Performance Management Unit 1 Exam

2.4 Refer to Figure 2.1 on p. 13. Be able to make the scientific knowledge comparison if given the common sense characteristic. "Common sense solutions only require ____." 13

"common sense solutions only require LIVING." See page 13.

1.5 According to Skinner, "mentalistic explanations explain ______." What does this mean?

"nothing" -it explains nothing to say that a person is "lazy". Applying labels to actions rather than describing what is seen/heard removes objectivity and lessons or destroys the possibility for performance improvement

5.11 What are the problems with measuring attitudes? What is wrong with informal surveys, opinion polls, and the like? 39 What is the most serious concern and why? What does attitude surveys indicate, at best? 40

-In order to measure attitudes reliably, phycologists and test experts need to be consulted which is a costly and time consuming activity. Additionally, without a systematic and reliable approach, informal surveys and opinion polls produce invalid and unreliable results. The most serious problems with measuring attitudes is that peoples responses may not predict their behavior

3.3 What is wrong with managing by results only? 19 Relate this to profitability

-Managing by results is very ineffective because results are always the product of behavior and by the time you get the result, the behavior that created it is long gone.

5.20 Results must be ______________, _____________, and ____________. Why? 50

-Must be measurable, observable and reliable.

7.1 When are you ready for the measurement phase? 71

-Once you pinpointed the behavior and the result you would like to change your Mission has passed the ACORN test, you are ready to begin the measurement phase.

6.2 Note that there are three levels of mission. What does this mean? 56 Give an example of each within one organization - consider a restaurant.

-Organization mission: the reason the organization exists -Unit mission: the mission of a unit of a company -Job mission: the single most important result of the job.

1.3 What are the seven values of PM?

-PM is practical and it works -PM produces short term and long-term results -PM requires no formal phycological training -PM is a system of maximizing all kinds of performance -PM creates an enjoyable workplace -PM can enhance relationships -PM is an open system

6.6 What is "Pareto's Law" and how does it apply to the distinction between behavior and results? 64

-Pareto's Law states that of all the possible causes of a result, only a small percentage actually are responsible for most of the effect. This is known as the 80-20 Principle and it is interpreted to mean that 20 percent of employee behaviors probably produce 80 percent of the results. -In many situations employees are expected to engage in numerous behaviors that contribute to little results.

4.7. What distinction do the author's make between attitudes and behavior? 30

-attitudes are not behaviors, but refer instead to a vast collection of tasks and behaviors. -attitudes are general descriptions, instead of using adjectives use verbs to describe their actions/behaviors.

4.2 "Behavior" is a word that often has implicit meanings. Note here, "behavior can be good, or _______..." 25 Does all behavior add value? What is a value-added behavior?

-behavior can be good, bad, productive or unproductive, significant or trivial. Because behavior is observable it has considerable value to organizations because these characteristics allow behavior to be managed reliably and efficiently. Not all behavior adds value. The value of a behavior for a given organization can only be determined by its relationship to the organizations output.

5.4 Gilbert would say that "behavior is valuable only _____." Explain.

-behavior is valuable only in relationship to it's output. He would say that if we don't value the output, we won't value the effort to produce it.

5.18 What is the difference between behavior and misbehavior? 48 Again, take care note of terms.

-behavior: all of what people do (the physical actions and verbal actions) good, bad, and nertral -misbehavior: when people aren't acting as they should -However, only context of an action gives a value such as good or bad.

