Organizational behavior 5e by kinichi Chap008KF improving performance with feedback, rewards, and positive reinforcement

Improving Performance with Feedback, Rewards, and Positive Reinforcement Chapter Eight McGraw-Hill/Irwin © 2012 The McGraw-Hill Companies, Inc All rights reserved Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved 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 360degree 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 8-2 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 8-3 Improving Individual Job Performance 8-4 Providing Effective Feedback Feedback  information about individual or collective performance shared with those in a position to improve the situation 8-5 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 8-6 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.Persistent B.Motivational C.Tutorial D.Instructional 8-7 Sources of Feedback Others  peers, supervisors, lower-level employees, and outsiders Task Oneself  Self-serving bias and other perceptual problems can contaminate this source 8-8 Behavioral Outcomes of Feedback 8-9 Popularity of Nontraditional Feedback Traditional performance appraisal systems have created widespread dissatisfaction Team-based organization structures are replacing traditional hierarchies Multiple-rater systems are said to make feedback more valid than single-source feedback 8-10 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 rewards B.Rewards lack an “appreciation effect” C.Extensive benefits become entitlements D.Counterproductive behavior is rewarded 8-26 Thorndike’s Law of Effect Law of effect  Behavior with favorable consequences tends to be repeated; behavior with unfavorable consequences tends to disappear 8-27 Question? When Grant is praised for a work behavior, he will try hard to repeat it This follows the law of _ A.Affect B.Effect C.Effectiveness D.Efficiency 8-28 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 8-29 Contingent Consequences in Operant Conditioning Figure 8-3 8-30 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 8-31 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 8-32 Schedules of Reinforcement Continuous reinforcement  reinforcing every instance of a target behavior Intermittent reinforcement  reinforcing some but not all instances of a target behavior 8-33 Reinforcement Schedules 8-34 Reinforcement Schedules and Performance Figure 8-4 8-35 Shaping Behavior with Positive Reinforcement Shaping  reinforcing closer and closer approximations to a target behavior 8-36 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 8-37 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 8-38 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 of A.Extinction B.Positive reinforcement C.Respondent behavior D.Punishment 8-39 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? 8-40 ... 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. .. Consequences Positive reinforcement  process of strengthening a behavior by contingently presenting something pleasing Negative reinforcement  strengthens a desired behavior by contingently withdrawing... 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