MGT304 Chapter 9

Explain how feedback seeking relates to perceptions of performance.

(1) how frequently people seek feedback, (2) how they seek it (observing, comparing, or asking for it), (3) the timing (4) whom they ask for feedback from (i.e., the target) (5) what they ask for feedback about (e.g., success on a task assignment) Outcomes from feedback seeking are a more accurate perception of one's own performance and progress on goal attainment by gaining feedback when needed. Also, one's self-perception and image may be enhanced through the five strategies of feedback seeking.

360 Review

input from a number of these sources is included to provide a more comprehensive view of an employee's performance. The research evidence on 360 degree suggests it increases the perspectives that provide input into the review process. Con: don't often provide necessary training for peers to offer constructive feedback.

What are the schedules of reinforcement? Which leads to the most persistent effects on motivation?

- Fixed-interval schedules are those where the first response is rewarded only after a specified amount of time has elapsed. -Variable-interval schedules occur when a response is rewarded after an unpredictable amount of time has passed. (PRODUCE THE MOST LONG TERM EFFECTS) -Fixed-ratio schedules are those where a response is reinforced only after a specific number of responses. -Variable-ratio schedules occur when a response is reinforced after an unpredictable number of responses.

Force Ranked system

All employees in the work group are ranked relative to one another: may make managers uncomfortable and create a culture of competition.

Punishment

Attempt to actively eliminates undesirable behaviors. An unwanted outcome follows an unwanted behavior. Can create secondary consequences such as stress Less predictable and less permanent Negative attitudes toward the administrator of punishment May suppress behavior but not eliminate it May be offset by positive reinforcement from peers

What are the problems and biases with performance reviews?

Biases: Primacy effect, Recency effect, Availability heuristic, Contrast effect, Halo effect, Central tendency errors definition Employee concerns: Unfair process, Subject to favoritism, Perceive reviews as punitive Managers reluctant: Offer little return for significant investment Create face-to-face confrontation Highlight conflict between a supervisor's roles Feel they offer little return for significant investment Create face-to-face confrontation Highlight conflict between a supervisor's roles

What are the recommendations on how to use monetary rewards effectively?

Define and measure performance accurately. Make rewards contingent on performance. Reward employees in a timely manner. Maintain justice in the reward system. Use monetary and nonmonetary rewards.

Graphic Rating Scales

Outstanding Performance is consistently superior. Exceeds expectations Performance is routinely above job requirements. Meets expectations Performance is regularly competent and dependable. Below expectations Performance fails to meet job requirements on a frequent basis.[Page 221] Unsatisfactory Performance is consistently unacceptable.

Self determination Theory

Intrinsic motivation is a function of a person's needs for autonomy and competence 1. Also known as cognitive evaluation theory a. Competence: The sense of mastery an employee has over their job b. Autonomy: The need to work alone without constant surveillance -Rewards effects depend on threat perception -Extrinsic motivation is complex

What is the relationship between intrinsic and extrinsic rewards?

Intrinsic: satisfaction from work itself, Extrinsic: satisfaction from reward rather than task. Extrinsic in service: Extrinsic rewards may support an employee's sense of competence if they don't undermine autonomy ii. Motivation-work cycle match: Innovation occurs in phases, and intrinsic motivation may be more important during idea-generation phase

What is OB Mod?

OB MOD: programs that apply reinforcement theory into organizations, increase performance, decrease abseentism. may increase task performance by 17% ABC: Antecedents: What causes a behavior, Internal or external factors Behavior: The current and desired behaviors Consequences: The factors currently reinforcing behavior and how they will be changed

Positive Reinforcement and Negative Reinforcement

Positive reinforcement is a favorable event or outcome presented after the behavior (e.g., praise or a bonus). Negative reinforcement is the removal of an unpleasant event or outcome after the display of a behavior (e.g., ending the daily criticism when an employee shows up for work on time).

How can results be rewarded? What are other forms of rewards?

Rewarded: profit-sharing plans, employee bonuses are based upon reaching a financial target such as return on assets or net income. Stock options are a variation of profit sharing where employees are given stock options as part of their compensation package. Gain-sharing plans are another alternative, in which compensation is tied to unit-level performance. Other rewards: job sharing, or splitting one full-time job into two jobs, flexible working hours, remote work, sabbaticals,

What is the law of effect

States that past actions that led to positive outcomes tend to be repeated, whereas past actions that led to negative outcomes will diminish.

Operant conditioning

We learn by observing the link between our voluntary behavior and the consequences that follow. Ignores potential effects of personality, thoughts, attitude The role of the environment determines behavior

Social Learning Theory

extends operant conditioning to consider the fact that people can learn from watching other people succeed or fail. i. Observational learning: Also known as modeling, describes the ways that people learn by watching other people b. The Modeling Process: Attention, Retention, Reproduction, Motivation

BARS

vertical scale is presented with specific examples of performance provided (like graphic but more specific). Can be time-consuming, but they can be more effective because they focus on specific behaviors rather than general statements such as "knowledge of work."

Extinction

when a pleasant event or outcome is removed after a behavior occurs (e.g., withholding praise when an employee does not perform well).