6.3 What is the "ACORN" test? 57-61 If you are given a mission, be able to analyze it using Fig. 6.1

-the acronym ACORN stands for accomplishment (result not behavior), control (performer has predominate influence over the accomplishment), overall objective (accomplishment that represents the major reason for the jobs existence), reconcilable (accomplishment must have minimal conflict with the requirements of other jobs), and numbers (must be possible to generate practical, cost-effective data to measure the accomplishment)

4.8 Why is a value, like honesty, not a behavior? 31 What then, is a behavior that might capture these terms?

-a value like honesty is not a behavior, it is a group of behaviors defined by their impact on the observer. -"... and what is acceptable in terms of how they treat one another and go after business success (values)"

5.22 What are the four components to a behavior pinpoint? 52 Be able to apply to a scenario.

-action -object -condition -criterion

4.1 Dr. Ogden Lindsley came up with the dead person's test. What does it mean? Contrast this to the definition of behavior. Explain it in your own words for a business setting. 27

- Dr. Ogden Lindsley test indicated that human behavior is defined as any observable, measurable activity of a person. Her dead persons test was proving that is a dead man can do it, the "behavior" can be classified as "behavior" -The definition of behavior is any activity of a living creature. In terms of a business setting, this means that any action that an employee does that can be observed in the work place (like typing, presenting a presentation or taking a break) can be classified as a behavior.

3.5 Why not just look at profitability measures as a means of evaluation of organizational performance?

- Often, profitability measures are a result of other external factors that may have nothing to do with performance management.

5.13 What is the issue about pinpointing being under the performer's control? Give two examples. 40

- People who are responsible for pinpointed results must have the major influence on changing those results. -Not fair to hold someone accountable for something that's not under their task list. When writing a pinpoint, you need to consider who you're writing the pinpoint for and whether the behaviors you're identifying are under their control.

2.3 What is wrong with the first 3 ways of "knowing"? 12 Consider how we can use scientific approaches in a typically non-scientific context. How do we really "know" anything? Is "knowing" similar to "truth"? What ways of knowing can lead to false impressions? Consider the ways our everyday language has drifted from fact, e.g., the sun rises, the moon is shining...

- The first three ways of knowing are all subject to considerable error. Authorities have often proven to be wrong. We oftentimes will agree with whatever agrees with us. Also, personal experience is usually not valid for reasoning in objective truth. No, knowing is not similar to truth. Just because you know something doesn't make it authoritative and objective truth for all. Scientific knowledge teaches us that we can know things that are universal and systematic. Things that are precise and consistently gained through controlled experience. We can have false impressions through individual opinions that also may be very vague. If results are inconsistent then we may have false impressions.

7.8 "For every pinpoint you should ask..." ___________. 79

-"what are the relevant measures of performance" Do you want to alter the quantity, quality, timeliness or cost of the performance?

5.16 Discuss and give examples of "behavior chains." 43-45 Consider the role of behavior chains in business. Consider a Figure 5.2 and create your own task and sample behaviors for something. 44

-A behavior chain is when behaviors are performed in some sequence. Behavior chains are produced when a behavior produces a stimulus that serves as a reinforcer for the next behavior.

5.15 In organizational settings, discrete behaviors are rare. Classes of behaviors are common. Describe a behavior class and give examples. 43

-A behavior class is defined as any group or pattern of behaviors that produce the same effect on the environment. -variability is expected within a behavior class. -example: the historic bad handwriting of MD's and how a pharmacist might need to a different behavior class (typing) instead.

22.3 The question of which color monitor to use is a great example of statisticallysignificant data having little practical value. 295 How was this determined? This relates to socially significant changes discussed in Unit 1. When else have you seen a similar situation?

-Although color monitors helped the customer service representatives work faster, the fact that they only helped them work a couple seconds faster (and not at least 10 seconds) was not a practical difference. Management determined that the difference between the two would have to be greater than 10 seconds to justify the expense.

7.15 What are BARS? Develop an example for a measurement situation in a small business. 89-90

-BARS= behavioral anchored rating scales

7.13 Be able to compare a behavior checklist with a weighted checklist. Under what conditions is one preferred over the other? 84-85

-Behavior checklist: checking to see if a task, and the frequency of that task are completed. An example is a fitness program. The checklist is a prompt for specific behaviors and a tool for tracking the frequency of those behaviors -Weighted checklist: checklist that is scored....this allows you to match reinforcement tp the effort or difficulty of the particular demands of the task. Example is housecleaning... more points for cleaning the toilet then arranging the desk

5.5 How might counts be mistaken for results? Give an example

-Counts of behavior are mistaken for results while counting the occurrence of behavior is sometimes helpful in knowing whether you have a behavior problem.

