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

2. 6-2 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 Motivation: Motivation: Psychological processes that cause the arousal direction, and persistence of voluntary actions that are goal directed. Motivation Defined

3. A Job Performance Model of Motivation 6-3a Figure 6-1a Ability, Job knowledge Dispositions & Traits Emotions, Moods, &Affect Beliefs & Values Individual Inputs Physical Environment Task Design Rewards & Reinforcement Supervisory Support & Coaching Social Norms Organizational Culture Job Context Arousal Attention Intensity & & Direction Persistence Motivational Processes Motivated Behaviors Skills Enable, Limit

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

5. 7-6 Expectancy: Expectancy: Belief that effort leads to a specific level of performance Instrumentality: Instrumentality: A performance  outcome perception. Valence: Valence: The Value of a reward or outcome Vroom’s Expectancy Theory Concepts

6. 7-8 Goal: Goal: What an individual is trying to accomplish. Encouraging the development of goal- attainment strategies or action plans Increasing one’s persistence Regulating one’s effort Directing one’s attention Goals motivate the individual by... Task performance Goals

7. 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

8. 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 Chapter Eight Outline (continued)

9. Results Learning Personal development Stable, strong job performance Properly administered Rewards and Positive Reinforcement Timely and instructive feedback EffortAbility Bolstering the Job Performance Cycle with Feedback, Rewards, and Reinforcement

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

11. Hands-on exercise (p 206) Try this on your own Does it match your perception of your desire for feedback. How do you give feedback?

12.  Upward Feedback:  Upward Feedback: Subordinates evaluate their manager’s style and performance.  360-Degree Feedback:  360-Degree Feedback: Specific (typically anonymous) feedback generated by one’s manager, peers, subordinates, and other key people. 8-5 Nontraditional Feedback

13. Managers need to keep the following tips in mind when giving feedback: goals expectations. Relate feedback to existing performance goals and clear expectations. specific Give specific feedback tied to observable behavior or measurable results. key result areas. Channel feedback toward key result areas. soon Give feedback as soon as possible. improvement, Give positive feedback for improvement, not just final results. performance, Focus feedback on performance, not personalities. accuratecredible Base feedback on accurate and credible information. 8-6 Skills and Best Practices: How to Make Sure Feedback Gets Results

14. 8-7 Figure 8-2 Organization’s Reward Norms Profit maximization Equity Equality Need Distribution Criteria Results Behavior Other factors Types of Rewards Financial/material (extrinsic) Social (extrinsic) Psychic (intrinsic) Desired Outcomes Attract Motivate Develop Satisfy Retain Key Factors in Organizational Reward Systems

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

16. 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 8-8 Why Rewards Often Fail to Motivate

17. 8-9 Figure 8-3 Punishment Behavioral outcome: Target behavior occurs less often. Negative Reinforcement Behavioral outcome: Target behavior occurs more often. Punishment (Response Cost) Behavioral outcome: Target behavior occurs less often. Positive Reinforcement Behavioral outcome: Target behavior occurs more often. (no contingent consequence) Extinction Behavioral outcome: Target behavior occurs less often Contingent Withdrawal Contingent Presentation Positive or Pleasing Negative or Displeasing Nature of Consequences Behavior-Consequence Relationship Contingent Consequences in Operant Conditioning

18. ScheduleDescription Continuous (CRF) ContinuousReinforcer follows every response (CRF) Intermittent IntermittentReinforcer 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. 8-10 Table 8-1 Schedules of Reinforcement

19. 8-11  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. Skills and Best Practices: How to Effectively Shape Job Behavior Re: Am I Invisible (will be discussed Thursday) What was Kerry’s evaluation of Lesley an example of? What was he rewarding? Re: Am I Invisible (will be discussed Thursday) What was Kerry’s evaluation of Lesley an example of? What was he rewarding?

20. Exercises/Discussions Re: Am I Invisible What was Kerry’s evaluation of Lesley an example of? What was he rewarding? Re: Back to the drawing board? What new concepts are illustrated? What concepts or topics covered do these relate to? Frankie What concepts from previous chapters help explain and are illustrated by the story? What would you do if you were Ernest?

21. Exercises What is being rewarded? How? Re: Rite of Passage Re: Sunrise Service Re: Who could have known? Re: Made to measure Re: Spend it and burn it