© 2012 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Improving Performance

withFeedback,

Rewards, andPositive

Reinforcement

Chapter Eight

8-2

After reading the material in this chapter, you should be able to:

LO8.1 Specify the two basic functions of feedback and three sources of feedback.LO8.2 Define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback.LO8.3 Distinguish between extrinsic and intrinsic rewards, and give a job-related example of each

8-3

After reading the material in this chapter, you should be able to:

LO8.4 Summarize the research lessons about pay for performance, and explain why rewards

often fail to motivate employees.LO8.5 State Thorndike’s “law of effect” and explain

Skinner’s distinction between respondent and operant behavior.

LO8.6 Demonstrate your knowledge of positive reinforcement, negative reinforcement, punishment, and extinction and explain behavior shaping

8-4

Improving Individual Job Performance

8-5

Providing Effective Feedback

Feedback information about

individual or collective performance shared with those in a position to improve the situation

8-6

Two Functions of Feedback

Instructional clarifies roles or teaches new behaviors

Motivational serves as a reward or promise of a reward

Feedback enhances the effect of specific, difficult goals

8-7

Question?

Grant is responsible for training new employees. He wants to make sure everyone knows their role in making the firm successful. This is __________ feedback.

A.PersistentB.MotivationalC.TutorialD.Instructional

8-8

Sources of Feedback

Others peers, supervisors, lower-level employees, and

outsiders

TaskOneself Self-serving bias and other perceptual

problems can contaminate this source

8-9

Behavioral Outcomes of Feedback

8-10

Popularity of Nontraditional Feedback

1. Traditional performance appraisal systems have created widespread dissatisfaction.

2. Team-based organization structures are replacing traditional hierarchies.

3. Multiple-rater systems are said to make feedback more valid than single-source feedback.

8-11

Popularity of Nontraditional Feedback

4. Advanced computer network technology greatly facilitates multiple-rater systems.

5. Bottom-up feedback meshes nicely with the trend toward participative management and employee empowerment.

6. Co-workers and lower-level employees are said to know more about a manager’s strengths and limitations.

8-12

Nontraditional Feedback

Upward feedback lower-level employees provide feedback on a

manager’s style and performance

360-Degree feedback Letting individuals compare their own perceived

performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers

8-13

Question?

When Janine evaluates her supervisor, she is providing __________ feedback.

A.UpwardB.DownwardC.HorizontalD.Diagonal

8-14

Upward Feedback

Managers resist upward feedbacks programs because they believe it erodes their authorityAnonymous upward feedback can become little more than a personality contest

8-15

Feedback Do’s and Don’ts

Do not:1. Use feedback is used 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.

8-16

Feedback Do’s and Don’ts

4. Provide feedback about something that is beyond the individual’s control.

5. Provide feedback that is overly complex or difficult to understand.

8-17

Feedback Do’s and Don’ts

Do: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.

8-18

Feedback Do’s and Don’ts

4. Focus the feedback on things employees can control.

5. Be honest, developmental, and constructive.

6. Facilitate two-way communication—give the other person the opportunity to clarify and respond

8-19

Key Factors in Organizational Reward Systems

8-20

Types of Rewards

Extrinsic rewards financial, material, or social rewards from the

environment

Intrinsic rewards self-granted, psychic rewards

8-21

Question?

Angelo derives pleasure from the task of book writing itself. He can be described as __________ motivated.A.ExtrinsicallyB.FinanciallyC.MateriallyD.Intrinsically

8-22

Distribution Criteria

Performance: results tangible outcomes

Performance: actions and behaviors teamwork, cooperation, risk-taking

Non-performance considerations contractual

8-23

Pay for Performance

Pay for performance monetary incentives

linking at least some portion of the paycheck directly to results or accomplishments

8-24

Why Rewards Fail to Motivate

1. Too much emphasis on monetary rewards2. Rewards lack an “appreciation effect”3. Extensive benefits become entitlements4. Counterproductive behavior is rewarded5. Too long a delay between performance and

rewards

8-25

Why Rewards Fail to Motivate

6. Too many one-size-fits-all rewards7. Use of one-shot rewards with a short-lived

motivational impact8. Continued use of demotivating practices

such as layoffs, across-the-board raises and cuts, and excessive executive compensation

8-26

Question?

Kim’s company has given all employees a “performance bonus” each year for the past 17 years. Employees have come to expect it no matter what the company’s profitability. Why would this “pay for performance” system fail to motivate employees? A.Too much emphasis on monetary rewardsB.Rewards lack an “appreciation effect”C.Extensive benefits become entitlementsD.Counterproductive behavior is rewarded

8-27

Thorndike’s Law of Effect

Law of effect Behavior with favorable consequences tends to

be repeated; behavior with unfavorable consequences tends to disappear

8-28

Question?

When Grant is praised for a work behavior, he will try hard to repeat it. This follows the law of ___________.A.AffectB.EffectC.EffectivenessD.Efficiency

8-29

Positive Reinforcement

Respondent behavior Skinner’s term for unlearned reflexes or

stimulus-response connections

Operant behavior behavior that is learned when one “operates

on” the environment to produce desired consequences.

8-30

Contingent Consequences in Operant Conditioning

Figure 8-3

8-31

Contingent Consequences

Positive reinforcement process of strengthening a behavior by

contingently presenting something pleasing

Negative reinforcement strengthens a desired behavior by contingently

withdrawing something displeasing

8-32

Contingent Consequences

Punishment process of weakening behavior through either

the contingent presentation of something displeasing or the contingent withdrawal of something positive

Extinction Weakening a behavior by ignoring it or making

sure it is not reinforced

8-33

Schedules of Reinforcement

Continuous reinforcement reinforcing every instance of a target behavior

Intermittent reinforcement reinforcing some but not all instances of a

target behavior

8-34

Reinforcement Schedules

8-35

Reinforcement Schedules and Performance

Figure 8-4

8-36

Shaping Behavior with Positive Reinforcement

Shaping reinforcing closer and closer approximations to

a target behavior

8-37

Shaping Behavior with Positive Reinforcement

Shaping 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

8-38

Shaping Behavior with Positive Reinforcement

The key to successful behavior shaping lies in reducing a complex target behavior to easily learned steps and then faithfully (and patiently) reinforcing any improvement.

8-39

Question?

Employees at ABC Manufacturing strive to operate at a zero-defect level because each gets publicly recognized for their individual and team accomplishments. This is an example ofA.Extinction.B.Positive reinforcement.C.Respondent behavior.D.Punishment.

8-40

Video Case: Slacking Off

Are workers from today’s generations exhibiting a “slacker” attitude at work? Do you think more is being expected of workers today than there was in the past?Are workers today less productive as a result of having “slacker” attitudes?Is the nature of work different today than it was in the past? Could this be part of the issue?