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Chapter 6- Learning & Performance Management (Behavioral Theories of…
Chapter 6- Learning & Performance Management
Behavioral Theories of Learning
Reinforcement, Punishment, & Extinction
Reinforcement- Cultivates desirable behavior by either bestowing positive consequence or withholding negative consequence. Types- Continues, intermittent, fixed ratio, variable ratio, fixed interval, and variable interal
Punishment- Discourages undesirable behavior by either bestowing negative consequence or withholding positive consequence
Extinction- Weakens behavior by attaching no consequence to it
Behavioral Models of Learning in Organizations
Classical conditioning
-Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response. Has limited applicability to human behavior in organizations.
Operant conditioning
-modifying behavior through the use of positive or negative consequence following specific behaviors.
Social & Cognitive Theories of Learning
Bandura's social Learning Theroy
Task-specific self-efficacy: one's internal expectancy to work effectively
Sources-
Prior experiences & behavior models
Persuasion from other people
Assessment of current physical and emotional capabilities
Learning occurs when one observes others and models their behavior
Personal Functions And Learning
Info Gathering
Intuitors- prefer theoretical frameworks. Look for the meaning in material. Attempt to understanding the grand scheme. look for possibilities and interrelations.
Sensors- prefer specific, empirical data. look for practical applications. attempt to master details of a subject. look for what is realistic and doable.
Decision making
Thinkers- prefer analysis of data and info. work to be fair-minded and evenhanded. Seek logical, just conclusions. do not like to be too personally involved.
Feelers- prefer interpersonal involvement. work to be tenderhearted and harmonious. seek subjective, merciful results. do not like objective, factual analysis
How Goal-setting can be used to direct learning and performance
Goal Setting at Work
Characteristics of effective goals-specific, measurable, attainable, realistic, and time-bound
Functions
increase work motivation and task performance
Reduces stress caused by confusing expectations
improves the accuracy and validity of performance evaluation
Establishing desired results-To guide and direct behavior
Evaluating Performance
Measuring Performance- performance appraisal systems
Organizational citizenship behavior
Behavior above and beyond the call of duty
Enhanced by employee involvement programs
Emphasizes collective performance
Performance management- Process of defining, measuring, appraising, providing feedback on, and improving performance
Importance of Performance Feedback and how it can be Delivered Effectively
360-Degree Feedback
Provides a well-rounded view of performance
improved by:
adding a systematic coaching component
separating the performance feedback component from the management development component
Self-evaluations and evaluations by peers, managers, direct reports, and customers
Effective Appraisal Systems
Develop people and enhance careers
Requires establishment of mutual trust between supervisors and employees
Characteristics
Reliability
Responsiveness
Flexibility and equitability
Validity
Identify ways managers can reward performance
Individual or team reward
individual reward system
Encourage competition within a work team
Skill-based and pay-for-knowledge systems
Directly affect individual behaviors
Team reward systems
Encourage cooperation, joint efforts, and the sharing of info and expertise
Gain-sharing plans
Power of Earning
counteracted by the notion of entitlement
Entitlement engenders passive, irresponsible behavior
Rests on a direct link between performance and rewards
Earing engenders active, responsible behavior
List several strategies for correcting poor Perforamnce
Mentoring
Career & psychosocial functions of a mentoring. coaching and counseling
Four Stages
Initiation
Cultivation
Separation
Redefinition
Work relationship aimed at employees-encourages development and career enhancement
Kelley's Attribution Theory
Internal Attributions-Low consensus, low distinctiveness, and high consistency
Low-effort, lack of commitment, or lack of ability
Info cues-an individual makes attribution on the basis of info collected from informational cues like consenus, distinctiveness, and consistency
External Attributions
Equipment failure or unrealistic goals
High consensus, high distinctiveness, and low consistency
Chief Sustainability Officer
Tasks
Research environmental sustainability issues, concerns, or stakeholder interests.
Develop methodologies to assess the viability or success of sustainability initiatives.
Supervise employees or volunteers working on sustainability projects
Monitor and evaluate effectiveness of sustainability programs
Develop or execute strategies to address issues such as energy use, resource conservation, recycling, pollution reduction, waste elimination, transportation, education, and building design.
Skills
Reading Comprehension — Understanding written sentences and paragraphs in work related documents.
Speaking — Talking to others to convey information effectively.
Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times
Complex Problem Solving — Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.
Knowledge
Design — Knowledge of design techniques, tools, and principles involved in production of precision technical plans, blueprints, drawings, and models.
Building and Construction — Knowledge of materials, methods, and the tools involved in the construction or repair of houses, buildings, or other structures such as highways and roads
English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
Tech skills
Spreadsheet software
Enterprise resource planning ERP software
Electronic mail software
Video conferencing software
Data base user interface and query software
Education requirement
Masters
Post baccalaureate certificate
Bachelors