Organizational behavior 5e by kinichi Chap008KF improving performance with feedback, rewards, and positive reinforcement

Improving Performance with Feedback, Rewards, and Positive Reinforcement... After reading the material in this chapter, you should be able to: LO8.1 Specify the two basic functions of f

Improving Performance

with Feedback, Rewards, and

Positive Reinforcement

After reading the material in this chapter,

you should be able to:

LO8.1 Specify the two basic functions of

feedback and three sources of feedback

LO8.2 Define upward feedback and

degree feedback, and summarize the

general tips for giving good feedback

LO8.3 Distinguish between extrinsic and

intrinsic rewards, and give a job-related

After reading the material in this chapter,

you should be able to:

LO8.4 Summarize the research lessons about pay

for performance, and explain why rewards often fail to motivate employees

LO8.5 State Thorndike’s “law of effect” and explain

Skinner’s distinction between respondent and operant behavior

LO8.6 Demonstrate your knowledge of positive

reinforcement, negative reinforcement,

Improving Individual Job

Performance

Providing Effective Feedback

Feedback

individual or collective performance shared with those in a

position to improve the situation

Two Functions of Feedback

Instructional

Motivational

Feedback enhances the effect of specific, difficult goals

Grant is responsible for training new employees

He wants to make sure everyone knows their role

in making the firm successful This is feedback

problems can contaminate this source

Behavioral Outcomes of Feedback

Popularity of Nontraditional

Feedback

created widespread dissatisfaction

traditional hierarchies

more valid than single-source feedback

Popularity of Nontraditional

Feedback

facilitates multiple-rater systems

toward participative management and employee empowerment

to know more about a manager’s strengths and

limitations

Nontraditional Feedback

Upward feedback

manager’s style and performance

360-Degree feedback

performance with behaviorally specific (and

usually anonymous) performance information

from their manager, subordinates, and peers

Upward Feedback

Managers resist upward feedbacks programs

because they believe it erodes their authority

Anonymous upward feedback can become little

more than a personality contest

Feedback Do’s and Don’ts

Feedback Do’s and Don’ts

beyond the individual’s control

difficult to understand

Feedback Do’s and Don’ts

Do:

goals

the behavior was displayed

Feedback Do’s and Don’ts

control

other person the opportunity to clarify and

respond

Key Factors in Organizational

Reward Systems

Distribution Criteria

Performance: results

Performance: actions and behaviors

Non-performance considerations

Pay for Performance

Why Rewards Fail to Motivate

rewards

Why Rewards Fail to Motivate

motivational impact

layoffs, across-the-board raises and cuts, and

excessive executive compensation

Kim’s company has given all employees a

“performance bonus” each year for the past 17 years Employees have come to expect it no matter what

the company’s profitability Why would this “pay for

performance” system fail to motivate employees?

A Too much emphasis on monetary rewards

B Rewards lack an “appreciation effect”

C Extensive benefits become entitlements

Thorndike’s Law of Effect

Law of effect

be repeated; behavior with unfavorable

consequences tends to disappear

on” the environment to produce desired

consequences

Contingent Consequences in

Operant Conditioning

Figure 8-3

Contingent Consequences

Positive reinforcement

contingently presenting something pleasing

Negative reinforcement

withdrawing something displeasing

Contingent Consequences

Punishment

the contingent presentation of something

displeasing or the contingent withdrawal of

something positive

Extinction

sure it is not reinforced

Reinforcement Schedules

Reinforcement Schedules and

Performance

Figure 8-4

Shaping Behavior with Positive

Reinforcement

Shaping

a target behavior

Shaping Behavior with Positive

ReinforcementShaping works very well with people, especially in training and quality programs involving continuous improvement

Praise, recognition, and instructive and credible

feedback cost managers little more than moments

of their time

Shaping Behavior with Positive

ReinforcementThe key to successful behavior shaping lies in

reducing a complex target behavior to easily

learned steps and then faithfully (and patiently)

reinforcing any improvement

Employees at ABC Manufacturing strive to operate

at a zero-defect level because each gets publicly

recognized for their individual and team

accomplishments This is an example of

Video Case: Slacking Off

Are workers from today’s generations exhibiting a

“slacker” attitude at work?

Do you think more is being expected of workers

today than there was in the past?

Are workers today less productive as a result of

having “slacker” attitudes?

Is the nature of work different today than it was in the past? Could this be part of the issue?