience © 2009 Cengage Learning. All rights reserved.

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 © 2009 Cengage Learning. All rights reserved.

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 © 2009 Cengage Learning. All rights reserved.

Reinforcement, Punishment, and 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 © 2009 Cengage Learning. All rights reserved.

Reinforcement and Punishment Strategies © 2009 Cengage Learning. All rights reserved.

Learning and Personality Differences © 2009 Cengage Learning. All rights reserved. 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. , 1989).

Goal Setting at Work the process of establishing desired results that guide and lp e h s l Goa ize the ll a t se s o y r p c r u fp o e s sen on i s s i and m al to ti n. e k r s s o e w at s s e c suc direct behavior © 2009 Cengage Learning. All rights reserved.

Characteristics of Effective Goals Specific S Measurable M Attainable A Realistic R Time-Bound T © 2009 Cengage Learning. All rights reserved.

Goal Level and Task Performance High Difficult goals Task Performance Easy goals Low High Goal Level © 2009 Cengage Learning. All rights reserved.

Goal-Setting Functions Increase work motivation and task performance Reduce role stress associated with conflicting or confusing situations Improve accuracy and validity of performance evaluation © 2009 Cengage Learning. All rights reserved.

Increase Work Motivation and Task Performance • Employee participation • Supervisory commitment • Useful performance feedback © 2009 Cengage Learning. All rights reserved.

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 © 2009 Cengage Learning. All rights reserved.

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 © 2009 Cengage Learning. All rights reserved.