6.7 What should the trainer have said to the clerk if Aubrey said, "No thank you" to the offer of the apple pie? 65 Does the trainer need to say anything if Aubrey buys the pie? Why or why not?

-Even if Aubrey said no, the manager still should've reinforced the person being trained because she did exactly what he wanted her to do. By saying something even though the pie wasn't sold, he would have reinforced the behavior that would create results, even if it did not in that instance.

4.6 Discuss what behavior is NOT.

-Generalities are not behavior -attitudes are not behavior -states are not behavior -values are not behaviors

3.2 "To change results, you must change _____." 19 Explain.

-To change results, you must change behavior. Considering results are always the product of behavior in order to be an effective manager you must define the results that you need and then determine the behaviors that will produce those results.

22.10 What design do you use when you want to compare two treatments simultaneously? 301

-alternating treatment designs

Question 4: Why was the "per cap" not increased by the intervention? 293-294 Note: I urge you to thinkii about how PM can be used to improve our culture and consider the ethics of the application to any commercialized behavior (do we really need to promote the consumption of super-sized soft drinks and such?). What is our societal responsibility? Consider implications of Corporate Social Responsibility.

-Per cap was not increased by the intervention because although people who went to the concession stand bought more, the line for the concession stand started to become long that many customers who avoid it all together. While upselling was successful, it took more time.

When using point systems, it is important to focus on merit. What does this mean and why do the authors' make this recommendation? 88

-Point systems must not become demerit systems; they should focus on what performers are doing right, not what they are doing wrong. -For example: it is better to award points to programmers for error-free code rather than subtract points for each coding error.

7.6 The section on measurement categories contains lots of detail. Be able to describe the four categories in your own words and give a business example of each. 74-78

-Quality (accuracy, class and novelty): be concerned with doing the job correctly and not making errors. Class may be in the design of the products, materials from which it was made or color. Novelty is the unusual or unique aspect of a performance -Quantity: the most often used. It involves only counting (volume or rate) -Timeliness: concerned with when something gets done. -Cost: determines the coast of manufacturing a specific product or delivering a particular service. Performance cost is determined by measuring the cost of behaviors that add value to the raw material. (labor costs, material costs, management cost).

7.7 What is the most frequently used measurement category? Why do you think this is the case? 76

-Quality is the most often used. It involves only counting (volume or rate) and is often misused the most by companies

6.8 How can poor results be beyond a performer's control? 66-67 Give a personal example. What might be the focus?

-Sometimes factors like the weather, the economy or vendors have a negative impact on performance. -example: the effect of a recession on sales. Ina. Recession sales decrease even though the sales persons are working harder than usual.

5.10 While in the process of pinpointing you can sometimes discover there really is no problem. Explain this. What is meant by the magnitude of a problem? 39

-Sometimes problems that seem to be large issues can easily be solved through simple measures. Simple word changes often have multiple, unanticipated but positive effects.

3.1 1. Explain: "All organizational results are the products of human behavior."

-Success in every business is defined by an organizations ability to produce results. Considering organizations/businesses are composed by people (employees), every result is produced by someone doing something.

22.8 In Fig. 22.5 the number of safety incidents performed safely dropped when the intervention was stopped, what does this mean? 298

-That means that the intervention and solution that was provided before were working. If the sate returns back to the baseline, that means the positive change was occurring before.

3.8 Deming, who was known for his work in quality, was interested in process variance - what is this? Why is this is focus of interest? What are the "four Ms"? 23-24

-The Four M's in the process variance are materials, machinery, methods and manpower. Materials deals with the tools used in service organizations machinery includes the tools used in manufacturing or service companies, methods are what make them different from competitors and manpower includes employees.

