© 2013 The McGraw-Hill Companies, Inc. All rights reserved. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement Chapter Nine

9-2 Learning Objectives LO.1 Define the term performance management, distinguish between learning goals and performance outcome goals, and explain the three-step goal-setting process. LO.2 Identify the two basic functions of feedback, and specify at least three practical lessons from feedback research. LO.3 Define 360-degree feedback, and summarize how to give good feedback in a performance management program. LO.4 Distinguish between extrinsic and intrinsic rewards, and explain the four building blocks of intrinsic rewards and motivation.

9-3 Learning Objectives (cont.) LO.5 Summarize the reasons why extrinsic rewards often fail to motivate employees. LO.6 Discuss how managers can generally improve extrinsic reward and pay-for-performance plans. LO.7 State Thorndike’s law of effect, and explain Skinner’s distinction between respondent and operant behavior. LO.8 Define positive reinforcement, negative reinforcement, punishment, and extinction, and distinguish between continuous and intermittent schedules of reinforcement. LO.9 Demonstrate your knowledge of behavior shaping.

9-4 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

9-5 Improving Individual Job Performance

9-6 Guidelines for Writing SMART Goals

9-7 Feedback  information about individual or collective performance

9-8 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

9-9 Six Common Trouble Signs for Organizational Feedback Systems

9-10 A General Model of Organizational Reward Systems

9-11 Thomas’s Building Blocks for Intrinsic Rewards and Motivation

9-12 Pay for Performance Pay for performance  monetary incentives linking at least some portion of the paycheck directly to results or accomplishments

9-13 Positive Reinforcement Respondent behavior  Skinner’s term for unlearned reflexes or stimulus-response connections Operant behavior  behavior that is learned when one “operates on” the environment to produce desired consequences.

9-14 Contingent Consequences in Operant Conditioning

9-15 Ten Practical Tips for Shaping Job Behavior