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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 4 Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2 REINFORCERS • The two kinds of reinforcement that increase behavior: • Positive reinforcement • Negative reinforcement Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 3 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. 4 CONTINGENCIES OF REINFORCEMENT Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 5 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. 6 SCHEDULES OF PARTIAL REINFORCEMENT Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 7 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. 8 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. 9 APPLIED BEHAVIOR MODIFICATION EXAMPLE Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 10 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. 11 THE MODELING PROCESS 1. Attention 2. Retention 3. Reproduction 4. Motivation Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 12 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. 13 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. 14 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. 15 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. 16 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. 17 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. 18 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. 19