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Organizational Behavior
5
core concepts
Motivation in Practice: How
to Bring Out the Best in
People
5-2
McGraw-Hill/Irwin
Organizational Behavior, Core Concepts
Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
• Explain how goals contribute to performance
management
• Describe how feedback can provide
information for improved performance
• Define types of rewards, and summarize their
relationship to performance
• Describe how the effects and consequences of
behaviors can influence future behaviors
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Improving Individual Job Performance:
A Continuous Process
Situational
Factors
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Performance
Improvement
Cycle
Desired
Outcomes
Figure 5-1
Motivation in Practice
• Performance management
– an organization-wide system for improving
performance by setting, monitoring, and
evaluating goals; providing feedback and
coaching; and rewarding employees on a
continuous basis
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Types of Goals
• Performance outcome goal
– what an individual is trying to accomplish
• Learning goal
– defines the particular skills, knowledge, and
abilities the employee will acquire
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Management by Objectives
• Management by objectives
– management system incorporating
participation in decision making, goal setting,
and feedback
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Goal Setting Process
Step 1: Set goals
Step 2: Promote goal commitment
Step 3: Provide support
and feedback
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Setting Goals
•
•
•
•
•
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Specific
Measurable
Attainable
Results-oriented
Time-bound
Feedback
• Feedback
– objective information about performance
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Functions of Feedback
• Instructional
– instructs employees by clarifying roles or
teaching new behavior
• Motivational
– serves or promises a reward
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Recipients of Feedback
• Characteristics of the recipient
• Perception of feedback
• Cognitive evaluation of feedback
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Characteristics of the recipient
• Employees with low self-esteem and low
self-efficacy tend not to actively seek
feedback
• Employees who are high in the need for
achievement respond more favorably to
feedback
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Nontraditional Feedback
• Upward feedback
– employees evaluate their boss
• 360-degree feedback
– comparison of anonymous feedback from
one’s superior, subordinates, and peers with
self-perceptions
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Organizational Reward Systems
• Extrinsic rewards
– financial, material, or social rewards from the
environment
• Intrinsic rewards
– self-granted, psychic rewards
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A General Model of Organizational
Reward Systems
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Figure 5-2
Building Blocks of Intrinsic Motivation
1.
2.
3.
4.
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Leading for meaningfulness
Leading for choice
Leading for competence
Leading for progress
Organizational Reward Systems
• Pay for Performance
– monetary incentives tied to one’s results or
accomplishments
– Also known as incentive pay or variable pay
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Organizational Reward Systems
• Team-based pay
– incentive compensation that rewards
individuals for teamwork, rewards teams for
collective results,
or both
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Positive Reinforcement
• Law of effect
– behavior with favorable consequences is
repeated; behavior with unfavorable
consequences disappears
• Respondent behavior
– Skinner’s term for unlearned stimulus –
response reflexes
• Operant behavior
– Skinner’s term for learned consequenceshaped behavior
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Contingent Consequences in
Operant Conditioning
Figure 5-3
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Contingent Consequences
• Positive reinforcement
– making behavior occur more often by
contingently presenting something positive
• Negative reinforcement
– making behavior occur more often by
contingently withdrawing something negative
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Contingent Consequences
• Punishment
– making behavior occur less often by
contingently presenting something negative
or withdrawing something positive
• Extinction
– making behavior occur less often by ignoring
or not reinforcing it
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Schedules of Reinforcement
• Continuous reinforcement
– reinforcing every instance of a behavior
• Intermittent reinforcement
– reinforcing some but not all instances of a
behavior
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Intermittent Reinforcement
1.
2.
3.
4.
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Fixed ratio
Variable ratio
Fixed interval
Variable interval
Schedules of Reinforcement
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Behavior Shaping
• Shaping
– reinforcing closer and closer approximations
to a target behavior
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