MNO-CH 9

functions of feedback

1. instructional-when it clarifies roles or teaches new behavior 2. motivational-serves as a reward or promises a reward the more specific, the better

implications of feedback

average and below average performers need extrinsic rewards for performance and high performers need feedback to enhance their feelings of competence and personal control too infrequent in organizations must be tailored to individual

law of effect

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

scheduling of reinforcement

can be more influential on behavior than magnitude of reinforcement

one's openness to feedback

depends on personality eg self esteem and self efficacy (the lower they are the less actively the person seeks feedback) high needs and goals relates to higher desire for feedback high self monitors open to feedback because it helps them adapt to their environments

line of sight

employees know organization's strategic goals and how they need to contribute

variable ratio and interval

produce strongest behavior that is most resistant to extinction

10 practical tips for shaping job behavior

1. accommodate process of behavioral change 2. define new behavior patterns specifically 3. give individuals feedback on their performance 4. reinforce behavior ASAP 5. use powerful reinforcement 6. use a continuous reinforcement schedule 7. use a variable reinforcement schedule for maintenance 8. reward teamwork-not competition 9. make all rewards contingent on performance 10. never take good performance for granted

three general criteria for distribution of rewards

1. performance: results- tangible outcomes like individual, group, or organization performance; quantity and quality of performance 2. performance: actions and behaviors- teamwork, cooperation, risk taking, creativity 3. nonperformance considerations- customary or contractual, where type of job, nature of work, equity, tenure, level in hierarchy rewarded trends include more performance oriented and mixing reward distribution criteria

why extrinsic rewards often fail

1. too much emphasis on monetary rewards 2. rewards lack appreciation effect 3. extensive benefits become entitlements 4. counterproductive behavior rewarded 5. too long a delay between performance and rewards 6. too many one size fits all rewards 7. use of one shot rewards with a short lived motivational impact 8. continued use of demotivating practices such as layoffs, across the board raises and cuts, and excessive executive compensation

continuous reinforcement

CRF reinforcing every instance of a behavior

leading for choice

by empowering employees and delegating meaningful assignments and tasks must learn new skills to advance

leading for meaningfulness

by inspiring employees and modeling desired behaviors employees more engaged and productive when they see connection between their work and the organization's vision. it creates a sense of purpose

360 degree feedback

comparison of anonymous feedback from one's superior, subordinates, and peers with self-perceptions they can compare their own perceived performance with others performance if outsiders involved called a full circle feedback

research insights

computer based performance feedback leads to greater improvements in performance when received directly from computer (not manager) feedback perceived more accurate when they participate in feedback session destructive criticism tends to cause conflict and reduce motivation higher you are in organization, less likely to receive quality feedback

objective feedback

concrete evidence such as units sold, days absent, dollars, saved, projects,completed, customers satisfied, and quality rejects to work, managers must understand interaction between feedback recipients and their environment

punishment

contingent presentation negative or displeasing behavioral outcome: target behavior occurs less often making behavior occur less often by contingently presenting something negative or withdrawing something positive

positive reinforcement

contingent presentation positive or pleasing behavioral outcome: target behavior occurs more often making behavior occur more often by contingently presenting something positive verbal recognition ranked number one

negative reinforcement

contingent withdrawal negative or displeasing behavioral outcome: target behavior occurs more often making behavior occur more often by contingently withdrawing something negative ex: covering ears from loud noise

punishment (response cost)

contingent withdrawal positive or pleasing behavioral outcome: target behavior occurs less often having to pay out of pocket for shortage in cash register

performance management

continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement

contingent consequences

control behavior in four ways: positive reinforcement negative reinforcement punishment extinction

sign of feedback

either negative or positive perceive and recall positive feedback more accurately than negative feedback but negative feedback can have a positive motivational impact self efficacy can be damaged by negative feedback

learning goal

encourages learning, creativity, and skill development

evaluation of feedback

evaluate factors such as its accuracy, credibility of source, fairness of system (performance appraisal system), their performance-reward expectancies and reasonableness of standards personal experience largely dictates how these factors weighed

extrinsic rewards

financial, material, or social rewards from the environment

how to give feedback

focus on performance, not personalities give specific feedback linked to learning goals and performance outcome goals channel feedback toward key result areas for organization give feedback ASAP to coach improvement not just final results base on accurate and credible information pair feedback with clear expectations for improvement

Kenneth Thomas's model of intrinsic motivation

job design concept of empowerment cognitive evaluation theory (people must satisfy their needs for autonomy and competence when completing a task for ti to be intrinsically motivating)

operant behavior

learned, consequence shaped behavior learned when one operates on environment

management by objectives

management system incorporating participation into decision making, goal setting, and feedback

building blocks of intrinsic rewards

meaningfulness, choice, competence, and progress

pay for performance

monetary incentives tied to one's results or accomplishments incentive pay variable pay to give employees an incentive for working harder or smarter something extra, above and beyond basic pay traditional piece rate plan-paid a specified amount for each unit of work sales commissions often falls short of increased job performance (sometimes negative affect)-only quantity and not quality

leading for progress

monitoring and rewarding others

extinction

no contingent consequence behavioral outcome: target behavior occurs less often ignoring it to ensure it is not reinforced

subjective feedback

not quantitative things like you're doing a poor job, you're lazy, we really appreciate everyone's hard work easily contaminated by situational factors

feedback

objective information about performance not automatically effective not everyone really wants the feedback they seek must foster high effort--->performance expectations and performance--->reward linkages to motivate

shaping

reinforcing closer and closer approximations to a target behavior

intermittent reinforcement

reinforcing some but not all instances of a behavior four subcategories: Ratios: contingent on number of responses 1. fixed ratio-piece rate pay; bonuses tied to sale of a fixed number of units 2. variable ratio-slot machines that pay off after variable number of lever pulls, lotteries that pay off after purchase of variable number of tickets Intervals: tied to passage of time 3. fixed interval- hourly pay, annual salary paid on regular basis 4. variable interval- random supervisory praise and pats on the back for employees who have been doing a good job

intrinsic rewards

self-granted psychic rewards

outcomes of good reward system

should attract talented people and motivate and satisfy them once they have joined foster personal growth and development keep talented people from leaving

leading for competence

supporting and coaching employees must make sure employees have knowledge needed to successfully perform their jobs deficiencies handled through training/mentoring positive feedback, sincere recognition, assignment of challenging task to fuel employees' intrinsic motivation

performance outcome goal

targets a specific end result

incentive compensation

there is no one size fits all approach

respondent behavior

unlearned stimulus-responsive reflexes shedding tears while cutting an onion withdrawing hand from hot oven

fixed interval

weakest reinforcement

job performance

won't thrive without support system people with requisite abilities, skills, and job knowledge need to be hired training required to correct any job knowledge shortfalls