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Definition
| Change in behavior acquired through experience |
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| Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response |
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| Modifying behavior through the use of positive or negative consequences following specific behaviors |
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| Results of behavior that are attractive or pleasurable |
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| Results of behavior that are unattractive or aversive |
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| Cultivates desirable behavior by bestowing positive consequences or withholding negative consequences |
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| Discourages undesirable behavior by bestowing negative consequences or withholding positive consequences |
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| Weakens behavior by attaching no consequences |
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| Withhold/don't give bad things |
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| Bandura's social learning theory (SLT) |
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Definition
| Learning occurs when we observe other people and model their behavior |
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| Task-specific self-efficacy |
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Definition
| Internal expectancy of an individual to perform a task effectively |
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Term
| 4 ways to generate task-specific self efficacy |
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Definition
1)Prior experiences-success breeds success
2)Behavior models-watch other peoples' success
3)Persuasion from other people
4)Assessment of current capabilities |
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| Establishing desired results that guide and direct behavior |
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| Why you should set goals (3) |
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Definition
1)Increase motivation and performance
2)Reduces stress-increases organization, decreases ambiguity
3)Improve performance evaluation process |
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Specific
Measurable
Attainable
Realistic
Time-bound |
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Term
| Performance management process |
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Definition
1)Define performance in behavioral terms (clarify the win)
2)Measure and assess performance
3)Provide feedback for goal setting and planning
4)Reward positive performance and take corrective measures for poor performance |
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| 4 ways to improve performance feedback |
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Definition
1)Refer to specific verbatim statements and observable behavior
2)Focus on changeable behaviors
3)Both supervisor and employee should plan and organize before the session
4)Begin with something positive |
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| Self-evaluation and evaluations by peers, managers, direct reports, and customers |
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| Benefits of performance feedback |
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Definition
| Overlaps actual and measured performance more |
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| Drawbacks to performance feedback |
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Definition
| Takes a lot of time and money, surveys give extreme opinions, middle ground not represented, different weight placed on different data points |
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| Individual rewards system |
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| Kelley's Attribution Theory |
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Definition
| Individuals make attributions based on information gathered in the form of following informational cues |
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Definition
| Extent to which peers in the same situation behave in a similar fashion (everyone is getting complaints) |
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Definition
| Degree to which an individual behaves the same way in other situations (doing well in everything else) |
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| Frequency of behavior over time (all of the sudden not doing well) |
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Definition
How will you respond based on the attribution you make?
The more internal the attribution, the more severe the reaction |
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