Ch. 7 - Evaluation, Feedback & Rewards: Organizational Behavior Flash...

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Approximately 1 page 1. Provide a basis for reward allocation 2. Identify high-potential employees 3. Validate the effectiveness of employee sel. procedures 4. Evaluate previous training programs 5. Stimulate performance improvements 6. Develop ways of overcoming obstacles and performance barriers 7. Identify training and development opportunities 8. Establish supervisor-employee agreement on performance expectations
a set of employee work-related behaviors designed to accomplish organizational goals

Purpose of Evaluation (hint: 8 steps)

Performance Improving Evaluation Techniques: Option 1 of 6 Improving Evaluation Techniques: Option 2 of 6 Improving Evaluation Techniques: Option 3 of 6 Improving Evaluation Techniques: Option 4 of 6 Improving Evaluation Techniques: Option 5 of 6 Improving Evaluation Techniques: Option 6 of 6 Operant Punishment Extinction Fixed Interval Variable Interval Fixed Ratio Variable Ratio Lawlers 5 conclusions about satisfaction of rewards 1 of 5 Lawlers 5 conclusions about satisfaction of rewards 2 of 5 Lawlers 5 conclusions about satisfaction of rewards 3 of 5

1. Higher levels of employee participation in the evaluation process lead to more satisfaction with the system 2. Setting specific performance goals to be met results in greater performance improvement than discussions of more general goals 3. Evaluating subordinates performance is an important part of a supervisors job; managers should receive training in the process, and they should be evaluated on how effectively they discharge this part of their own job responsibilities. 4. Systematic evaluation of performance does little to good if the results are not communicated to employees 5. Performance evaluation feedback should not focus solely on problem areas; good performance should be actively recognized and reinforced 6. Remember that while formal performance evaluation may take place on a set schedule (for example, annually), effective evaluation is a continuous ongoing process.
behaviors amenable to control by altering the consequences (rewards and punishments) that follow them presenting an uncomfortable consequence for a particular behavior response or removing a desirable reinforcer because of a particular behavior response. Managers can punish by application or punish by removal the decline in response rate because of nonreinenforcement applied only when the desired behavior occurs after the passage of a certain period of time since the last reinforcement was applied.

a reinforcer applied at some variable interval of time. Promotion is an example. a reinforcer applied only if a fixed number of desired responses has occurred. a reinforcer applied only after a number of desired responses, with the number of desired responses changing from situation to situation, around an average.
1. Satisfaction with a reward is a function both of how much is received and of how much the individual feels should be received An individuals feels of satisfaction are influences by comparisons with what happens to others. Satisfaction is influences by how satisfied employees are with both intrinsic and extrinsic rewards.

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9/26/2013 11:25 PM

Ch. 7 - Evaluation, Feedback & Rewards: Organizational Behavior Flash...

https://www.koofers.com/flashcards/bus-ch-7-evaluation-feed/review

Lawlers 5 conclusions about satisfaction of rewards 4 of 5 Lawlers 5 conclusions about satisfaction of rewards 5 of 5 Intrinsic Reward Extrinsic Reward Lawlers questions that each pay plan is evaluated on

4.

People differ in the rewards they desire and in how important different rewards are to them. Some extrinsic rewards are satisfying because they lead to other rewards.

5.

one that is self administered by the person is initiated from an outside source

1. How effective is it in creating the perception that pay is related to performance? 2. How well does it minimize the perceived negative consequences of good performance?3. How ell does it contribute to the perception that important rewards other than pay (i.e. praise, respect) result in good performance? A method of administering rewards that relies on observational learning. An employee learns the behaviors that are desirable by observing how others are rewarded. It is assumed that behaviors will be imitated if the observer views a distinct link between performance and rewards. The strength of a persons preference for a particular outcome A sense of identification, involvement, and loyalty expressed by an employee toward the company. Employees are paid at a rate based on their ability to develop and apply personal skills. Initially they start at a particular rate, but their pay is increased as they develop skills. a pay system that reduces the actual number of pay grades to a relatively few broadly based pay grades. Places an emphasis on titles, grades, and job descriptions. programs involves the use of multiple sources of evaluation information collected from a full circle of evaluators suggests that behavior is influences by its consequences and that it is possible to affect behavior by controlling such consequences.

Modeling

Valence Commitment Skill-Based Pay Broadbanding 360-degree Feedback Reinforcement theory

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