BMGT 2200 - Ch 6

Rewards may fail when organizational policies and practices are ______.

misaligned

Rewards may fail when too much emphasis is placed on _____ _____.

monetary rewards

You use the information gathered through _____ to identify problems (and successes) and opportunities to enhance performance during the pursuit of a goal, and your final outcomes.

monitoring

measuring, tracking, or otherwise verifying progress and ultimate performance is known as:

monitoring performance

Managers can be more effective if they still define performance goals in ways that match the situation and realize that:

not all performance can or should be measured in dollars and cents

Incentive or variable pay is also called _____ for _____.

pay for performance

Monetary incentives linking at least some portion of one's pay directly to results or accomplishments. This is known as _____.

pay for performance

Sales commissions, whereby a salesperson receives a specified amount of money for each unit sold, are another long-standing example of _____ _____.

pay for performance

Research indicates that many employees feel they don't get enough guidance to improve their _____.

performance

Rewards may fail when a lag occurs between ______ and _____.

performance and reward

Unlike CRF schedules, _____ _____ involves reinforcement of some but not all instances of a target behavior.

intermittent reinforcement

- Providing donations to a food cupboard - Completing quarterly financial statements without errors These are examples of:

intrinsic rewards

The most basic form of pay for performance is the traditional piece-rate plan where the employee:

is paid a specified amount of money for each unit of work.

Managers typically emphasize performance goals over _____ goals, but skills and experience are needed to achieve performance goals.

learning

When skills are lacking, it often is helpful to set _____ goals first and then performance goals once you've developed some level of proficiency.

learning

a personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion is known as _____.

leniency

Tangible outcomes such as quantity, quality, and individual group, or organizational performance. These are commonly some type of accounting measure—sales, profit, or error rate. Increasingly these may also include customer satisfaction. This is what criteria for distributing rewards?

Results

What step is this in performance management? Deliver feedback and coaching

Review Performance

Define the SMART acronym:

Specific Measurable Achievable Results-oriented Time-bound

_____ interviews, or asking employees why they stay, allows for corrective action before employees quit.

Stay

Performance measurement and monitoring can be improved by considering other types of measures including (list at least 3/4):

timeliness, quality, quantity, and financial metrics.

Beyond attributions, list at least 3/5 factors that affect perceptions of feedback:

1. Accuracy 2. Credibility of the source 3. Fairness of the system 4. Performance-reward expectancies 5. Reasonableness of goals and standards

List the three general criteria used for distributing rewards:

1. Results 2. Behavior and Actions 3. Nonperformance Considerations

List the 4 step process for goal implementation:

1. Set goals 2. Promote goals attainment 3. Provide support, feedback 4. Create action plans

Others as a source of feedback include (list 3/4):

1. peers 2. supervisors 3. lower-level employees 4. outsiders

Some bias can be overcome with the use of _____ feedback.

360-degree feedback

The feedback is inaccurate if the PM system measures the wrong things or measures the right things wrong. This is what factor that affects perceptions of feedback?

Accuracy

Teamwork, cooperation, risk taking, and creativity. This is what criteria for distributing rewards?

Behavior and Actions

Do or Don't? Be honest, developmental, and constructive

Do

_____ _____ is known as a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Performance management

The customized process between two or more people with the intent of enhancing learning and motivating change is known as _____.

coaching

Define learning goal:

involves enhancing your knowledge or skill

The process of strengthening a behavior by contingently presenting something pleasing is known as _____.

positive reinforcement

The process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive is known as _____.

punishment

List at least 3/5 reasons why setting goals is important:

1. Can lead to happier workers who achieve more 2. Provide focus 3. Enhance productivity 4. Bolster self-esteem 5. Increase commitment

List at least 3/6 total and alternative rewards:

1. Compensation 2. Benefits 3. Professional Growth 4. Personal Growth 5. Attention and Recognition 6. Advancement

List 4 reasons why people don't provide feedback:

1. Concerns about how feedback could strain relationships 2. Time constraints 3. Lack of confidence in providing effective feedback 4. Lack of consequences for not providing feedback.

