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Performance Mgmt
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 basis
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Goal Setting (Line of Sight)
Employees with a clear line of sight understand the organization’s strategic goals and know what actions they need to take, both individually and a team members.
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Performance Outcome Goal
Targets a specific end result
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Learning Goal
strives to improve creativity and develop skills
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Management by Objectives
management system incorporating participation in decision making, goal setting, and feedback
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Step 1) Set Goals
- Whether goals are imposed or, preferably, set participatively via a free exchange with one’s manager, they should be “SMART.” specific, measurable,
- attainable, results oriented, and time bound
- -Because of individual differences, it may be necessary to establish different goals for employees performing the same job.
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Step 2) Promote Goal Commitment
- 1. Explain why the organization is committed to a comprehensivegoal-setting program.
- 2. Create clear lines of sight by clarifying the
- corporate goalsand linking the individual’s goals to them. .
- 3. Let employees participate in setting their own goals and creatingtheir own action plans. Encourage them to set challenging“stretch” goals.
- 4. Foster personal growth by having employees build goal ladders, chains of progressively more difficult and challenging goals.
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Step 3) Provide Support+Feedback
- 1)Make sure each employee has the necessary skills and information to reach his goals
- 2)Pay attention to employees’ effort→performance expectations, perceived self-efficacy, and reward preferences and adjust accordingly
- 3)Be supportive and helpful
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Feedback
- information about individual or collective performance
- enhances effect of specific, difficult goals
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Instructional Feedback
clarifies roles or teaches new behaviors
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Motivational Feedback
serves as a reward or promise of a reward
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Lessons from Feedback
- Managers can enhance their credibility as sources of feedback by developing their expertise and creating a climate of trust.
- Negative feedback is typically misperceived or rejected
- Recipients of feedback perceive it to be more accurate when they actively participate in the feedback session versus passively receiving feedback
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360 Degree Feedback
Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers
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Extrinsic Rewards
financial, material, or social rewards from the environment
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Intrinsic Rewards
self-granted, psychic rewards
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Performance:Results
tangible outcomes
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Performance: Actions and Behaviors
teamwork, cooperation, risk-taking
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Non-Performance Considerations
contractual where type of job, nature of work, equity, tenure, level in hierarchy are rewarded
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Why Extrinsic Rewards Fail to Motivate (8)
- 1. Too much emphasis on monetary rewards.
- 2. Rewards lack an “appreciation effect.”
- 3. Extensive benefits become entitlements.
- 4. Counterproductive behavior is rewarded. (For example, “a pizza deliverycompany)
- 5. Too long a delay between performance and rewards.
- 6. Too many one-size-fits-all rewards.
- 7. Use of one-shot rewards with a short-lived motivational impact.
- 8. Continued use of demotivating practices such as layoffs, across-the-boardraises and cuts, and excessive executive compensation.
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Pay For Performance
monetary incentives linking at least some portion of the paycheck directly to results or accomplishments
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Law of Effect
Behavior with favorable consequences tends to be repeated; behavior with unfavorable consequences tends to disappear
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Respondent Behavior
Skinner’s term for unlearned reflexes or stimulus-response connections
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Operant Behavior
behavior that is learned when one “operates on” the environment to produce desired consequences.
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Positive Reinforcement
process of strengthening a behavior by contingently presenting something pleasing
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Negative Reinforcement
strengthens a desired behavior by contingently withdrawing something displeasing
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Punishment
process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive
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Extinction
Weakening a behavior by ignoring it or making sure it is not reinforced
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Continuous Reinforcement
reinforcing every instance of a behavior
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Intermittent Behavior
Intermittent reinforcement – reinforcing some but not all instances of behavior (fixed ratio, variable ratio, fixed interval, variable interval)
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Shaping
reinforcing closer and closer approximations to a target behavior
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