Transcript LO8.2 - McGraw Hill Higher Education

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
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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
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Improving Individual Job
Performance
8-4
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.
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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.
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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
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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.
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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.
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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.
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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
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Key Factors in Organizational
Reward Systems
8-12
Why Rewards Fail to Motivate
1.
2.
3.
4.
5.
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
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Why Rewards Fail to Motivate
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
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Contingent Consequences in
Operant Conditioning
Figure 8-3
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