國外組織行為學(xué)課件皮爾森ch02(編輯修改稿)

　

【文章內(nèi)容簡介】 iveness – Participation in anizational initiatives – Work team performance – Entrepreneurship – Career success Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 38 General SelfEfficacy ? A general trait that refers to an individual’s belief in his or her ability to perform successfully in a variety of challenging situations. ? General selfefficacy (GSE) is a motivational trait rather than an affective trait. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 39 General SelfEfficacy: Research ? Individuals with higher GSE are better able to adapt to novel, uncertain, and adverse situations. ? Employees with higher GSE have higher job satisfaction and job performance. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 40 Core SelfEvaluations ? A broad personality concept that consists of specific traits that reflect the evaluations people hold about themselves and their selfworth, petence, and capability. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 41 Core SelfEvaluations: Traits ? Selfesteem ? General selfefficacy ? Locus of control ? Neuroticism (emotional stability) Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 42 Core SelfEvaluations: Research ? People with more positive CSEs have higher job satisfaction, life and career satisfaction, and job performance. ? Individuals with higher CSE perceive fewer stressors and experience less stress and conflict at work. ? Employees with more positive CSEs experience their job as more intrinsically satisfying and they are likely to have more plex jobs. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 43 What is Learning? ? A relatively permanent change in behaviour potential as a result of practice or experience. ? The practice or experience that prompts learning stems from an environment that provides feedback concerning the consequences of behaviour. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 44 What Do Employees Learn? ? Practical skills: – Jobspecific skills, knowledge, technical petence. ? Intrapersonal skills: – Problem solving, critical thinking, alternative work processes, risk taking. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 45 What Do Employees Learn? (continued) ? Interpersonal skills: – Interactive skills such as municating, teamwork, conflict resolution. ? Cultural awareness: – The social norms of anizations, pany goals, business operations, expectations, and priorities. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 46 Operant Learning Theory ? The subject learns to operate on the environment to achieve certain consequences. ? Operantly learned behaviour is controlled by the consequences that follow it. ? It is the connection between the behaviour and the consequence that is learned. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 47 Increasing the Probability of Behaviour ? One of the most important consequences that influences behaviour is reinforcement. ? Reinforcement is the process by which stimuli strengthen behaviours. ? A reinforcer is a stimulus that follows some behaviour and increases or maintains the probability of that behaviour. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 48 Positive Reinforcement ? The application or addition of a stimulus that increases or maintains the probability of some behaviour. ? The stimulus is the positive reinforcer. ? The reinforcer is dependent or contingent on the occurrence of some desired behaviour. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 49 Negative Reinforcement ? The removal of a stimulus from a situation that increases or maintains the probability of some behaviour. ? Negative reinforcement occurs when a response prevents some event or stimulus from occurring. ? The removed or prevented stimulus is a negative reinforcer. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 50 Organizational Errors Involving Reinforcement ? Rewards fail to serve as reinforcers when they are not made contingent on some specific desired behaviour. ? Organizations often fail to appreciate individual differences in preferences for reinforcers. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 51 Organizational Errors Involving Reinforcement (continued) ? Managers often neglect important sources of reinforcement such as those administered by coworkers or intrinsic to the job. ? Two important sources of reinforcement that managers often ignore are performance feedback and social recognition. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 52 Performance Feedback ? Performance feedback involves providing quantitative or qualitative information on past performance for the purpose of changing or maintaining performance. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 53 Performance Feedback (continued) ? Performance feedback is most effective when it is: – Conveyed in a positive manner – Delivered immediately after observing performance – Represented visually (graph or chart form) – Specific to the behaviour that is being targeted for feedback Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 54 Social Recognition ? Social recognition involves informal acknowledgement, attention, praise, approval, or genuine appreciation for work well done from one individual to another. ? When social recognition is made contingent on employee behaviour it can be an effective means for performance improvement. Copyright 169。 2023 Pearson Canada Inc. Chapter 2/ Slide 55 Reinforcement Strategies ? For fast acquisition of some response, continuous and immediate reinforcement should be used. ? Behaviour tends to be pe