TAILIEUCHUNG - Lecture Organizational behavior: Key concepts, skills & best practices (5/e): Chapter 8 - Angelo Kinicki, Mel Fugate

Chapter 8 - Improving performance with feedback, rewards, and positive reinforcement. After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback; define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback; distinguish between extrinsic and intrinsic rewards, and give a job-related example of each;. | Improving Performance with Feedback, Rewards, and Positive Reinforcement Chapter Eight After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback. Define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback. Distinguish between extrinsic and intrinsic rewards, and give a job-related example of each After reading the material in this chapter, you should be able to: Summarize the research lessons about pay for performance, and explain why rewards often fail to motivate employees. State Thorndike’s “law of effect” and explain Skinner’s distinction between respondent and operant behavior. Demonstrate your knowledge of positive reinforcement, negative reinforcement, punishment, and extinction and explain behavior shaping Improving Individual Job Performance Popularity of Nontraditional Feedback Traditional .

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Managing people
• Organizational effectiveness
• Nontraditional feedback
• Rewards fail
• Organizational behavior theory
• Organizational culture
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations