Improving Performance with Feedback, Rewards, and Positive Reinforcement

1. Chapter Eight Improving Performance with Feedback, Rewards, and Positive Reinforcement

2. 6-2 Motivation Defined Motivation:Psychological processes that cause the arousaldirection, and persistence of voluntary actions that are goal directed. Implications Associated with This Definition • Behavior is purposive rather than random- People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason • Motivation arouses people to do something- People are unlikely to change a behavior or do something different unless they are motivated to do so • Motivation causes people to focus on a desired end-result or goal • Motivation fuels the persistence needed to exhibit sustained effort on a task

3. 6-3a Figure 6-1a A Job Performance Model of Motivation Individual Inputs Skills Ability, Job knowledge Dispositions & Traits Emotions, Moods, &Affect Beliefs & Values Motivational Processes Arousal Attention Intensity & & Direction Persistence Motivated Behaviors Job Context Physical Environment Task Design Rewards & Reinforcement Supervisory Support &Coaching Social Norms Organizational Culture Enable, Limit

4. $2 1 hour $4 2 hours = $2 per hour = $2 per hour 7-2a Figure 7-1a Negative and Positive Inequity A. An Equitable Situation Other Self

5. 7-6 Vroom’s Expectancy Theory Concepts Expectancy:Belief that effort leads to a specific level of performance Instrumentality:A performance  outcome perception. Valence:The Value of a reward or outcome

6. 7-8 Goals Goal:What an individual is trying to accomplish. Directing one’s attention Regulating one’s effort Task performance Goals motivate the individual by... Increasing one’s persistence Encouraging the development of goal- attainment strategies or action plans

7. Chapter Eight Outline • Providing Effective Feedback • Feedback Serves Two Functions • Three Sources of Feedback: Others, Self, and Task • The Recipient’s Perspective of Feedback • Behavioral Outcomes of Feedback • What about Nontraditional Upward Feedback and 360-Degree Feedback? • Organizational Reward Systems • Types of Rewards • Organizational Reward Norms • Distribution Criteria • Desired Outcomes

8. Chapter Eight Outline (continued) Organizational Rewards Systems (continued) • Why Rewards Often Fail to Motivate Positive Reinforcement • Thorndike’s Law of Effect • Skinner’s Operant Conditioning Model • Contingent Consequences • Schedules of Reinforcement • Shaping Behavior with Positive Reinforcement

9. Bolstering the Job Performance Cycle with Feedback, Rewards, and Reinforcement Timely and instructive feedback • Results • Learning • Personal development • Stable, strong job performance Ability Effort Properly administered Rewards and Positive Reinforcement

10. Feedback Feedback:“Objective information about individual or collective performance.” Functions of Feedback:- Instructional - Motivational • Sources of Feedback • Task • Self • Others

11. Hands-on exercise (p 204) • Try this on your own • Does it match your perception of your desire for feedback. • How do you give feedback?

12. Notes on Feedback • Role of perception • Positive feedback more accurately perceived and recalled • Negative feedback can be perceived as a challenge • Care must be taken when giving negative feedback • Feedback and goal setting

13. 8-5 Nontraditional Feedback • Upward Feedback:Subordinates evaluate their manager’s style and performance. • 360-Degree Feedback:Specific (typically anonymous) feedback generated by one’s manager, peers, subordinates, and other key people.

14. 8-6 Skills and Best Practices: How to Make Sure Feedback Gets Results • Managers need to keep the following tips in mind when giving feedback: • Relate feedback to existing performance goalsand clear expectations. • Give specificfeedback tied to observable behavior or measurable results. • Channel feedback toward key result areas. • Give feedback as soon as possible. • Give positive feedback for improvement, not just final results. • Focus feedback on performance, not personalities. • Base feedback on accurate and credibleinformation.

15. Key Factors in Organizational Reward Systems • Organization’s Reward Norms • Profit maximization • Equity • Equality • Need • Types of Rewards • Financial/material(extrinsic) • Social (extrinsic) • Psychic (intrinsic) • Desired Outcomes • Attract • Motivate • Develop • Satisfy • Retain • Distribution Criteria • Results • Behavior • Other factors

16. A few words on pay for performance • Incentive pay • Piece rate • Research insights

17. 8-8 Why Rewards Often Fail to Motivate • Too much emphasis on monetary rewards • Rewards lack an “appreciation effect” • Extensive benefits become entitlements • Counterproductive behavior is rewarded • Too long a delay between performance and rewards • Too many one-size-fits-all rewards • Use of one-shot rewards with a short-lived motivational impact • Continued use of demotivating practicessuch as layoffs, across-the-boardraises and cuts, and excessive executive compensation

18. Contingent Consequences in Operant Conditioning Nature of Consequences Positive or Pleasing Negative or Displeasing Positive ReinforcementBehavioral outcome:Target behavior occursmore often. PunishmentBehavioral outcome:Target behavior occursless often. ContingentPresentation Punishment (Response Cost)Behavioral outcome:Target behavior occursless often. Negative ReinforcementBehavioral outcome:Target behavior occursmore often. Behavior-Consequence Relationship ContingentWithdrawal (no contingent consequence) ExtinctionBehavioral outcome:Target behavior occurs less often

19. 8-10 Table 8-1 Schedules of Reinforcement Schedule Description Continuous Reinforcer follows every response(CRF) Intermittent Reinforcer does not follow every response Fixed ratio (FR) A fixed number of responses must be emitted before reinforcement occurs. Variable ratio (VR) A varying or random number of responses must be emitted before reinforcement occurs. Fixed interval (FI) The first response after a specific period of time has elapsed is reinforced Variable interval (VI) The first response after varying or random periods of time have elapsed is reinforced.

20. 8-11 Skills and Best Practices: How to Effectively Shape Job Behavior • Accommodate the process of behavioral change. • Define new behavior patterns specifically. • Give individuals feedback on their performance. • Reinforce behavior as quickly as possible. • Use powerful reinforcement. • Use a continuous reinforcement schedule (for new behaviors) • Use a variable reinforcement schedule for maintenance • Reward teamwork -- not competition. • Make all rewards contingent on performance. • Never take good performance for granted.