Ch. 8 Feedback, Rewards, Positive Reinforcement
Feedback
Information about an individual or collective performance shared with those in a position to improve their situation
4 Basic Approaches to Allocating Organizational Rewards
(think of example with $500 tip on 5 workers that work on your house) 1. Profit Maximization - keeping it all to yourself 2. Reward Equity - Determining the fairness on how all 5 workers worked (i.e., $150 to people working harder, $100 to others) 3. Reward Equality - $100/person 4. Member Need - Give one guy more for personal reason (i.e., car broke down so everyone has to take turns driving him to work)
2 Functions of Feedback
1) Instructional - insight into better ways to perform a task 2) Motivational - information that builds your self-efficacy
Skinner's Two Types of Behaviors
1) Respondent - unlearned reflexes, stimulus-response 2) Operant - Behavior that is learned when one "operates on" the environment to produce desired consequences
Two Types of Feedback
1) Upward - traditional approach; having lower-level employees provide feedback on a manager's style and performance; generally anonymous 2) 360-degree Feedback - feedback about a person's behavior is collected from multiple perspectives
Two Types of Reinforcement
1. Continuous - every instance of a target behavior is reinforced; used to SHAPE behavior 2. Intermittent - involves reinforcement of some but not all instances of a target behavior; used to maintain behavior over time *Intermittent reinforcement consists of fixed ratio, variable ratio (slot machines), fixed interval (paid every 30 days), and variable interval (paid on average every 30 days)
Two Types of Rewards
1. Extrinsic - financial, material, and social rewards 2. Intrinsic - psychic rewards (self-granted)
3 Sources of Feedback
1. Others - peers, supervisors, etc 2. Task 3. Self
4 Ways Contingent Consequences Control Behavior
1. Positive Reinforcement - strengthening a behavior by contingently presenting something pleasing (given, positive) 2. Negative Reinforcement - strengthens a desired behavior by contingently withdrawing something displeasing (i.e., sargeant that stops screaming) (taken away, negative) ~example: teacher stands in front of class that isn't talking (negative situation) and doesn't say anything until someone says something 3. Punishment - process of weakening behavior through either the contingent presentation of something displeasing or the withdrawal of something positive (give negative) 4. Extinction - weakening a behavior by ignoring it or making sure it is not reinforced (take away positive)
4 Steps in the Performance Management Cycle
1. Setting accountabilities (i.e, syllabus) 2. Developmental review (How am I doing in the class?) 3. Performance review (midterm/final) 4. Rewards (grades)
3 Components in Reward Systems
1. Type - i.e., financial, social, psychic 2. Desired Outcomes - attract, motivate, develop, etc. 3. Distribution Criteria - results, behavior, other factors
Performance Management
An organization-wide system where managers integrate the activities of goal setting, monitoring and evaluating; providing feedback, coaching and rewarding employees continuously
Thorndike's Law of Effect
Behavior with favorable consequences tend to be repeated whereas behavior with unfavorable consequences tend to disappear
Total Rewards
Encompass not only compensation (i.e., base pay, merit pay) and benefits (i.e., PTO), but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance
Pay for Performance
Monetary incentives linking at least some portion of the paycheck directly to results or accomplishments --> gives employees an incentive for working harder
Shaping
Process of reinforcing closer and closer approximations to a target behavior
Operant Conditioning
The "shaping" of behavior by using administration or withdrawal of a response/consequence (that is positive or negative)