List the 4 steps of Performance Management:

1. Define Performance 2. Monitor & Evaluate Performance 3. Review Performance 4. Provide Consequences

When done well, performance management leads to (list at least 3/5):

1. Higher profitability 2. Higher productivity 3. Higher employee engagement 4. Higher customer service 5. Lower turnover

The two functions of feedback are to:

1. Instruct 2. Motivate

Performance management processes have the following three primary functions:

1. Make employee-related decisions 2. Guide Employee Development 3. Signal Desired Employee Behavior

The three common sources of feedback are:

1. Others 2. Task 3. Self

Companies with the best pay for performance results did the following (list at least 3/4):

1. Paid top performers substantially higher than the other employees. 2. Reduced "gaming" of the system by increasing transparency. 3. Utilized multiple measures of performance. 4. Calibrated performance measures to assure accuracy and consistency.

_____ and _____ reinforcement schedules are two common means for timing the administration of reinforcers.

Continuous and intermittent

The feedback from top performers or from trusted people will be given more weight. This is what factor that affects perceptions of feedback?

Credibility of the source

What step is this in performance management? Set goals and communicate performance expectations

Define Performance

Do or Don't? Deliver feedback as soon as possible to the time the behavior was performed

Do

Do or Don't? Focus the feedback on things employees can control

Do

Do or Don't? Keep feedback relevant by relating it to existing goals

Do

Do or Don't? Provide specific and descriptive feedback

Do

Do or Don't? Provide feedback about something that is beyond the individual's control

Don't

Do or Don't? Provide feedback that is irrelevant to the person's work

Don't

Do or Don't? Provide feedback that is overly complex or difficult to understand

Don't

Do or Don't? Provide feedback that is too late to do any good

Don't

Do or Don't? Use feedback to punish, embarrass, or put somebody down

Don't

_____ _____ foster engagement by collecting, then acting upon information gathered

Exit interviews

_____ _____ give outgoing employees an opportunity to voice experiences

Exit interviews

_____ _____ provide insight as to what the organization needs to improve and what it does well

Exit interviews

The feedback will be discounted if you perceive the process or outcomes as unfair. This is what factor that affects perceptions of feedback?

Fairness of the system

T or F: When an employee's skills are lacking it is better to set performance goals first to target a specific end result and then set learning goals to allow for the skill to be acquired.

False, it is better to set learning goals first

_____, _____, and _____ rewards qualify as extrinsic rewards.

Financial, material, and social

Julia wants to use positive reinforcement and decides to pay bonuses to her employees when a new customer contract is signed. Which type of reinforcement is Julia is using?

Fixed-interval reinforcement

What step is this in performance management? Measure and evaluate progress and outcomes

Monitor and Evaluate Performance

_____ reinforcement strengthens a desired behavior by contingently withdrawing something displeasing

Negative

Customary or contractual, where the type of job, nature of the work, equity, tenure, level in hierarchy, etc. are rewarded. This is what criteria for distributing rewards?

Nonperformance Considerations

Can be fostered through ongoing and open feedback. This is what factor that affects perceptions of feedback?

Performance reward-expectancies

What step is this in performance management? Administer valued rewards and appropriate punishment

Provide Consequences

_____ errors can lead to biases and undermine performance management systems.

Rater

Pay-for-performance plans include merit pay, bonuses, and profit sharing, and they are designed to give employees:

an incentive for working harder and/or smarter.

CRF is useful for making early links between desired _____ and _____.

behaviors and outcomes

Hard data such as units sold, days absent, dollars saved, projects completed, customers satisfied, and quality rejects are all:

candidates for effective feedback programs.

