Download Chapter 8: Motivation: Learning and Rewards

CHAPTER 8:
MOTIVATION:
LEARNING AND
REWARDS
REINFORCEMENT THEORY
• Based on the law of effect
• Past actions leading to positive outcomes tend to
be repeated,
• whereas past actions that led to negative
outcomes will diminish.
• Led to the development of operant conditioning
• https://www.youtube.com/watch?v=qy_mIEnnlF
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Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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REINFORCERS
• The two kinds of reinforcement that
increase behavior:
• Positive reinforcement
• Negative reinforcement
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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PUNISHMENT
The presentation of an adverse event
causes a decrease in the behavior it
follows; there are two kinds of
punishment:
1. Punishment by application
2. Punishment by removal (also called
extinction)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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CONTINGENCIES OF REINFORCEMENT
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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SCHEDULES OF REINFORCEMENT
• Continuous - reward every response
• Not seen often in organizations
• Useful during the learning process (training)
• Partial reinforcement - reward on a more
random basis
• Based on time (interval) or the number of
times the response is given (ratio)
• Fixed or variable (random)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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SCHEDULES OF PARTIAL
REINFORCEMENT
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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ORGANIZATIONAL BEHAVIOR
MODIFICATION (OB MOD)
• Used to increase performance and reduce
absenteeism
• Meta-analysis found that OB Mod
increased task performance by 17%
• However, results of interventions using OB
Mod were stronger in manufacturing than
service organizations
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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ABC ANALYSIS
• Antecedents: What is causing the behavior?
• Behavior: What is the current behavior?
What is the desired behavior?
• Consequences: What is currently
reinforcing the behavior? What needs to be
changed?
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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APPLIED BEHAVIOR MODIFICATION EXAMPLE
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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SOCIAL LEARNING THEORY
• Extends operant conditioning
• People can learn from watching other
people succeed or fail.
• Known as observational learning (or
modeling)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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THE MODELING PROCESS
1. Attention
2. Retention
3. Reproduction
4. Motivation
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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INTRINSIC VS. EXTRINSIC
REWARDS
• Intrinsic motivation
• Gain satisfaction from the task itself
• Extrinsic motivation
• Performance  outcome expectancies
• Satisfaction comes from the extrinsic
reward (e.g., money)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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RELATIONSHIP BETWEEN INTRINSIC
AND EXTRINSIC REWARDS
• Extrinsics in service of intrinsics
• Motivation–work cycle match
• https://www.youtube.com/watch?v=h86
g-XgUCA8
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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WHAT MONEY CAN AND
CANNOT DO
• Hospital study: pay level practices and pay
structures combined to affect:
• Resource efficiency, patient care outcomes,
and financial performance
• On the other hand, tying pay directly to
performance can have dysfunctional or
even unethical consequences.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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PAY DISPERSION
• When employees receive different levels of
rewards for individual efforts
• Can cause jealously among employees
and/or harm team performance
• If pay dispersion creates pay inequity
due to discrimination, it may result in
litigation under the Equal Pay Act.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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PROBLEMS WITH
PERFORMANCE REVIEWS
• Perceptions of bias in the process
• Fear of punishment
• Time consumed by the process
• Employees don’t like negative feedback.
• Employees may tune out the boss once the
rating is known.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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THE SOLUTION
• Reward for the results AND the
behaviors
• This way, desired results are
achieved, and the proper behaviors
occur
• Reduces potential unethical or
harmful behavior
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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LEADERSHIP IMPLICATIONS
• Leaders motivate followers with
• Frequent feedback– and encourage feedbackseeking
• Proper rewards – link rewards to behavior
(operant conditioning)
• Implementing a fair and rewarding
compensation system – learn about the
organizations reward system and how it
works to maximize the benefits from using it
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.
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