PSY 3711 1st Edition Lecture 20 Outline of Last Lecture I What is training II Learning and motivation III Importance of training IV How should we train Outline of Current Lecture I Kluger DeNisi 1996 II Acceptance of feedback III Mentoring IV Coaching Current Lecture I II Kluger DeNisi 1996 a Influential meta analysis of the effects of feedback interventions on performance b Average feedback intervention improvement was d 0 41 c However key moderation of effects i 1 3 of the time feedback reduced performance ii verbal praise worse than no feedback at all d moderators of the structure of performance feedback interventions which are recommendation for best practice uses of feedback i provide specific task focused feedback not a global evaluation e g not just good job ii provide accurate information iii provide feedback in close proximity to performance episode i e right afterward 1 2 week timeframe iv provide constructive feedback Acceptance of feedback a Not only issues with the structure of feedback for it to be effective but also need to consider acceptance of feedback b Presenting feedback that will be accepted i e what will get people to listen These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute i From a perceived expert e g expert chef providing feedback to junior chef instead of an expert racecar driver ii From a reliable source e g manipulation the weatherman perceived expert but not always right iii From an attractive source e g person is better looking iv From a powerful source e g manager supervisor III Mentoring a Expansion of an individuals capacity to function effectively in his or her present of future job and work organization b Mentoring and coaching are examples of employee developmental interventions c Training is more group focused but very related d Purpose i Increase procedural knowledge 1 Learn a new skill 2 Improve presentation style ii Increase declarative knowledge 1 Learn about workplace culture 2 Learn about stress management iii Increase motivation 3 components of motivation effort direction persistence 1 Make a career plan 2 Learn how to set specific goals e Phases i Assessment needs analysis ii Feedback iii Creation of a development plan 1 Overall strategy 2 Personal career goals 3 Set development goals and activities most effective when setting specific but difficult goals and when there is buy in 4 Participation in development plan activities 5 Reevaluation and creation of a new plan f Why assessment takes place i Employer assessment strategy 1 Annual review 2 360 feedback a by providing feedback directed at development goals coaches can direct client s attention to these goals which may otherwise fall to the wayside of other more urgent or proximal responsibilities b compared a feedback workshop experimental group with both b feedback only c control of no feedback control group made no changes to their use of core tactics whereas experimental group showed feedback works 3 developmental assessment center 4 self assessment ii onboarding program iii high potentials iv low performers g Types of feedback i 3 major types 1 Perspective differences 2 Normative difference self or others assessments compared with average scores for either your current job or your aspiration 3 Ipsative difference your relative strengths and weaknesses without reference to external norms benchmarks ii Approaches 1 Individual or group approaches 2 Individual mentoring coaching 3 Group training programs workshops seminars webinars group mentoring or coaching h Developmental networks feedback providers i Portfolio of advisors referred to as developers that take an active interest in a person s life and provide career and psychosocial related assistance ii Developers 1 Provide support counsel protection 2 Facilitate with entering and exiting organizations job transitions occupational transitions iii Workplace mentoring intence dyadic relationship in which a more senior experienced person called a mentor provides support and assistance to a more junior less experienced colleague referred to as a prot g iv Formal or informal 1 Formal programs are formally arranged by an organization with a defined structure 2 Informal mentoring occur naturally and the structure of the relationship evolves according to mentor mentee preferences v About 2 3s of executives report having had a mentor IV vi About 1 3 of large US companies have formal mentoring program i Functions of mentoring i Career enhancing aid career advancement protection exposure assignments ii Psychosocial enhance sense of competence and identity role modeling acceptance confirmation iii Social provide social support friendship j Benefits of mentoring i Mentees 1 Learning interpersonal skills at work 2 Learning about their organization 3 Learning how to organize work projects 4 Workplace motivation ii Mentors 1 Satisfaction of helping others 2 Recognition 3 Development of a personal support network k Predictors of successful mentoring program i 6 objectives have been found to predict success of formal mentoring programs 1 specific objectives and an identified target population 2 process to select and match mentors and prot g s 3 orientation program 4 clarify to participants the intent of the program 5 monitor and evaluate progress 6 coordinate to provide support to participants ii Dark side of mentoring 1 Taxonomy of negative mentoring experiences 2 Mentor prot g mismatch 3 Mentor distancing behavior 4 Mentor manipulative behavior 5 Lack of mentor expertise 6 General dysfunctionality e g romantic relationship Coaching a Process of equipping people with the tools knowledge and opportunities they need to develop themselves and become more effective b Intensive one to one change and development c Involves cognitive and behavioral approaches to individual change d Engagements are always formal e Creation of development plan i Challenge is getting all stakeholders to agree on the objectives of a development plan ii Learning contract for employee 1 Objectives purpose timeline 2 Measures of success milestone 3 Confidentiality guideline iii Business contract 1 Objectives purpose timeline 2 Cost 3 standards iv Ideally learning objectives and business objectives substantially overlap f Developmental activities i Components of the engagement that are designed to facilitate positive change ii Kind of an over and above step that might occur