Skinner’s Behavioral Reinforcement Theory

Positive Reinforcement

Negative Reinforcement

Punishment Extinction

Person repeats desired behaviors to gain a reward.

Person works to avoid an undesirable result.

Response causes something negative to occur.

Unlearning a response because of a change in consequences.

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Applications of Motivational Theories

• Positive reinforcement.

• Design of work and work environment (intrinsic).

• Goal setting.

• Formal extrinsic rewards.

• Pay-for-performance systems.

Motivational theories are the basis for:

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The ADDIE Model

Assessment Design Development

ImplementationEvaluation

Systematic development process used to create employee learning that aligns with strategic goals.

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Assessment

SPHR only

Form basis for evaluation.

Form basis for evaluation.

Identifyprogramsand targetaudience.

Identifyprogramsand targetaudience.

Find performance

gaps.

Find performance

gaps.

Identifyneeds.

Identifyneeds.

Purpose of Assessment

Purpose of Assessment

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Needs Assessment Levels

Examines KSAs needed as organizations and jobs change.

Compares job requirements with employee knowledge and skills.

Focuses on individual employees and how they perform.

Organizational

Task

Individual

SPHR only

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Needs Assessment Process

1. Gather data.

2. Determine training needs.

3. Propose solutions.4. Calculate cost.

5. Implement.

SPHR only

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Which assessment method would be MOST appropriate to assess the training needs for a national chain of 550 retail stores?

A. Assessment centersB. Focus groupsC. InterviewsD. Surveys

Answer: D

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SPHR only

Design

Decisions are maderegarding:

• Goals and objectives.

• Target audience (aptitude, prior knowledge, and attitudes).

• Selection of an instructional designer.

Training objectives use the SMART format:

S Specific

M Measurable

A Action-oriented

R Realistic

T Timely

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Development

Involves the creation of training materials.

Development trends include:• Use of learning objects (LOs) or reusable learning

objects (RLOs).– Saves development time by reusing content in a variety

of contexts in the organization. – Object may be a graphic, an animation, or an entire

learning module.

• A dedicated learning management system (LMS) to hold course content and track employee activities.

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Types of Training Programs

• Orientation and on-boarding

– Initial exposure to the organization

– Expansion of orientation and assimilation into the organization

• Skill development– Remedial

– Sales and quality

– Technology

• Specialized training programs– Executive

– Wellness

– Harassment

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• Classroom training• Self-directed study• E-learning

− Synchronous or asynchronous

• Blended learning• On-the-job training• Vestibule training

Delivery Methods and Media

Dependent on:• Learning objectives• Cost limitations• Time frame• Equipment• Audience

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Implementation

• Program is delivered to the audience.• Most visible step in the ADDIE process.• Primary tasks are:

Utilizing pilot programs

Revising content

Schedulingthe

program

Announcing and implementing the

program

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Evaluation

• Measures program effectiveness.

• Builds HR credibility by showing tangible results.

• Desired outcome is transfer of training—applying knowledge and skills learned in training to the job.

SPHR only

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Evaluation Levels

Kirkpatrick’s Levels of Evaluation

SPHR only

Evaluation Comparison

Frequency of Use Ease of Use Value of

Information Reaction Learning Behavior Results

Highest

Lowest

Highest

Lowest

Lowest

Highest

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Levels of Evaluation: 1 and 2

SPHR only

Level 1: ReactionMeasures reaction of participants to the training.

Level 2: LearningMeasures the learning of facts, ideas, concepts, theories.

Checklists

Questionnaires

Interviews

Post-measures

Pre-/post-measures

Pre-/post-measures with control group

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Levels of Evaluation: 3 and 4

SPHR only

Level 3: BehaviorMeasures a change in behavior.

Level 4: ResultsMeasures organizational results.

Performance tests

Critical incidents

360-degree feedback

Simulations/observations

Progress toward organizational objectives

Performance appraisals

ROI, cost-benefit analysis

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Talent Management

• Ability to attract, develop, retain, and utilize people with skills to meet current and future needs.– Strategic approach to human capital management.

– Increases workplace productivity and ability to compete.

• Requires integration of recruitment, performance management, and leadership and alignment with corporate goals.

SPHR only

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Forces Impacting Talent Management

Staffing challenges

• Reliance on contingent workers• Retirement of baby boomers and

likely labor shortage• Shortage of knowledge workers• Diversity of workforce

Economy/job market

• Economic conditions • Global and domestic competition

SPHR only

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Career Development

Career management:organizationalfocus

Career development occurs when the needs of theorganization and the individual coincide.

Career planning:individual focus

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Model for Career Development

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Career Development Programs

• Employee self-assessment

• Individual coaching/counseling

• Employee development programs– Job rotation, enlargement, and enrichment

– Apprenticeship and continuing education

– Committee participation

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A mid-level manager might regularly meet with a senior executive during which career development option?