5.14 What are the two challenges involved in pinpointing behavior? 42-43

-The first challenge is separating behaviors from non-behaviors and the second is determining whether or not the behavior you select will in fact create the outcome you want.

5.1 What is the "most difficult" thing to do to improve performance? 35 Do not underestimate this!

-The most difficult thing to do is to identify the basic behaviors driving the desired result. This task is underrated in it's difficulty but is one of the most important kills a manager needs to fix performance problems

5.7 What are the three characteristics of pinpoints? Give an example of a good pinpoint that meets all three requirements. 37 Note: you will need to consider this L.O. in your Living Case Study business interview.

-The three characteristics of pinpoints are that they are measurable, observable and reliable. One example of this is

7.10 What are the two major measurement methods? 80-81

-The two major measuring methods are counting and judging. -Counting: this is the preferred method of measuring because practically everybody can do it... easy and usually completed quickly -Judgement: the process of forming an opinion or evaluation by discerning and comparing. Judgment allows you to measure any performance and allows you to discover new ways to count.

6.4 Explain: "If the result is completely achieved, would anything else be expected?" 59

-This is an effective question to ask when evaluating whether the mission statement represents the jobs overall objective. If the job is already completed by the mission statement described, chances are the mission statement was not specific or vague enough. There are always things to be done when jobs are maintained so creating a mission statement that is achievable but not fulfilled unostentatiously is essential. -the result wasn't accurately pinpointed, we want more to happen, there is always something to be done

5.6 "Some managers may spend too much time with nuisance behaviors" means what? 36 What is the challenge?

-This means sometimes managers spend too much time on small details like when individuals take "long breaks" The challenge is to ensure you're dealing with the real issue (productivity) and not a symptom (long breaks)

4.3 "Organizations can only increase value through the behavior of employees." What does this mean? 27

-This means that if organizations can affectively and possibly adjust employee behaviors, they will be able to create the desired outputs and results they want.

22.6 What does, "The power of the A-B design to tease out cause and effect is low" mean? 296

-This means that other variables that aren't being measured can impact the results depicted in an A-B design.

6.9 Describe "work sampling" and include reference to the four purposes. 68-70

-determine how well your organizational structure functions: when you talk to individuals you are trying to diagnose the precursor and consequences that drive their performance -determine how well your management process works: you are looking at how people are managed. Your purpose is to determine how effective your managers are at promoting discretionary behavior from their direct reports. -sample work with supervisors to ensure that you are both seeing the same things and train him on what your criteria are for success: if you both see the same things, you will quickly calibrate what is important and what is not. -use the opportunity to strengthen the position of the supervisor rather than undercutting it: You reinforce individuals only at the supervisor's direction

3.7 Discuss the concept of predictability in laws of behavior.

-habits and patterns of behavior are observed thinking styles and observed problem-solving approaches that are highly consistent overtime.

9.6 Give two examples that support the proposition that "doing nothing can change behavior." 111

-if an employee goes to a lot of extra trouble to solve problems for the boss, and the boss does not acknowledge it, then it is expected that the behavior will decrease -if an employee is doing something that does not adhere to safety guidelines, and there is no reprimanding of the action, then it is accepted that the behavior will continue

7.4 What does this mean: "Managing effectively requires performance data." 73

-if you don't have data to support your assessments, you may appear opinionated, subjective, and irrational. When data is continually collect and displayed, performance trends become more apparent.

4.9 "Trying to solve a business problem by trying to change thoughts and feelings is inefficient and intrusive..." What does this mean? 32-33

-it is much more productive to change behaviors that would results in different thoughts and feelings (behavior under the skin). -you do not always need to get what's bothering you out in the open before you can solve a problem. The best way to change someone's feelings or thoughts is to change their behavior.

