E2-CH6

10. Identify three components of the performance management process

10. Defining expectations; overseeing performance; creating consequences

11. Performance appraisal differs from performance management because ?

11. Performance appraisal is just the performance review

12. Weakening a behavior by not reinforcing it or ignoring it is ?

12. Extinction

13. Adding to a new skill set and learning new knowledge are aspects of a ? goal

13. Learning

19. Monitoring performance involves

19. Measuring the progress towards the goals and tracking the achievement of the goal

2. Name two aspects of a learning goal.

2. Learning new knowledge; adding to a skill set

20. The monetary incentives that link a portion of pay directly to results or accomplishments is:

20. Pay for performance

64. Involving employees in the design, selection, and assessment of reward systems:

64. Increases their effectiveness as motivators

72. The theory that there is a purposeful if-then link between a target behavior and a consequence is:

72. Skinner's operant theory

1. Feedback offers ? to those who can positively impact the situation.

1. Information

18. A performance goal is related to

18. achieving a defined outcome.

75. The characteristics of effective coaching include:

75. Specific performance goals; being developmental

76. Executives and high-level manager are able to get more accurate feedback about their own performance if they:

76. Separate feedback from the performance review process; seek it by creating an open, honest environment; collect feedback anonymously

77. According to Jim Boomer, a professional service firm consultant, employees will go through the motions, but won't buy into a firm's performance management system:

77. If senior managers don't also hold themselves accountable for their goals

21. Strengthening a behavior by offering a pleasing reward is ?

21. Positive reinforcement

22. Provide examples of extrinsic rewards

22. A promotion and a pay raise

23. Provide examples for the following types of intermittent reinforcement schedule: fixed ratio, variable ratio, fixed interval, variable interval.

23. Fixed ratio - piece rate pay; variable ratio - slot machines; fixed interval - biweekly paychecks; variable interval - pop quizzes

45. The two functions of feedback are to:

45. Instruct; motivate

69. Two common schedules used to change behavior are the __________ reinforcement and _____________ reinforcement schedules.

69. Continuous; intermittent

7. Provide some examples of intrinsic rewards

7. Providing donations to a food cupboard; completing quarterly financial statements without errors.

70. The performance evaluation method known as 360-degree feedback is useful because it:

70. Provides performance evaluation from peers, subordinates, and managers

71. Comparing actual performance to a previously set goal is the step in the performance management process called:

71. Evaluating performance

73. Which are among the results of effective performance management?

73. Increased productivity; lower employee turnover; higher customer engagement ratings

25. If a target behavior is rewarded every time it occurs, then it is a(n): ?

25. Continuous reinforcement schedule

26. What can be equally effective as monetary rewards?

26. One-on-one time with top leadership

27. Skinner labeled behavior that is learned when one acts on the environment to produce desired consequences ______________ behavior.

27. Operant

28. What is true of Thorndike's law of effect?

28. Behaviors with unfavorable consequences tend to disappear; behaviors with favorable consequences tend to be repeated.

31. For feedback to be perceived as useful and credible, it must be:

31. Honest, timely, and constructive

35. Key components such as types of rewards, distribution criteria, and desired outcomes are part of an organization's:

35. Reward systems

47. Examples of pay for performance rewards include:

47. Merit pay; bonuses

81. Research has found it is important to use two-way communication and to follow up after disciplinary acts because:

81. It is perceived differently based on the sex of the person delivering it; it is affected by the supervisor's use of apologies and explanations; it is perceived differently based on the cultural characteristics of the person delivering it

82. Among the reasons that research has found performance management systems to be unsuccessful are that:

82. That the process itself is always very time consuming; the day-to-day job and the review elements have little or nothing in common; performance reviews focus on only a few elements, some of which may be unimportant

16. Fixed ratio, variable ratio, fixed interval, and variable interval are four subcategories of ? reinforcement schedules.

16. Intermittent

17. If a target behavior is rewarded every time it occurs, then it is a(n) ? reinforcement schedule.

17. Continuous

29. An individualized and customized form of performance management is ____________________________.

29. Coaching

3. The monetary incentives that link a portion of pay directly to results or accomplishments are known as ? for ?

3. Pay; performance

30. The general criteria for distributing rewards in organizations include:

30. Tangible outcomes of performance such as sales or profits; behaviors such as teamwork or cooperation; nonperformance factors such as equity

32. Define the general outcome of reward systems

32. Desired outcome: more of what is desired such as achieving sales goals; Nothing: no change in sales goal achievement; Undesired side-effects: employees provide unrealistic delivery dates to increase sales

33. The process of strengthening a behavior by removing an unpleasant consequence is _________ reinforcement.

33. Negative

38. The three common sources of feedback include:

38. Self, task, others

8. The process of weakening an undesired behavior by the contingent presentation of something displeasing or the withdrawal of something positive is:

8. Punishment

80. Feedback is only positive or negative when:

80. Compared to a goal

44. A desired outcome of the ________ system is to retain talented people.

44. Reward

24. Provide the steps in a performance management system

24. Define performance; evaluate performance; review performance; give consequences

34. Fundamental characteristics of action plans include:

34. Being specific about what will be achieved; incorporating specific time limits; focusing on results

36. True or false: Both performance management and performance appraisal are continual processes.

36. False

37. Involving employees in the design, selection, and assessment of reward systems increases perception that they are ________ and valuable.

