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© McGraw-Hill Companies, Inc., Chapter 5 Evaluation, Feedback, and Reward of Individual Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida
© McGraw-Hill Companies, Inc., Learning Objectives Slide 1 of 2 Describe several purposes of performance evaluation. Explain why a 360-degree feedback program is considered more thorough. Discuss reinforcement theory. Describe the elements in a model of rewards.
© McGraw-Hill Companies, Inc., Learning Objectives Slide 2 of 2 Compare intrinsic and extrinsic rewards. Understand the role rewards play in turnover, absenteeism, performing, and commitment. Identify several innovative reward systems.
© McGraw-Hill Companies, Inc., Purposes of Evaluation Judgmental OrientationDevelopmental Orientation - Provide basis for reward allocation - Identify high-potential employees - Validate effectiveness of employee selection procedures - Evaluate previous training programs - Facilitate future performance improvements - Develop ways of overcoming obstacles & performance barriers - Identify training and development opportunities - Establish supervisor-employee agreement on performance expectations
© McGraw-Hill Companies, Inc., Focus of Evaluation Effective performance evaluation asks the following two questions: Is the work being done effectively? Are employee skills and abilities being fully utilized?
© McGraw-Hill Companies, Inc., Improving Evaluations Slide 1 of 2 Suggestions for Improving the Effectiveness of an Evaluation System –Ask employees to participate in the evaluation process. –Set specific performance goals. –Provide supervisors training in evaluation subordinates performance. –Communicate the results of the evaluation process to employees.
© McGraw-Hill Companies, Inc., Improving Evaluations Slide 2 of 2 Suggestions for Improving the Effectiveness of an Evaluation System (continued) –Do not focus entirely on problem areas; good performance should be actively recognized and rewarded. –Make performance evaluation a continuous, ongoing process.
© McGraw-Hill Companies, Inc., Performance Evaluation Feedback Performance evaluation feedback can be instructional and/or motivational to the receiver (the evaluated person). Instructional Feedback instructs when it points out areas for improvement and teaches new behavior Motivational Feedback is motivational when it provides a reward or promises a reward
© McGraw-Hill Companies, Inc., Multisource Feedback: A 360-Degree Approach A 360-degree program evaluators could include creditors, peers or team members, supervisors, subordinates, and the person being evaluated. The increasing use of multisource programs is the result of calls for more fairness, clarity, and creditability in performance improvement programs.
© McGraw-Hill Companies, Inc., Reinforcement Theory Slide 1 of 2 Rationale behind Reinforcement Theory –Learning experts believe that reinforcement is the most important principle of learning. –Desired or reinforcing consequences will increase the strength of a behavior and increase the probability of the behavior being repeated. Operants –Behaviors that can be controlled by altering the consequences that follow them.
© McGraw-Hill Companies, Inc., Reinforcement Theory Slide 2 of 2 Forms of Reinforcement –Positive Reinforcement A stimulus that, when applied to the situation, strengthens the probability of a behavioral response. –Punishment Is defined as presenting an uncomfortable or unwanted consequence for a particular behavioral response. –Extinction Reduces unwanted behavior by withholding positive reinforcers.
© McGraw-Hill Companies, Inc., Exhibit 5.2: Rewards, Reinforcement, and Punishment DesirableUndesirable Applied Withdrawn III IIIIV Positive reinforcement (behavior increases) Punishment (behavior decreases) Negative reinforcement (behavior increases)
© McGraw-Hill Companies, Inc., Reinforcement Schedules Slide 1 of 2 Fixed Interval –A situation in which a reinforcer is applied only after a certain period of time has elapsed since the last reinforcer was applied. Variable Interval –A reinforcer applied at some variable interval of time.
© McGraw-Hill Companies, Inc., Reinforcement Schedules Slide 2 of 2 Fixed Ratio –A reinforcer is applied only if a fixed number of desired responses have occurred. Variable Ratio –A reinforcer is applied only after a number of desired responses, with the number of desired responses changing from situation to situation, around an average.