The tendency to avoid all extreme judgments and rate people and objects as average or neutral is known as _____.

central tendency

Rather than using a one-size-fits-all approach to goal setting, managers should use a _____ _____.

contingency approach

The term _____ means there is a systematic if-then linkage between the target behavior and the consequence.

contingent

If every instance of a target behavior is reinforced then a _____ _____ schedule is in effect.

continuous reinforcement (CRF)

The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects is known as _____ _____.

contrast effects

Rewards may fail when they foster _____ _____.

counterproductive behaviors

The relative importance of extrinsic and intrinsic rewards is a matter of:

cultural and personal preferences.

Performance reviews are often too narrow and only measure a limited set of elements. This explains why many organization fail to effectively manage _____ _____.

employee performance

When performance management policies fail to keep pace with organizational change which then leads to disconnect this is an example of organizations failing to effectively manage _____ _____.

employee performance

When you derive pleasure from the task itself, feel your work is meaningful, or have a sense of responsibility, you will likely become:

engaged with your work

CRF is susceptible to perceptions of _____ and rapid _____ if the link is broken.

entitlement and rapid extinction

Rewards may fail when overtime rewards are seen as _____.

entitlements

Weakening a behavior by ignoring it or making sure it is not reinforced is known as _____.

extinction

An employee who works to obtain extrinsic rewards, such as money or praise, is said to be _____ motivated.

extrinsically

Many people neither receive nor provide _____ as often and as well as they would like.

feedback

Performance appraisal programs that discourage two-way communication and treat employee involvement as a bad thing do not represent _____.

feedback

A behavior is strengthened when it increases in _____ and weakened when it decreases in _____.

frequency; frequency

Many factors influence how people perceive feedback, including the ________ and the _____

fundamental attribution bias and the self-serving bias

Rewards may fail when reward structures are not tailored to _____ or _____.

goals or tasks

Accurately and appropriately monitoring and evaluating both progress and outcomes are critical components of effective _____ ____.

performance management

Measures, rewards, and distribution criteria need to be aligned to have effective _____.

performance management

When done well, _____ _____ can be time-consuming

performance management

One way to look at coaching is that it is an individualized and customized form of:

performance management that is different from training, mentoring, and counseling.

When Lindsay was late three times in two weeks her manager told her that her pay would be docked by the amount of time she was late, this is an example of:

punishment

The tendency to remember recent information is known as _____.

recency effects

Thorndike formulated his famous law of effect, which says behavior with favorable consequences tends to be _____, while behavior with unfavorable consequences tends to _____.

repeated; disappear

Intrinsic rewards are _____; _____.

self-granted; psychic rewards

Effective coaching is developmental, has specific performance goals, and typically involves considerable

self-reflection, self-assessment, and feedback.

The _____ serving bias may contaminate feedback

self-serving

1. Seek feedback from others by creating an open and honest environment 2. Separate feedback from the performance review process 3. Create a mechanism to collect feedback anonymously These are all roles _____ _____ can practice

senior managers

Define performance goal:

targets a specific end result

Some _____ provide feedback about how well or poorly you are doing

tasks

Extrinsic rewards come from _____.

the environment

Feedback enables you to learn how:

your performance compares to the goal, which you can then use to modify your behaviors and efforts.

Feedback about unattainable goals would not not be valued. This is what factor that affects perceptions of feedback?

Reasonableness of the standards

Effective performance management generally influences important outcomes such as:

greater employee engagement and better organizational performance

Rewards may fail when they have a short _____.

half-life

When a rater forms an overall impression about a person or object and then uses that impression to bias ratings about the same it is known as the _____ _____.

halo effect

Proponents of _____ _____ say something extra is needed because hourly wages and fixed salaries do little more than motivate people to show up at work and put in the required hours.

incentive compensation

Successfully managing performance is a powerful means for improving:

individual, group, and organizational effectiveness.

Define feedback

information about (individual or collective) performance shared with those in a position to improve the situation.