MGT 375 Chapter 9

People search for reasons to reject critical feedback

Accuracy of measurement, credibility of source, fairness of system

Examples of flawed feedback

Attacking the person vs the behaviors Too vague No examples Not qualified by certain circumstances Poor description of why the behavior is undesirable

Ways to maximize benefits of extrinsic rewards

Base incentive determinations on objective performance data Have all employees participate in the development, implementation, and revision of the performance-pay formulas Encourage two way communication so problems with the pay for performance plan will be detected early Reward teamwork/cooperation whenever possible If annual cash bonuses are granted, pay them in a lump sum to maximize their motivational impact

Schedules of reinforcement

Continuous - every instance of target behavior is rewarded Intermittent reinforcement - involves reinforcement of some but not all instances of a target behavior

Nonperformance considerations

Customary or contractual, where the type of job, nature of work, equity, tenure, level in hierarcyhy and so forth are rewarded

Problems with extrinsic rewards

Extensive benefits become entitlements Counterproductive behavior is rewarded Too long a delay between performance and rewards Use of one shot rewards with a short lived motivational impact

Types of rewards

Extrinsic - come from the environment (financial, material, social) Intrinsic - One who derives pleasure from the task itself or experiences a sense of competence or self determination

Types of intermittent reinforcement

Fixed ratio - reinforcer does not follow every response. Fixed NUMBER OF RESPONSES must be emitted before reinforcement occurs Variable Ratio - A varying or random NUMBER OF RESPONSES must be emitted before reinforcement occurs Fixed interval - The first response after a specific PERIOD OF TIME has elapsed is reinforced Variable Interval - The first response after varying or random PERIODS OF TIME have elapsed is reinforced *variable schedules of reinforcement generally produce the strongest behavior and is most resistant to extinction

How to give constructive feedback

Focus on performance, not personalities Give specific feedback linked to goals Channel feedback toward key result areas for the org. Give feedback as soon as possible Give feedback to coach improvement, not just for results Base feedback on accurate and credible info Pair feedback with clear expectations for improvement

Two types of feedback

Instructional - clarify roles and teach new behavior Motivational - promises of rewards

Management by objectives

Management system that incorporates participation into decision making, goal setting and objective feedback. Central idea is to get employees to "own" a piece of collective effort

Intrinsic motivation

Meaningfullness - helps employees find their passion, are more productive when they see a connection between their work and the organization's vision Choice- tasks must be delegated and employees have control over how they do their work Competence - employees must have relevant skills Progress - monitoring, feedback, rewards

Performance Management components

Organization-wide system Goal setting Monitoring Evaluating Feedback Coaching Rewards

What feedback tends to be processed better?

People tend to process positive feedback better than negative feedback

3 reward distribution criteria

Performance : results Performance: behaviors Nonperformance considerations

Types of Goals

Performance outcome goal Learning Goal

Contingent consequences / 4 types of reinforcement

Positive reinforcement - positive outcomes follows a desirable behavior Negative reinforcement - unpleasant event is removed when desired behavior occurs Extinction - remove all reinforcement ( weakens behavior) Punishment - negative consequence follows an undesirable behavior

Managing the goal setting process (Step 2) - Promote Goal Commitment

Provide explanation why meeting goal is important. Explain connection between personal and organizational goals Goals should be under employees control and should have the resources to attain the goal. Reward goal accomplishment

Performance : Results

Tangible outcomes such as individual, group, or organization performance ; quality and quantity of performance

Shaping

The process of reinforcing closer and closer approximations to a target bahavior

Respondant behavior

Unlearned reflexes/stimulus responses connections (tearing up when peeling an onion)

Operant behavior

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

Thorndikes law of effect

behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

Operant conditioning

people learn to perform behaviors that lead to desired consequences People learn to avoid behaviors that result in negative consequences

Managing the goal setting process (Step 1) - Set Goals

specific, measurable, attainable, results oriented, time

Learning goal

strives to improve creativity and develop skills

Performance outcome goal

targets a specific end result. Can distract attention from learning. Employees who lack necessary skills are frustrated with performance outcome goals

Performance : behaviors

teamwork, cooperation, risk taking, creativity