© McGraw-Hill Companies, Inc., Exhibit 5.4: The Reward Process Motivation to exert effort Motivation to exert effort Experience Ability and skill Ability and skill Performance results: Individual Performance results: Individual Performance evaluation Performance evaluation Extrinsic Rewards Extrinsic Rewards Intrinsic rewards Intrinsic rewards Satisfaction
© McGraw-Hill Companies, Inc., Intrinsic and Extrinsic Rewards Intrinsic Rewards –Rewards that are part of the job itself. The responsibility, challenge, and feedback characteristics of the job are intrinsic rewards. Extrinsic Rewards –Rewards external to the job such as pay, promotion, or fringe benefits.
© McGraw-Hill Companies, Inc., Administering Rewards The three major theoretical approaches to reward administration are: Positive Reinforcement Positive Reinforcement Modeling and Social Interaction Modeling and Social Interaction Expectancy Theory Expectancy Theory
© McGraw-Hill Companies, Inc., Organizational Concerns that are Influenced by Rewards Turnover and Absenteeism PerformanceCommitment
© McGraw-Hill Companies, Inc., Innovative Reward Systems Skill-Based Pay Broadbanding Team-Based Rewards Banking Time Off All-Salaried Team Gainsharing Employee Stock Ownership Plans
© McGraw-Hill Companies, Inc., Line of Sight: The Key Issue Real link between performance and rewards Line of sight means that the employee perceives that there is a real linkage between his or her performance and the rewards received.
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1.
© McGraw-Hill Companies, Inc., Chapter 12 Leadership: New Concepts and Applications John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
Chapter 13 Motivating and Rewarding Employee Performance McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights.
Chapter 10 Improving Job Performance with Feedback, Extrinsic Rewards, & Positive Reinforcement Understanding the Understanding the Feedback Process Feedback.
© McGraw-Hill Companies, Inc., Chapter 3 Individual Differences and Work Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
© 2008The McGraw-Hill Companies, Inc. All rights reserved. Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement Copyright.
© McGraw-Hill Companies, Inc., Chapter 1 Introduction to Organizational Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
Improving Performance with Feedback, Rewards, and Positive Reinforcement Chapter Eight Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
UNIT I – Introduction to Management UNIT 2 – International Management and Diversity UNIT 3 – Managerial Ethics and Social Responsibility UNIT 4 – Planning.
Essentials of Contemporary Management, 1Ce Copyright (c) 2005 The McGraw-Hill Companies, Inc. All rights reserved. 8-1 Motivation 8 8.
360 CheckPoint Multi-Rater Evaluation & 360 SkillBuilder A New Leadership Development Approach Assessments of the USA & Canada Profiles International
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter Traditional Training Methods.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Motivation and Performance McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
1. Recognizing Employee Contributions with Pay After reading this chapter, you should be able to: Describe the fundamental pay programs for recognizing.
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Chapter10Chapter10 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. Leadership and Management.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
Learning Reinforcement By : Anubha Trainer and Consultant.
1. Performance Management Objectives In this training you will learn the most effective methods to create constructive performance evaluations and how.
Chapter 7 / Slide 1 Copyright © 2008 Pearson Education Canada Part 3 Groups and Teamwor Copyright © 2008 Pearson Education Canada Social Behaviour and.
Chapter9Chapter9 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. MotivationMotivation.
munity PERFORMANCE APPRAISAL SYSTEM.
© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
1 360-Degree Feedback Shaobang Sun, Ph.D. Patricia Keenan, Ph.D. Beverly Dugan, Ph.D.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved 3 - 2ChapterChapter McGraw-Hill/Irwin Attitudes, Self- Concept, Values, and Ethics 3.
1 Measuring and Paying For Performance l Increasing organizational productivity is one of the hottest current topics in executive suites. l Managers discovered.
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