5.9 Labeling can lead to _______. Why is this so bad? 38

-labeling can often lead to stereotyping which is when we have a perceived idea of someone's potential. This is bad because stereotyping causes us to attribute many qualities

7.2 What is the major reason for measuring in a PM system? 71 What does this mean: "Measurement is the key to progress." 72

-measurement allows you to see smaller changes in performance than you could see through casual observation. Seeing these small improvements allows you to reinforce more often. -one major reason for measuring in a PM system is to increase the appropriate delivery of reinforcement. -another reason is to improve your own skills at influencing others - human performance benefits from advances in measurement because it permits us to detect subtle changes in behavior

4.5 What is "performance"? 28 What is the relation between behavior and performance? 28-29

-performance is a summary term for behaviors and their effect on the environment -the relationship between performance and behavior is that human performance is comprised of various different behaviors. A successful performance relays on a set of positive behaviors and the opposite can be said for a negative performance.

5.2 Define pinpointing and give an example of it in a business situation. 35

-pinpointing means being precise about behavior. An example of pinpointing would be instead of saying someone is "energetic" instead you would say that same person "completes assignments early and volunteers to help others"

5.8 Pinpoints are not beliefs, attitudes, etc. Why not? Motivation, personality, and morale all require pinpointing, why? 38

-pinpoints are not beliefs attitudes, or anything else internal, subjective or abstractive. Terms such as motivation, personality and moral all require pinpointing because each represent a collection of behaviors and/or results.

7.12 Ranking and rating are the two main methods of judgment measurement. What are the pros and cons for each one? 83 Consider some business strategies of "rank and yank" systems. Look on Moodle for related articles posted related to discussion of ranking and rating.

-ranking involves comparing the performance of individuals against each other. -using ranked scores may cause problems when the results are fed back to the performers. You establish only one winner just as a typical contest which will limit reinforcement for all other performers -rankings should only be used when ratings are impractical -In a rating system, all performers could attain a perfect score at the same time.... The fact that you get reinforced for what you do does not reduce the reinforcement others experience for what they do -only if the reinforcer is unlimited can you use a rating system

3.6 How is the word result used in PM? 20 Explain in your own words: "You do not manage the bottom line; you manage the processes that create it..."

-result in performance management is the outcome of the process you design to convert inputs into outputs. In performance management you don't manage the bottom line, you manage the process that creates it, especially the conditions that support organizationally valuable behaviors.

5.3 "Results are pinpointed first...", why? 36

-results are pinpointed first so that you have information necessary to make changes to the support system that has been created to produce valuable behavior.

7.5 There appear to be many excuses used for not measuring performance, give at least three in your own words. 73-74

-some jobs can't be measured -measurement is hard work -measurement just signals punishment -`there isn't enough time to measure

7.3 Data (as the result of measurement) can help you detect what? 72

-subtle changes in behavior

4.4 Why is "Managing the detail of successful performers..." overkill? Explain. 28 Why focus on a critical few behaviors in a skill set?

-successful performers already know what they're doing and don't need the same level of management or reinforcement that new and unsuccessful employees need.

22.9 What is the logic behind the multiple baseline design? 299-301 Why do the performances have to be independent (i.e. they don't "covary")? Explain what, "The variables must be measured concurrently" means. 299

-this design allows you to asses change in different behaviors in one person (like quality, productivity and waste). It also allows you to asses change between individuals, between different groups in the same setting or between different groups in different settings -Don't chose two variables that co-vary. For example, in some settings the better equipment runs, the better the quality of the product. -There must be some overlap between the interventions on the first variable and the baseline in the later variables. This allows the comparison between the interventions and baselines of other variables in the same time periods.

22.7 How do the A-B-A-B designs add power to the determination of cause and effect? 297-298

-this design has an addition of a third phase which involves a return to baseline conditions. You would expect the data to change back in the direction of the baseline if the reinforcement and feedback intervention truly produced the change.

5.17 What is so important about verbal behavior? 46

-verbal behavior is a critical behavior that affects overall performance. It takes a conscious effort to determine if the words you use create opportunities for positive reinforcement or if that cause employees to be angry, resentful and verbally abusive towards each other.

22.1 Follow the upselling popcorn story details closely. Question 1: What was the problem that the consultants were working on? Question 2: What was their solution? Question 3: Did it work?