A. MentoringB. Fast trackC. Job enrichmentD. Expatriation/repatriation

Answer: A

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Dual-Ladder Programs

Identify meaningful career paths for people who are not interested in traditional management roles.

Level 5Chief Information Officer

Level 5Senior Technical Specialist

Level 4Director

Level 4Technical Specialist

Level 3Department Head

Level 3Technical Lead

Level 1Information Systems Specialist

Level 2Senior Information Systems Specialist

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Succession and Replacement Planning

Fast-track programs speed the development of potential leaders.

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Unique Employee Needs

• Flexible work arrangements

– Flextime/telecommuting.

– Compressed workweek.

– Job sharing.

– Phased retirement.

• Diversity– Facilitates communication

and productivity among all employees.

• Expatriation– Sending employees

abroad and supporting their ability to succeed.

• Repatriation– Reintegrating

employees into their home country.

SPHR only

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Leadership and Management

• Leadership requires alignment to the organization’s vision and mission.– Leaders influence others toward the achievement of

goals, act as change agents, serve by example, and develop other leaders.

• Management is about coping with day-to-day operations.– Brings order and consistency to the organization.

– Establishes systems and structures that get results.

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Which responsibility is MOST characteristic of a leader?

A. Evaluating recommendations from a corporate communications survey

B. Implementing a corporate ethics program

C. Reviewing and adjusting sales forecasts

D. Establishing a vision for the organization

Answer: D

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Behavioral Dimensions of Leadership

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Hersey-Blanchard’s Theory

High

Task Behavior(Guidance)

Relationship Behavior

(Supportive Behavior)

Low High

High Relation-

ship/Low Task

HighTask/High Relationship

Low Relationship/Low Task

High Task/Low

Relationship

Participating

Share ideas and facilitate in decision making

Selling

Explain decisions and provide opportunity for clarification

Turn over responsibility for decisions

and implemen-tation

Delegating Telling

Providespecific instructions; closely supervise performance

Leadership styles match the situation.

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Blake-Mouton’s Theory

Concern for

People

Country clubmanager

Teamleader

Middle-of-the-road manager

Managerial Grid

Impoverished manager

Authoritarianmanager

9A great deal

1Very little

A great deal9

Concern for Production (Task)3-30© SHRM

Fiedler’s Contingency Theory

• Favorableness of the leadership environment is determined by three factors:– Leader-member relations: The degree of trust that

followers have in their leaders.

– Task structure: The extent to which tasks are defined.

– Position power: The degree of power and influence a leader has over subordinates.

• Leaders should change the factors rather than changing their style.

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Leadership Styles

• Transactional:– Offers promise of

reward or threat of discipline.

– Looks for deviation from rules.

– Intervenes when standards are not met.

– Abdicates responsibility and avoids making decisions.

• Transformational: – Provides vision and

sense of mission.

– Communicates high expectations.

– Promotes intelligence and problem solving.

– Gives personal attention and coaches.

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Performance Management System

Drives business results that accomplish the goals of the organization.

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Fostering a High-Performance Workplace

• Executive support.

• Challenging work environment.

• Employee engagement activities.

• Resources and tools.

• Performance management training.

• Continual feedback.

• Consistent management practices.

Organizations must provide:

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Individual Performance Appraisals

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Appraisal Methods

• Category rating – Simple marking of

performance level

– Graphic scale, checklist, forced choice

• Comparative – Compares performance

of employees

– Ranking, paired comparison, forced distribution

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• Narrative methods – Written narrative

appraisals

– Essay, critical incidents, field review

• Special methods – Designed to overcome

appraisal difficulties

– MBO and BARS

Which appraisal method is best exemplified by the following?

A. BARS

B. Forced distribution

C. Graphic scale

D. Ranking

Answer: C

Quality

LowHigh1 2 3 4 5

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Errors in Performance Appraisal

Contrast

Centraltendency

Leniency

Strictness

Bias

Primacy

Recency

Halo/horn

Errors

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Legal Performance Appraisals

• Performance appraisal methods must be:

– Valid and free of discrimination.

– Based on formal evaluation criteria.

– Based on personal knowledge and interaction with employees.

– Designed to prevent one manager from overinfluencing an employee’s career.

– Based on equitable treatment of all employees.

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Appraisal Feedback Guidelines

• Describe the behavior; don’t judge it.

• Assume an attitude of helpfulness.

• Empathize and listen actively.

• Give specific examples.

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Documentation Guidelines

• Document as situations happen.

• Keep notes on all employees, not just a few.

• Use objective criteria.

• Support job-related observations with facts, but avoid conclusions.

• Focus on deficiencies, not causes.

• Remember that others will read your document.

3-41© SHRM