Download BA 361 lecture ch8

Chapter Eight
Improving Performance with
Feedback, Rewards, and
Positive Reinforcement
6-2
Motivation Defined
Motivation: Psychological processes that cause the arousal
direction, 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
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
&
Direction
Intensity
&
Persistence
Job Context
Physical Environment
Task Design
Rewards & Reinforcement
Supervisory Support &
Coaching
Social Norms
Organizational Culture
Enable, Limit
Motivated
Behaviors
7-2a
Figure 7-1a
Negative and Positive Inequity
A. An Equitable Situation
Other
Self
$2
= $2 per hour
1 hour
$4
= $2 per hour
2 hours
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
7-8
Goals
Goal: What an individual is trying to accomplish.
Directing
one’s attention
Goals
motivate the
individual
by...
Regulating
one’s effort
Increasing
one’s persistence
Encouraging the
development of goalattainment strategies
or action plans
Task
performance
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 360Degree Feedback?
Organizational Reward Systems
•Types of Rewards
•Organizational Reward Norms
•Distribution Criteria
•Desired Outcomes
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
Bolstering the Job Performance Cycle with
Feedback, Rewards, and Reinforcement
Timely and
instructive
feedback
Ability
Effort
Results
• Learning
• Personal development
• Stable, strong job
performance
Properly
administered
Rewards and
Positive Reinforcement
Feedback
Feedback: “Objective information about individual or
collective performance.”
Functions of Feedback:
- Instructional
- Motivational
Sources of Feedback
-Task
-Self
- Others
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?
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
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.
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 goals and clear
expectations.
Give specific feedback 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 credible information.
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)
Distribution Criteria
• Results
• Behavior
• Other factors
Desired Outcomes
• Attract
• Motivate
• Develop
• Satisfy
• Retain
A few words on pay for
performance



Incentive pay
Piece rate
Research insights
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 practices
such as layoffs, across-the-board
raises and cuts, and excessive
executive compensation
Contingent Consequences in Operant Conditioning
Behavior-Consequence Relationship
Nature of Consequences
Positive or Pleasing
Positive Reinforcement
Contingent
Presentation
Contingent
Withdrawal
Behavioral outcome:
Negative or Displeasing
Punishment
Behavioral outcome:
Target behavior occurs
more often.
Target behavior occurs
less often.
Punishment
(Response Cost)
Negative Reinforcement
Behavioral outcome:
Target behavior occurs
less often.
Behavioral outcome:
Target behavior occurs
more often.
(no contingent consequence)
Extinction
Behavioral outcome:
Target behavior occurs less often
8-10
Table 8-1
Schedules of Reinforcement
Schedule
Continuous
(CRF)
Intermittent
Fixed ratio (FR)
Variable ratio (VR)
Fixed interval (FI)
Variable interval (VI)
Description
Reinforcer follows every response
Reinforcer does not follow every response
A fixed number of responses must be
emitted before reinforcement occurs.
A varying or random number of responses
must be emitted before reinforcement
occurs.
The first response after a specific period of
time has elapsed is reinforced
The first response after varying or random
periods of time have elapsed is reinforced.
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.