37. Fair

39. Cutting the pay of two top executives at Carnival Cruises because of major accidents and mishaps is the form of behavior modification known as ____________________.

39. Punishment

4. Provide examples for the types of measurement— timeliness, quality, quantity, and financial metrics

4. Calls were answered within 24 hours; there were no defective products returned; 10 more customers were served; cost of waste was reduced by 10%

40. True or false: Goal-setting is most effective when it is general and open ended enough for flexibility.

40. False

41. Provide an example of the types of perceptual error in performance evaluation.

41. Halo: rating an employee high across al dimensions because they dress well; Recency: rating an employee low for the year based on one late report at the end of the year; Leniency: rating an employee high across all dimensions regardless of actual performance; Central tendency: rating an employee average on all dimensions

60. Ignoring an undesirable behavior until it disappears is known as _____________.

60. Extinction

61. Total rewards offered by an organization may include:

61. Compensation such as base pay and other monetary incentives; personal growth opportunities such as training; benefits such as health and wellness and retirement funds

62. The process of strengthening a behavior by rewarding it is _______ reinforcement.

62. Positive

63. When is feedback motivational?

63. When there is promise of a reward; when it is a reward

65. True or false: When managers assist employees in taking care of work, they are both driving employee engagement and engaging in effective performance management.

65. True

66. Conditions that make pay for performance effective include:

66. Using multiple measures of performance; calibrated performance measures that ensure accuracy; paying top performers a lot higher than other employees

67. A customized process between two or more people with the intention of enhancing learning and motivating change is _______________.

67. Coaching

74. Although most employers rely on fixed interval reinforcement schedules, some examples of effective rewards includes:

74. Spot rewards; variable bonuses for achieving major goals; celebrations of milestones

78. True or false: People tend to recall positive feedback more accurately than negative feedback

78. True

79. Managers can support employees' goal achievement by:

79. Offering needed training; paying attention to employees' reward preferences; supplying timely and task-specific feedback

46. When managing others, it is important to know whether a person prefers ________ or ______ rewards.

46. Intrinsic; extrinsic

42. Effective feedback can be used in organizations to:

42. Give a road map to success; share information about work product quality; ensure agreement on expectations

15. List the four steps in the goal setting process.

15. Determine goals; encourage goal commitment; give support; form an action plan

52. SMART goals stand for:

52. Specific, Measurable, Attainable, Realistic/Relevant, and Time Bound

5. Strengthening a desired behavior by removing a displeasing consequence is:

5. Negative reinforcement

53. It is important to provide clear guidance on how to improve performance:

53. When giving both positive and negative feedback

14. Provide examples of factors that influence perception of feedback.

14. Accuracy - measure the right things in the right way; credibility of the source—trust the person delivering the feedback to be honest; reasonableness of the goals—Nobody has ever reached the goal and received the bonus; fairness of the system—only family members receive pay raises

43. What is found in both performance management and performance appraisal?

43. An evaluation of performance

48. Research has found that pay for performance has ____ ________ _______ on performance quantity

48. A modest impact

49. Give an example of each type of reward criteria

49. Results: profit; Behavior: teamwork; Nonperformance considerations: nature of the work

50. List examples regarding objective goals, project goals, and behavioral goals.

50. Objective goals: increase sales by 10%; Project goals: finish the productivity reports for the end of the year group summary; Behavioral goals: communicate progress clearly to others in my work group, Listen to others during meetings without interrupting

51. The ___________________ schedules that produce the strongest behavior and are most resistant to extinction are variable interval and the other is variable ratio.

51. Reinforcement

54. Results, behaviors, actions, and nonperformance factors such as equity are examples of:

54. Distribution criteria for rewards

55. Compensation, benefits, and growth opportunities are all part of an organization's options for total ________ for employees.

55. Rewards

56. What are aspects of a performance management process function?

56. Explaining the reason to terminate employment; locating a need for employee development

57. What describes a way to increase goal commitment by naming someone who can assist you pursuing your goal?

57. Determining sources of support

58. What describes the instructional function of feedback.

58. When new behaviors are taught; when roles are made more clear

59. Skinner labeled unlearned reflexes, or stimulus-response connections ___________ behavior.

59. Respondent

6. Strengthening a behavior by offering a pleasing reward is ?

6. Positive reinforcement

68. Exit interviews provide:

68. Guidance on what an organization needs to improve; guidance on what an organization does well; accurate information about why employees leave

9. When monitoring performance, it is important to check progress to identify ? that can be remedied.

9. Problems