STUDENT LEARNING
OUTCOME/OBJECTIVE (SLO) (6 PA 522- PERFORMANCE APPRAISAL
NNEKA LATUNDE-DADA SLATER
G00409692
MPA PROGRAM
GRAMBLING STATE UNIVERSITY
SLO: (6) Analyze the use of results, feedback, reward, and punishment.
Organizational rewards and punishments are mainly related to the salary and promotion opportunities.
Rewards function as shaping or consolidating positive behaviors among the employeesti behaviors aimed
at achieving organizational goals, however penalties are designed to eliminate negative behaviors
hindering their achievement. The reward, in contrast to the punishment is understood as a positive
situation, which is usually purposeful. The function of the rewards is to develop and preserve the
positive behaviors, and the task of penalties is to eliminate bad behaviors and counter-productive
behaviors in the organization. In order to motivate employees, penalties and rewards are commonly
used. In organizations, there are many types of penalties (such as statutory penalties or satirical
penalties: derision, ridicule, contempt) and rewards, which are divided into: official (pay rise, bonus) and
informal (recognition, respect, co-workers). Rewards and punishments can be divided between the
material (cash, such as a pay rise, bonus, lower wage) and the immaterial (non-material, such as verbal
more interesting, as well as admonition, reprimand). Rewards and punishments are the most important
tools of influence on the behavior of employees in the workplace. Organizational rewards and
punishments are mainly related to the salary and promotion opportunities. Organizational rewards and
punishments are included in the relevant regulations, within which is defined behaviors that are
desirable or undesirable assigned under the reward or punishment. However, the use of organizational
rewards and punishments are decided mostly by managers. They also run their own repertoire of
rewards and punishments, which is based on their personality, and manifests itself in a particular way of
the treatment of their subordinates. Some managers recognize mostly positive behavior of subordinates
and reward them while others recognize errors of employees and punish them for it. The source of
rewards and punishments in the organization are also behaviors of individual members of work teams
and whole groups.
Delivering and receiving feedback can involve more than rational assessment and discussion of plans of
improvement. When performance feedback is done for the first time or when it is not part of the regular
pattern of events, it is only natural that emotions occur. Even when part of the normal routine, affect can
play a role in the process, and emotions on the part of the worker and the evaluator can be exacerbated
due to the importance of performance evaluation and feedback. Nonaffective tasks are those tasks that
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are considered to be free of emotion and involve only rational and cognitive judgement. In contrast,
affect is considered to be emotion and to be a process separate from, but influencing, the rational and
cognitive judgement process. While performance management can be considered a Nonaffective task,
this view simply does not capture the reality of the situation. The person delivering performance
feedback might be seen as being "in control" and in a more powerful position in the