Bài giảng Organizational Behavior - Chapter 9: Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement

Improving Job Performancewith Goals, Feedback, Rewards,and Positive ReinforcementChapter NineLearning ObjectivesLO.1 Define the term performance management, distinguish between learning goals and performance outcome goals, and explain the three-step goal-setting process.LO.2 Identify the two basic functions of feedback, and specify at least three practical lessons from feedback research.LO.3 Define 360-degree feedback, and summarize how to give good feedback in a performance management program.LO.4 Distinguish between extrinsic and intrinsic rewards, and explain the four building blocks of intrinsic rewards and motivation.Learning Objectives (cont.)LO.5 Summarize the reasons why extrinsic rewards often fail to motivate employees.LO.6 Discuss how managers can generally improve extrinsic reward and pay-for-performance plans.LO.7 State Thorndike’s law of effect, and explain Skinner’s distinction between respondent and operant behavior.LO.8 Define positive reinforcement, negative reinforcement, punishment, and extinction, and distinguish between continuous and intermittent schedules of reinforcement.LO.9 Demonstrate your knowledge of behavior shaping.Performance ManagementPerformance management an organization-wide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous basisImproving Individual Job PerformanceGuidelines for Writing SMART GoalsFeedbackFeedback information about individual or collective performancePractical Lessons from Feedback ResearchManagers can enhance their credibility as sources of feedback by developing their expertise and creating a climate of trust.Negative feedback is typically misperceived or rejectedRecipients of feedback perceive it to be more accurate when they actively participate in the feedback session versus passively receiving feedbackSix Common Trouble Signs for Organizational Feedback SystemsA General Model of Organizational Reward SystemsThomas’s Building Blocks for Intrinsic Rewards and MotivationPay for PerformancePay for performance monetary incentives linking at least some portion of the paycheck directly to results or accomplishmentsPositive ReinforcementRespondent behavior Skinner’s term for unlearned reflexes or stimulus-response connectionsOperant behavior behavior that is learned when one “operates on” the environment to produce desired consequences.Contingent Consequences in Operant ConditioningTen Practical Tips for Shaping Job Behavior