Organizational Behavior

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classical conditioning (p. 198) consensus (p. 219) consistency (p. 219) distinctiveness (p. 219) extinction (p. 202) goal setting (p. 204) learning (p. 198)

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apter Summary

Learning is a change in behavior acquired through experience. The operant conditioning approach to learning states that behavior is a function of positive and negative consequences. Reinforcement is used to develop desirable behavior; punishment and extinction are used to decrease undesirable behavior.

Bandura’s social learning theory suggests that task- specific self-efficacy is important to learning.

. Goal setting improves work motivation and task performance, reduces role stress, and

y Terms

(p. 208) mentoring (p. 221)

view Questions

Define the terms learning, reinforcement, punish- ment, and extinction. What are positive and negative consequences in shaping behavior? How should they be managed? Explain the value of extinction as a strategy.

How can task-specific self-efficacy be enhanced? What are the differences in the way introverted and extraverted and intuitive and sensing people learn? What are the five characteristics of well-developed goals? Why is feedback on goal progress important?

management by objectives (MBO)

negative consequences (p. 200) operant conditioning (p. 199) performance appraisal (p. 210) performance management (p. 209)

improves performance appraisal accuracy and

validity. Performance management and 360-degree feedback can lead to improved performance.

Making accurate attributions about the behavior of others is an essential prerequisite to correcting poor performance. High-quality performance should be rewarded, and poor performance should be corrected.

Mentoring is a relationship for encouraging devel- opment and career enhancement for people moving through the career cycle.

positive consequences (p. 200) punishment (p. 2011‘ reinforcement (p. 200) task—specific self—cfficacy (p. 202) 360-degree feedbacL-r -."p. 214)

. What are the purposes of conducting performance appraisals? What are the benefits of 360—degree feedback?

. What are the two possible attributions of poor per- formance? What are the implications of each? How can managers and supervisors provide useful performance feedback?

. How do mentors and peers help people develop and enhance their careers?

Discussion and Communication Questions

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Which learning approach, the behavioral approach or Bandura’s social learning theory, do you find more appropriate for people?

. Given your personality type, how do you learn best? Do you miss learning some things because of how they are taught? What goals do you set for yourself at work? In your personal life? Will you know if you achieve them?

4. If a conflict occurred between your self-evaluation

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and the evaluation given to you by your supervi- sor or instructor, how would you respond? What, spec1fically, would you do? What have you learned from Your Supervisor or instructor during the last reporting period? What rewards are most important to you? How hard are YOU Willing to work to receive them?

6. (communication question) Prepare a memo detail— ing the consequences of behavior in your work or university environment, e.g., grades, awards, sus- pensions, and scholarships. In your memo, include your classification of these consequences as positive or negative. Should your organization or university change the way it applies these consequences?

7. (communication question) Develop an oral presenta-

tion about the most current management practices

in employee rewards and performance management.

Find out what four or more different companies are doing in this area. Be prepared to discuss their fit with the text materials.

8. (communication question) Interview a manager or supervisor who is responsible for completing per- formance appraisals on people at work. Ask the manager which aspects of performance appraisal and the performance appraisal interview process are most difficult and how he or she manages these difficulties.