Organizational Behavior Chapter 10

Front 1

Performance Management

Back 1

An organization-wide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on an continuous basis

Hint 1

An __________ system whereby managers integrate the activities of __________, ________, and __________, providing ______ and _________, and __________ employees on an continuous basis

Front 2

Goal setting (line of sight)

Back 2

Employees with a clear line of sight understand the organization's strategic goals and know what actions they need to take, both individually and as team members

Hint 2

Employees with a ______ line of sight understand the organization's ________ ______ and know what _______ they need to take, both _______ and as _____ _______.

Front 3

Two types of goals

Back 3

- Performance outcome goal

- Learning goal

Front 4

Performance outcome goal

Back 4

targets a specific end results

Hint 4

targets...

Front 5

Learning goal

Back 5

strives to improve creativity and develop skills

Hint 5

strives to...

Front 6

Management by objectives

Back 6

Management system incorporating participation in decision making, goal setting, and feedback

Front 7

The Goal-Setting Process (3 steps)

Back 7

Step 1: Set goals

Step 2: Promote goal commitment

Step 3: Provide support and feedback

Hint 7

Set, Promote, Provide

Front 8

Setting goals

Back 8

Whether goals are imposed, or preferably, set participatively via a free exchange with one's manager, they should be SMART

Front 9

SMART goals

Back 9

Specific, Measurable, Attainable, Results-Oriented, and Time-bound

Front 10

Promote goal commitment

Back 10

- Explain why the organization is commited to a comprehenstive goal-setting program

- Create clear lines of sight by clarifying the corporate goals and linking the individual's goals to them

- Let employees participate in setting their own goals

- Have employees build goal ladders

Front 11

Provide support and feedback

Back 11

- Make sure each employee has the necessary skills and information to reach his goals

- Pay attention to employees' effort to performance expectations, percieved self-efficacy, and reward preferences and adjust accordingly

- Be supportive and helpful

Front 12

Feedback

Back 12

Information about individual or collective performance

Front 13

Two functions of feedback

Back 13

1. Instructional

2. Motivational

Front 14

Instructional feedback

Back 14

Clarifies roles or teaches new behaviors

Front 15

Motivational feedback

Back 15

- Serves as a reward or promise of a reward

- Feedback enhances the effect of specific, difficult goals

Front 16

360-Degree feedback

Back 16

Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers

Front 17

Pay for performance

Back 17

Monetary incentives linking at least some portion of the paycheck directly to results or accomplishments

Front 18

Getting the most out of extrinsic rewards and pay for performance

Back 18

- Tie praise, recognition, and noncash awards to specific results.

- May pay for performance an integral part of the organization's basic strategy

- Base incentive determinations on objective performance data

- Have all employees actively participate in the development of the performance-pay formulas.

- Reward teamwork and cooperation whenever possible.

Hint 18

- Tie praise, recognition, and noncash awards to _______ results.

- May pay for performance an integral part of the organization's ______ ________

- Base incentive determinations on _________ __________ data

- Have all employees actively ___________ in the _________ of the performance-pay formulas.

- Reward _________ and __________ whenever possible.

Front 19

Law of Effect

Back 19

- Developed by Thorndike

- Behavior with favorable consequences tends to be repeated; behavior with unfavorable consequences tends to disappear

Front 20

Contingent Consequences

Back 20

- Positive reinforcement

- Negative reinforcement

Front 21

Positive reinforcement

Back 21

Process of strengthening a behavior by contingently presenting something pleasing such as a reward or incentive

Front 22

Types of positive reinforcement

Back 22

- Respondent behavior

- Operant behavior

Front 23

Respondent behavior

Back 23

Skinner's term for unlearned reflexes or stimulus-response connections

Front 24

Operant behavior

Back 24

Skinner's term for behavior that is learned when one "operates on" the environment to produce desired consequences

Front 25

Negative reinforcement

Back 25

Strengthens a desired behavior by contingently withdrawing something unpleasant (displeasing) such as a penalty

Front 26

Punishment

Back 26

Process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive

Front 27

Extinction

Back 27

Weakening a behavior by ignoring it or making sure it isn't reinforced

Front 28

Behavior shaping

Back 28

Reinforcing closer and closer approximations to a target behavior

Front 29

Group (4 sociological critera)

Back 29

(1) Two or more freely interacting people who share (2) collective norms and (3) goals and have a (4) common identity

Front 30

Formal group

Back 30

Group is formed by a manager to help the organization accomplish its goals

Front 31

Informal group

Back 31

Exists when the members' overriding purpose of getting together is friendship