1. The problem was that the staff in the movie theater did not encourage in upselling behaviors consistently. Instead of acting like salespeople and encouraging customers to buy more, they acted like order takers. 2. In order to get the staff to upsell more, a computer-facilitated behavior measurement system to track the frequency of the desired sales behaviors was used. A reinforcement plan was used to reward staff members who utilized those behaviors of interest. 3. Kind of. While the average order size increased, fewer orders were being placed. Upselling was increased the amount of large drinks sold, but the revenue per customer had not changed.

7.14 What is the key advantage of a point system? 86

A point system shows strengths and weaknesses, while at the same time yielding an overall measure of job performance. Point systems are helpful when two or more different measures of performance are being used, when many individual numbers are collected under a single category and when goals tend to change frequently.

3.4 1. How does a "proactive manager" work? Do you think this is easy/difficult to do over time? Explain in an example.

A productive manager defines the behaviors that produce certain results and then manages those behaviors as they occur. I believe that if a manager knows their employees well and has strong relationships with them, then identifying their behaviors would be easier than trying to identify the behaviors of employees who are new or just hired

2.7 Why is a scientific orientation important for organizations? 15 Carefully consider "correlation is not causation" and why this is important to understand in business (and in life).

A scientific orientation is both a practical and economic necessity for organizations. After considering the statement "correlation is not causation" one should understand that they are not the same. For instance, when a person grows in height from a child into a man, their mass also grows. However, what is not causation is that as the child grew in height, that child did not get wider as a result. That does not make sense. Your mass is expected to grow already as you grow in height. But the latter is not causation. Correlation is a relationship or connection between two variables where whenever one changes, the other is likely to also change. But a change in one variable doesn't cause the other to change. In business, just because you have a high sales percentage or rate does not necessarily mean you made the best profit.

2.8 Note the "Use of Words" section carefully. 16 In class, we will be using the scientific terminology although on occasion you may see the authors use alternative phrasing. Note it is BEHAVIOR that is increased/decreased/strengthened/weakened/reinforced/punished, not a PERSON (one cannot increase/decrease a person). Be on alert throughout the course to take careful note of vocabulary and create flashcards to rehearse for fluency.

An example of this idea would be when we state that a person is reinforced for something. We know, of course, that it is not the person who is being reinforced but the person's behavior. That is how we need to think of the "use of words" in this book.

2.2 How is reinforcement defined? 12

Reinforcement is defined as any consequence that follows a behavior that increases the probability it will occur again in the future. This strengthening effect of certain consequences on specified behaviors is a foundational concept for the practice of PM.

2.5 The Figures on pp. 14-15 make an important point about cause and effect. Note Figure 2.4 shows a more powerful design in comparison to Figure 2.2.

Correlation is not causation. Just because two things are associated over time does not mean that one caused the other. In behavior analysis there are two primary ways of determining cause and effect: They are reversal and multiple-baseline research designs.

9.5 Give an example to support "attitudes are not behavior." 109-110. Relate to L.O. 4.7

Example of attitudes are not behaviors is the coworker who completes work at a much higher rate than others and as a consequence, is ostracized from the slower coworkers group. Only when she slows her rate of work down is she then accepted by her peers in consequence.

6.5 "Behaviors or results: When should you emphasize one?" Be able to answer in some detail. 62-

It is important to pinpoint both behaviors and results, but one should always pinpoint and measure results first. However, if you don't pinpoint relevant behaviors various problems could emerge. For example, people could engage in illegal or morally prehensible behaviors, neglect behaviors necessary for long-term results, or create negative reinforcement contingencies that reduce performance. Systems that emphasize results to the exclusion of behaviors may encourage otherwise law-abiding individua's to perform illegal, immoral, or unethical acts. -because all results are the outcome of behavior, behavior must be the primary concern of all managers.

