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

2. After reading the material in this chapter, you should be able to:
LO8.1 Specify the two basic functions of
feedback and three sources of feedback.
LO8.2 Define upward feedback and 360-
degree feedback, and summarize the
general tips for giving good feedback.
LO8.3 Distinguish between extrinsic and
intrinsic rewards, and give a job-related
example of each

3. After reading the material in this chapter, you should be able to:
LO8.4 Summarize the research lessons about pay for performance, and explain why rewards often fail to motivate employees. LO8.5 State Thorndike’s “law of effect” and explain Skinner’s distinction between respondent and operant behavior. LO8.6 Demonstrate your knowledge of positive reinforcement, negative reinforcement, punishment, and extinction and explain behavior shaping

4. Improving Individual Job Performance

5. Popularity of Nontraditional Feedback
Traditional performance appraisal systems have created widespread dissatisfaction.
Team-based organization structures are replacing traditional hierarchies.
Multiple-rater systems are said to make feedback more valid than single-source feedback.

6. Popularity of Nontraditional Feedback
Advanced computer network technology greatly facilitates multiple-rater systems.
Bottom-up feedback meshes nicely with the trend toward participative management and employee empowerment.
Co-workers and lower-level employees are said to know more about a manager’s strengths and limitations.

7. Nontraditional Feedback
Upward feedback
lower-level employees provide feedback on a manager’s style and performance
360-Degree feedback
Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers

8. Feedback Do’s and Don’ts
Do not:
Use feedback is used to punish, embarrass, or put down employees.
Provide feedback that is irrelevant to the person’s work.
Provide feedback that is too late to do any good.

9. Feedback Do’s and Don’ts
Provide feedback about something that is beyond the individual’s control.
Provide feedback that is overly complex or difficult to understand.

10. Feedback Do’s and Don’ts
Keep feedback relevant by relating it to existing goals.
Deliver feedback as soon as possible to the time the behavior was displayed.
Provide specific and descriptive feedback.

11. Feedback Do’s and Don’ts
Focus the feedback on things employees can control.
Be honest, developmental, and constructive.
Facilitate two-way communication—give the other person the opportunity to clarify and respond

12. Key Factors in Organizational Reward Systems

13. Why Rewards 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

14. Why Rewards Fail to Motivate
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

15. Contingent Consequences in Operant Conditioning
Figure 8-3