Section 6 Learning Performance Management Nelson Quick

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´╗┐Section 6 Learning & Performance Management Nelson & Quick

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Definition of Learning - an adjustment in conduct procured through experience

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Classical Conditioning - Modifying conduct so that an adapted boost is combined with an unconditioned jolt and inspires an unconditioned reaction Operant Conditioning - Modifying conduct using constructive or contrary outcomes taking after particular practices Conditioning

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Positive & Negative Consequences Positive Consequences Results of a conduct that a man finds alluring or pleasurable Negative Consequences Results of a conduct that a man finds ugly or aversive

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Reinforcement, Punishment & Extinction Reinforcement - the endeavor to create or fortify attractive conduct by either giving constructive results or withholding pessimistic results Punishment - the endeavor to wipe out or debilitate undesirable conduct by either presenting antagonistic outcomes or withholding constructive results Extinction - the endeavor to debilitate a conduct by appending no outcomes to it

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Reinforcement & Punishment Strategies

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Self-Efficacy - an individual's convictions and hopes about his or her capacity to play out a particular undertaking successfully 4 Sources of Self-Efficacy Prior Experiences Behavior Models Persuasion from Others Assessment of Current Physical & Emotional Capabilities

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Personality Functions & Learning 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., 1988.)

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Goals take shape the feeling of reason and mission crucial to accomplishment at work. Objective Setting at Work Goal Setting - the way toward building up fancied results that guide and direct conduct

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S M A R T Specific Measurable Effective Goals Attainable Realistic Time-bound Characteristics of Effective Goals

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High Task Perform ance Low Difficult objectives Easy objectives Low Goal Level High Goal Setting: Increase Work Motivation & Task Performance Employee investment Supervisory responsibility Useful execution input

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Goal Setting: Reduce Role Stress Reduce part stretch connected with clashing and befuddling desires Clarify errand part desires conveyed to representatives Improve correspondence amongst chiefs and representatives

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Goal Setting: Improve Performance Evaluation Management by Objectives (MBO) - an objective setting program in view of cooperation & transaction amongst representatives and directors Articulates what to do Determines how to do it

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How is Performance Measured? Execution examination - the assessment of a man's execution Provides input to workers Identifies representatives' formative requirements for advancement, remunerate, downgrade, end Develops data about the association's choice and arrangement choices

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Actual & Measured Performance True Assessment Actual Performance Measured Performance

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Actual & Measured Performance Evaluator's situational elements Disagreement Employee's brief individual variables Performance disregarded by evaluator Unreliability Invalidity True Assessment Deficiency Actual Performance Measured Performance Poorly characterized undertaking execution

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Communicating Performance Feedback Refer to representative's verbatim proclamations & noticeable conduct Focus on alterable practices Both boss & representative ought to arrange & compose before the session Begin with something constructive Self-assessments all the more fulfilling and can enhance work execution less defensiveness however low level concurrence with manager assessment

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Effective Appraisal Systems Functions Develop individuals & improve vocations Emphasize singular development needs & future execution Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness

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shape beneficial conduct Individual or Team Rewards? Singular prizes cultivates autonomous conduct may prompt to innovative intuition and novel arrangements energizes aggressive endeavoring inside a work group Team rewards stress collaboration & joint endeavors underline data sharing Both have same reason:

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Identify essential driver or obligation If individual, decide issue's source Develop restorative arrangement of activity Correcting Poor Performance

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Attribution in Organizations Attribution Theory - clarifies how people pinpoint the reasons for their own particular and others conduct Consensus - the degree to which peers in a similar circumstance act a similar way Distinctiveness - degree to which the individual carries on a similar route in different circumstances Consistency - the recurrence of a specific conduct after some time

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Information Cues & Attributions

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Information Cues & Attributions

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Information signs Consensus Consistency Distinctiveness Perceived wellspring of duty Attribution of poor execution Internal causes External causes Observation of poor execution Behavior in light of Attribution Model

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Mentoring - a work relationship that supports improvement and profession upgrade for individuals traveling through the vocation cycle Four stages start development division redefinition