Assignment 1

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Assignment 1

Your Name (First and Last)

Institution or School name

Question and Answers

Q1. Evaluate and explain the terms learning, reinforcement, punishment, and Extinction.

A1. Learning is the alteration in an individuals performance, which is brought about through experience. Reinforcement is a stimulus that is used in boosting or launching a pattern for particular kind of expected behavior. Punishment is the process in which an averting stimulus is added to reduce a certain response. When an individual plans to reduce any reinforcement for a particular behavior, the process is given the name Extinction ADDIN ZOTERO_ITEM CSL_CITATION citationIDa2brfuguhce,propertiesformattedCitation(Marchant, Campbell, Pelloux, Bossert, Shaham, 2018),plainCitation(Marchant, Campbell, Pelloux, Bossert, Shaham, 2018),citationItemsid104,urishttp//zotero.org/users/local/zTPHp9Do/items/YSKYZSDS,urihttp//zotero.org/users/local/zTPHp9Do/items/YSKYZSDS,itemDataid104,typearticle-journal,titleContext-induced relapse after extinction versus punishment similarities and differences,container-titlePsychopharmacology,page1-10,authorfamilyMarchant,givenNathan J.,familyCampbell,givenErin J.,familyPelloux,givenYann,familyBossert,givenJennifer M.,familyShaham,givenYavin,issueddate-parts2018,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Marchant, Campbell, Pelloux, Bossert, Shaham, 2018).

Q2. What are positive and negative consequences in shaping behavior How should they be managed Explain the value of extinction as a strategy.

A2. Executives own admittance for the beneficial negative and positive reinforcement to support workers in the quest of achieving Company goals. Positive consequences are desirable results for an employees actions. They can include promotion, bonus or any reward. Contrary to that, Negative consequences are undesirable results of a workers behavior. They can include demotion or severe criticism and so on. The strategy of extinction is useful in a situation that requires time and endurance. When a particular behavior of a worker is avoided or ignored altogether, there are chances that the workers behavior will be weakened if that conduct is avoided repeatedly. Extinction works well when paired with positive reinforcement.

Q3. What are the five characteristics of well-developed goals Why is feedback on goal progress important

A3. The goals which are well-developed have the following features Timed, Relevant, Specific Measurable, and Achievable. Together they make the word SMART goals should be smart. Feedback on goal progress is essential as it ensures the enhancement of performance. When the higher authority tells the employee that the goal was exceeded by 15 after looking at the feedback, it works as a better motivation as opposed to telling the employee that you did great. ADDIN ZOTERO_ITEM CSL_CITATION citationIDa2diqb5d33q,propertiesformattedCitation(Bowman, Mogensen, Marsland, Lannin, 2015),plainCitation(Bowman, Mogensen, Marsland, Lannin, 2015),citationItemsid105,urishttp//zotero.org/users/local/zTPHp9Do/items/ZUHBUVRD,urihttp//zotero.org/users/local/zTPHp9Do/items/ZUHBUVRD,itemDataid105,typearticle-journal,titleThe development, content validity and inter rater reliability of the SMART Goal Evaluation Method A standardised method for evaluating clinical goals,container-titleAustralian occupational therapy journal,page420-427,volume62,issue6,authorfamilyBowman,givenJulia,familyMogensen,givenLise,familyMarsland,givenElisabeth,familyLannin,givenNatasha,issueddate-parts2015,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Bowman, Mogensen, Marsland, Lannin, 2015)

Q4. What are the purposes of conducting performance appraisals What are the benefits of 360-degree feedback

A4. It is very useful for the evaluation of the employees performance. An appraisal also helps in finding out how well a worker does his/her job. This is also a good way to assess the competencies and skills of an employee. It aids the employer understand that does an employee carry leadership skills, how well do they work with their colleagues and how efficiently can they solve a conflict. A great advantage of the 360-degree feedback is the increase in an Employees self-awareness. The reason behind it, is the fact, that the workers are given a complete detail of their weaknesses and strengths. This helps in making the improvement process more manageable for the employees. ADDIN ZOTERO_ITEM CSL_CITATION citationIDa11l82mrmtb,propertiesformattedCitationrtf (Lopes, Sarraguuc0u231a, Lopes, Duarte, 2015),plainCitation(Lopes, Sarragua, Lopes, Duarte, 2015),citationItemsid106,urishttp//zotero.org/users/local/zTPHp9Do/items/9KR4EKND,urihttp//zotero.org/users/local/zTPHp9Do/items/9KR4EKND,itemDataid106,typearticle-journal,titleA new approach to talent management in law firms Integrating performance appraisal and assessment center data,container-titleInternational Journal of Productivity and Performance Management,page523-543,volume64,issue4,authorfamilyLopes,givenSusana Almeida,familySarragua,givenJorge Miguel Gonalves,familyLopes,givenJoo Almeida,familyDuarte,givenMaria Eduarda,issueddate-parts2015,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Lopes, Sarragua, Lopes, Duarte, 2015)

References

Marchant, N. J., Campbell, E. J., Pelloux, Y., Bossert, J. M., Shaham, Y. (2018). Context-induced relapse after extinction versus punishment similarities and differences.Psychopharmacology, 1-10.

Bowman, J., Mogensen, L., Marsland, E., Lannin, N. (2015). The development, content validity and inter rater reliability of the SMART Goal Evaluation Method A standardised method for evaluating clinical goals.Australian occupational therapy journal,62(6), 420-427.

Lopes, S. A., Sarragua, J. M. G., Lopes, J. A., Duarte, M. E. (2015). A new approach to,-GIQV_ N o P n o @h3eh4hbhrh-S hG5hhjhUhhGh

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hhhjhUhhC3hNh7chJphfhhlhh-Shx6 talent management in law firms Integrating performance appraisal and assessment center data.International Journal of Productivity and Performance Management,64(4), 523-543.

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