9.1 What element is added to the ABC Model (Fig. 9.1)? What does "M.O." stand for? How does this add to our understanding of factors which affect behavior? 105-106

M.O= motivating operation. These are events that after the present values of a reinforcer. MO's can be described as invisible drivers that propel behavior in search of a way to decrease the deprivation. MO's occur simultenosuly with atecedants and prior to behavior to alter the value of consequences for an individual, in accordance to the ABC model Ex: being hungry.

2.1 Be able to define science and explain how it relates to PM. 11-12

Science is a systematic approach to the understanding of natural phenomena- as evidenced by description, prediction, and control that relies on determination, empiricism, experimentation, replication, parsimony, and philosophical doubt. Science relates to PM through a modern approach called operant conditioning. This sought to understand the basic principles by which behavior was acquired and maintained. Skinner established fundamental principles that we still use today: conditioning, extinction, stimulus discrimination, motivation, basic schedules of human reinforcement. His tradition is to assume behavior in the workplace is determined by the conditions that surround it. Data is taken on human performance and interventions are implemented to evaluate them.

9.2 The statement behavior is a function of its consequences, could be modified to say, "Behavior is a function of its antecedents, consequences, and motivating operations." Explain how this is a more complete explanation. 106

The statement is behavior is a function of its consequences could be modified to say "behavior is a function of its antecedents, consequences, and motivating operations" because behaviors do not only involve consequences, but they also produce antecedents that prompt behavior as well as motivating operations that stimulate the motivation to exhibit behavior.

5.21 What are the elements for writing a pinpoint? 51 Practice this exercise. Note the differences made about Results pinpoints vs Behavior pinpoints.

The template for results pinpoints contains three components... the direction of change, the units of measure, the pinpoint itself. -look at table on page 51

2.6 Read, and re-read, and reflect on the last paragraph starting on p. 15, "In today's economy..."

Yes, a scientific orientation approach certainly is helpful in this day and age for many organizations. Many times, it can be practical but oftentimes it can show consistency. We do need to cut out any outliers that are unnecessary work in order to maximize on our strengths and be efficient in our companies to gain the most profit and be the most cost-effective. After reviewing the behavior and results, we may now make relationships that are consistent and trustworthy for approval.

9.4 What are behavioral consequences? 107-108 Take a look at Fig. 9.2, for each of the behaviors, consequences predict whether the behavior will increase or decrease in the future. Explain. 109 We will explore this more later.

behavioral consequences are events that follow a behavior and change the probability that the behavior will reoccur in the future. According to figure 9.2, the way the boss reacts to the behavior elected by the employee will continue that behavior in the future. For example, if the employee finished his work day early (behavior) and the boss tells him to help out a coworker (consequence) that coworker is more likely to decrease the original behavior of finishing early so he won't have to do other peoples work.

5.23 Using Fig. 5.6, evaluate this pinpoint: Coming to work on time. 53 What do you conclude? Pick a personal pinpoint, evaluate it, and be prepared to present in class.

do out problem, look in page 53

5.12 Figure 5.1 on page 40 is intended to clarify the distinction between generalizations, behaviors, and results. Create your own table using some generalizations that you have heard and see if you can generate behaviors and results that might be associated with them.

look

1.2 How does PM relate to the larger field of Applied Behavior Analysis?

performance management is a workplace technology derived from the science of behavior analysis

22.4 What are some of the challenges with using between-group designs in PM? What are the advantages of a repeated measures design? 295-296

the challenge is when using this data, results can be attributed to many variables other than the variable shown on the graph. -can't easily move people from one department to another, lose individual accountability -extraneous variable...

9.3 What are discretionary behaviors? 106 What maintains them?

they are behaviors that occur beyond the minimum required by the organization. Reinforcement maintains discretionary behavior

1.6 How does PM deal with thoughts and feelings? What are private behaviors/private events?

thoughts and feelings are private behaviors. Until private thoughts are shared through words or b behavior, they are not available to others. When a private event is made public, others can study the overt expression just as any behavior.

1.1 What is the goal of performance management?

to create a workplace that brings out the best in people while generating the highest value for the organization