tailieunhanh - Lecture Organizational behavior (10/e): Chapter 9 - Robert Kreitner, Angelo Kinicki

Chapter 9 - Improving job performance with goals, feedback, rewards, and positive reinforcement. After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback; define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback; distinguish between extrinsic and intrinsic rewards, and give a job-related example of each. | Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement Chapter Nine Learning Objectives Define the term performance management, distinguish between learning goals and performance outcome goals, and explain the three-step goal-setting process. Identify the two basic functions of feedback, and specify at least three practical lessons from feedback research. Define 360-degree feedback, and summarize how to give good feedback in a performance management program. Distinguish between extrinsic and intrinsic rewards, and explain the four building blocks of intrinsic rewards and motivation. Learning Objectives (cont.) Summarize the reasons why extrinsic rewards often fail to motivate employees. Discuss how managers can generally improve extrinsic reward and pay-for-performance plans. State Thorndike’s law of effect, and explain Skinner’s distinction between respondent and operant behavior. Define positive reinforcement, | Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement Chapter Nine Learning Objectives Define the term performance management, distinguish between learning goals and performance outcome goals, and explain the three-step goal-setting process. Identify the two basic functions of feedback, and specify at least three practical lessons from feedback research. Define 360-degree feedback, and summarize how to give good feedback in a performance management program. Distinguish between extrinsic and intrinsic rewards, and explain the four building blocks of intrinsic rewards and motivation. Learning Objectives (cont.) Summarize the reasons why extrinsic rewards often fail to motivate employees. Discuss how managers can generally improve extrinsic reward and pay-for-performance plans. State Thorndike’s law of effect, and explain Skinner’s distinction between respondent and operant behavior. Define positive reinforcement, negative reinforcement, punishment, and extinction, and distinguish between continuous and intermittent schedules of reinforcement. Demonstrate your knowledge of behavior shaping. Performance Management Performance management an organization-wide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous basis Improving Individual Job Performance Guidelines for Writing SMART Goals Feedback Feedback information about individual or collective performance Practical Lessons from Feedback Research Managers can enhance their credibility as sources of feedback by developing their expertise and creating a climate of trust. Negative feedback is typically misperceived or rejected Recipients of feedback perceive it to be more accurate when they actively participate in the feedback session versus passively receiving feedback Six Common Trouble Signs for .