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

Motivation Defined Implications Associated with This Definition 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

A Job Performance Model of Motivation 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

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

Vroom’s Expectancy Theory Concepts 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

attainment strategies 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

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

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

Timely and instructive Properly administered Positive Reinforcement 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

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

Nontraditional Feedback 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.

Skills and Best Practices: How to Make Sure Feedback Gets Results 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) Desired Outcomes Attract Motivate Develop Satisfy Retain Distribution Criteria Results Behavior Other factors

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

Why Rewards Often Fail to Motivate 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 Nature of Consequences Positive or Pleasing Negative or Displeasing Positive Reinforcement Behavioral outcome: Target behavior occurs more often. Punishment Behavioral outcome: Target behavior occurs less often. Contingent Presentation Punishment (Response Cost) Behavioral outcome: Target behavior occurs less often. Negative Reinforcement Behavioral outcome: Target behavior occurs more often. Behavior-Consequence Relationship Contingent Withdrawal (no contingent consequence) Extinction Behavioral outcome: Target behavior occurs less often

Schedules of Reinforcement 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.

Skills and Best Practices: How to Effectively Shape Job Behavior 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.