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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Feedback
Feedback: “Objective information about individual or collective performance.”
Functions of Feedback: Instructional Motivational
Sources of Feedback
Task
Self
Others

11. 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?

12. 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

13. 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.

14. 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.

15. 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

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

17. 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

18. 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

19. 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.

20. 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.