Learning behavioral outcomes. People learn the consequences of behavior by observing or hearing about what happened to other people, not just by directly experiencing the consequences. Hearing that a co-worker was fired for being rude to a client increases your perception that rude behavior will result in being fired. Behavior modeling: People learn not only by observing others but also by imitating and practicing those behaviors. It also increases self-efficacy, because people gain more self- confidence after observing others and performing the task successfully themselves. Self- efficacy particularly improves when observers identify with the model, such as someone who is similar in age, experience, gender, or related features. Self-regulation: An important feature of social cognitive

Question

theory is that human beings set goals and engage in other forms of intentional, purposive action. They establish their own short- and long-term objectives, choose their own standards of achievement, work out a plan of action, consider back-up alternatives, and have the forethought to anticipate the consequences of their goal-directed behavior. Furthermore, people self-regulate by engaging in self- reinforcement; that is, they reward and punish themselves for exceeding or falling short of their self-set standards of excellence.

What will be an ideal response?

Answer 1

To answer this question, we must consider the five characteristics of effective feedback
described in the textbook. In other words, the sales manager must construct a feedback
mechanism that takes into account the degree to which the feedback is specific, frequent,
timely, credible and relevant.
Specific feedback: Feedback is more useful when it includes specific information rather than
subjective and general phrases. Thus, the sales manager should provide feedback that
describes specific information (e.g. sales volume) for a specific area and time frame.
Sufficiently frequent feedback: Most organizations should provide more frequent feedback to
employees. The best strategy is to have feedback continuously available and to let employees
decide when they want to see it. Thus, the sales manager should make sales information
available whenever sales employees want this feedback.
Timely feedback: Feedback should be available as soon as possible so that employees see a
clear association between their behavior and its consequences. Thus, the sales manager
should arrange to have sales information prepared as quickly as possible.
Credible feedback: Feedback has value only when the employee accepts its content.
Employees are more likely to accept feedback from trustworthy and credible sources. Thus,
feedback should come from reputable sources, such as valid computer printouts and from
executives who are respected by sales employees.
Relevant feedback: Feedback is most effective when it relates to the individual's behavior
rather than broader departmental or organizational activities. Thus, the sales manager should
ensure that each employee's feedback relates to sales goals for that person and that the
information relates to events under the employee's control.