1. Motivation Through Consequences
MSCR 620
Motivation Through Consequences

2. Motivation Through Consequences (MTC)
MSCR 620
Motivation Through Consequences (MTC)
“Praise makes good men better and bad men worse” (Thomas Fuller, n.d.).
MTC is based on the power sources: reward and coercive.

3. MSCR 620
MTC deals with how a leader may use a system of rewards and punishments to help motivate followers to accomplish organizational objectives.
Key – you as the leader are managing the consequences of past behavior.
The question is always did the consequence influence the subsequent behavior?

4. MSCR 620
Objectives of motivation:
To energize
To direct
To sustain

5. MSCR 620
By reexamining the way leaders reward and punish, by recognizing how much followers rely upon their leader’s guidance, and by capitalizing upon the powerful influences of observational learning and self-regulation, leaders can steer employees’ behavior toward organizational goals. (IACP LPO Program, 2009, p. 116)

6. MSCR 620
You have probably received a pat on the back for a job well done.
You have probably been reprimanded for a not so well done job.
What happened to your attitude in each instance?

7. MSCR 620
A leader has the ability to influence followers by managing the consequences of his or her followers’ past performances.
Law of Effect: Thorndike (1905) offered that when behavior in a situation is followed by satisfaction, the satisfaction will become associated with the behavior. When the situation recurs, the behavior is likely to recur.

8. MSCR 620 Law of Effect (cont):
Thorndike (1905) also offered that when behavior in a situation is followed by discomfort, the discomfort will become associated with the behavior. When the situation recurs, the behavior initially demonstrated that led to the discomfort is likely to not be repeated.
Did you ever eat something and then get sick? Did you want to eat that something again?

9. MSCR 620
“The Law of Effect tells us about the likelihood and frequency of a behavior recurring” (p. 117).
“For the leader, operant conditioning involves changing the probability that a particular response will occur by adjusting environmental variables with that response” (p. 118).
What are the components of operant conditioning?

10. MSCR 620 Operant conditioning components:
The discriminative stimulus (input)
The stimulus is what causes a response.
The operant response/behavior (output)
The response is the voluntary reaction to the stimulus. The response is caused by what an individual associates with the input (stimulus).
The consequence
The consequence is what the individual receives from his or her response.

11. MSCR 620 Consequences and Contingencies:
It is clear that an individual’s response and the associated consequences of the response is an important consideration when predicting behavior and performance.
“When a consequence follows a response with some degree of regularity, the consequence can be said to be contingent upon the response” (p. 119). This is known as behavioral contingency.

12. MSCR 620 Consequences and Contingencies (cont.):
In operant conditioning, the consequences are functionally defined (i.e., positive reinforcer, negative reinforcer, aversive reinforcer, and extinction).
These lead to observational learning and self-regulation.

13. MSCR 620 Positive and Negative Reinforcement Punishments Extinction
Observational Learning
Self-Regulation

14. MSCR 620
A Positive Reinforcer: Is something that when added to the situation will increase the likelihood of a positive response. “The leader must be careful to select a positive reinforcer that has, in the past, increased the likelihood of the recipient’s responding” (p. 119).

15. MSCR 620
A Negative Reinforcer: Is something that if removed from the situation increases the likelihood of a positive response. The individual who receives a negative reinforcer increases performance either to avoid or to escape an unpleasant situation.

16. MSCR 620
Extinction: The effect of no consequence (ignoring) is similar to that of an aversive consequence because it decreases the response probability. If there is no payoff, good or bad, individual’s are less inclined to continue the behavior.

17. MSCR 620 Schedules of Reinforcement:
Continuous Reinforcement Schedule:
Using this schedule increases behavior rapidly; however, when the reinforcement is removed, performance decreases rapidly.
Partial Reinforcement Schedule:
A reinforcer is not used after every correct response. Partial reinforcement has shown to be more resistant to extinction.

18. MSCR 620 Regulation of Behavior:
External consequences that follow an action exert a powerful influence on subsequent behavior.
Observing the consequences of another’s actions can have as much of an influence on our own behavior as a directly experienced outcome.
When we observe the consequences of others’ actions, we may form expectations that certain consequences follow certain actions. This is known as observational learning.

19. MSCR 620 Regulation of Behavior:
Self-regulation: Involves the measurement of behavior against certain internal standards and the administration of internally imposed consequences.
People will regulate themselves based on the consequences of their or others’ actions.

20. MSCR 620 A Reinforcement-Oriented Approach to Motivation:
A reinforcement-oriented approach to motivation is generally preferable in most leadership situations.
Hammer and Associates suggest a four-stage approach:
The leader conducts an audit of present individual performance.
The leader specifies goals.
The follower, as measured against the goals, maintains a record of personal performance.
The leader reviews the follower-kept performance record and provides positive reinforcement when appropriate.

21. MSCR 620 A Reinforcement-Oriented Approach to Motivation:
A reinforcement-oriented approach to motivation is generally preferable in most leadership situations.
Hammer and Associates suggest a four-stage approach:
The leader conducts an audit of present individual performance.
The leader specifies goals.
The follower, as measured against the goals, maintains a record of personal performance.
The leader reviews the follower-kept performance record and provides positive reinforcement when appropriate.

22. The Leader provides rewards, to INCREASE behavior.
MSCR 620
Positive Reinforcement –
The Leader provides rewards, to INCREASE behavior.
EXAMPLES?

23. MSCR 620 Negative Reinforcement –
High performance to avoid scorn or disapproval
Follower being nagged to get work done follower performs to stop the nagging.
Examples? (

24. Seeks to DECREASE an undesirable behavior.
MSCR 620
Punishment –
Seeks to DECREASE an undesirable behavior. ( (

25. MSCR 620 The Leader Strategies Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
Observational Learning
Self-Regulation

26. MSCR 620 The most basic form of supervision
Motivation Through Consequences:
The most basic form of supervision
LOTS of room for “artful” leadership!
How does “MTC” relate to Equity?
Expectancy?
Instrumentality?
Valence?