MGT 291 CH 8

Two Functions of FeedBack

1) Instructional: clarifies roles or teaches new behaviors 2)Motivational: serves as a reward or promise of a reward Feedback enhances the effect of specific, difficult goals

Feedback Do's

1. Keep feedback relevant by relating it to existing goals. 2. Deliver feedback as soon as possible to the time the behavior was displayed. 3. Provide specific and descriptive feedback. For example, it is better to say, "Gupta, your report had 10 spelling errors and was submitted two days late," than to say "Gupta, your work was terrible." 4. Focus the feedback on things employees can control. 5. Be honest, developmental, and constructive. Remember, people like to succeed at work and negative information can be deflating. 6. Facilitate two-way communication—give the other person the opportunity to clarify and respond

Feedback Don'ts

1. Use feedback to punish, embarrass, or put down employees. 2. Provide feedback that is irrelevant to the person's work. 3. Provide feedback that is too late to do any good. 4. Provide feedback about something that is beyond the individual's control. 5. Provide feedback that is overly complex or difficult to understand

Fixed Ratio

A fixed number of responses must be emitted before reinforcement occurs Tends to produce a high rate of response, which is vigorous and steady.

Variable Ratio

A varying or random number of responses must be emitted before reinforcement occurs. Capable of producing a high rate of response, which is vigorous, steady, and resistant to extinction.

Thorndike's Law of Effect

Behavior with favorable consequences tends to be repeated; behavior with unfavorable consequences tends to disappear

Types of Rewards

Extrinsic rewards financial, material, or social rewards from the environment Intrinsic rewards self-granted, psychic rewards

4 subcategories of Intermittent schedules

Fixed Ratio Fixed interval Variable Ratio Variable Interval

360-Degree feedback

Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers

Distribution Criteria

Performance: results tangible outcomes Performance: actions and behaviors teamwork, cooperation, risk-taking Non-performance considerations Customary or contractual, where the type of job, nature of the work, equity, tenure, level in hierarchy, etc., are rewarded

Sandwich Delivery of FeedBack

Positive Negative Positive Begin and end with the positives

Feedback to Increase/decrease:

Production Effort Persistence Resistance

Skinner's Behaviors

Respondent behavior Operant behavior

Traditional Feedback

Scheduled audit report with supervisor Performance appraisal Not popular

Respondent Behavior

Skinner's term for unlearned reflexes or stimulus-response connections (describe a very small proportion of adult human behavior, such as shedding tears while peeling onions and reflexively withdrawing one's hand from a hot stove.)

New forms of Feedback

Team-based organization structures are replacing traditional hierarchies. Multiple-rater systems are said to make feedback more valid than single-source 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.

Fixed Interval

The first response after a specific period of time has elapsed is reinforced. Produces an uneven response pattern varying from a very slow, unenergetic response immediately following reinforcement to a very fast, vigorous response immediately preceding reinforcement.

Variable Interval

The first response after varying or random periods of time have elapsed is reinforced Tends to produce a high rate of response, which is vigorous, steady, and resistant to extinction.

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

Extinction

Weakening a behavior by ignoring it or making sure it is not reinforced Getting rid of a former boyfriend or girlfriend by refusing to return their phone calls or unfriending them on Facebook are extinction strategies.

Negative Reinforcement

also strengthens a desired behavior by contingently withdrawing something displeasing. For example, an army sergeant who stops yelling when a recruit jumps out of bed has negatively reinforced that particular behavior.

Operant Behavior

behavior that is learned when one "operates on" the environment to produce desired consequences.

Total Rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance • Compensation—base pay, merit pay, incentives, promotions, and pay increases • Benefits—health and welfare, paid time off, and retirement • Personal growth—training, career development, and performance management

4 Contingent consequences

if-then linkage between the target behavior and the consequence. 1)positive reinforcement, 2)negative reinforcement, 3)punishment 4)extinction

Upward feedback

lower-level employees provide feedback on a manager's style and performance

Pay for performance

monetary incentives linking at least some portion of the paycheck directly to results or accomplishments can have positive to mixed results based on employee output

Feedback

people respond to positive feedback more than negative. People generally want to focus on positives more than negatives.

Shaping

reinforcing closer and closer approximations to a target behavior works very well with people, especially in training and quality programs involving continuous improvement. Praise, recognition, and instructive and credible feedback cost managers little more than moments of their time

Continuous reinforcement

reinforcing every instance of a target behavior Steady high rate of performance, may lead to early satiation, Behavior (undergoes extinction) when reinforcers are withheld, Appropriate for newly emitted, unstable, or low-frequency responses.

Intermittent reinforcement

reinforcing some but not all instances of a target behavior Capable of producing high frequencies of responding. Low frequency of reinforcement precludes early satiation. Appropriate for stable or highfrequency responses.

Positive Reinforcement

the process of strengthening a behavior by contingently presenting something pleasing. (Importantly, a behavior is strengthened when it increases in frequency and weakened when it decreases in frequency.)

Punishment

the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive

Best Practices for Recognition and Rewards

• Consistency. Program objectives are measurable, attainable, and aligned with the company's core values. Recognition opportunities and processes are consistent and fair across the organization. • Control. The organization knows who was recognized, why they were recognized, and how much they earned. A systematic tracking and reporting system is in place. • Communication. Expectations are clear, and employees receive timely, personal feedback and reinforcement. Managers understand why and how to recognize. • Choice. Employees receive meaningful recognition and awards that they want, plus flexibility to satisfy near-term desires or invest in long-term goals. • Commitment. Management "walks the talk" by making employee reward and recognition a priority, and by providing adequate funding.