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 Thorndikes law of effect and explain Skinners 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

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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 managers strengths and limitations.
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Nontraditional Feedback
Upward feedback
lower-level employees provide feedback on a managers 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 Dos and Donts

Do not: 1. Use feedback is used to punish, embarrass, or put down employees. 2. Provide feedback that is irrelevant to the persons work. 3. Provide feedback that is too late to do any good.

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Feedback Dos and Donts

4. Provide feedback about something that is beyond the individuals control. 5. Provide feedback that is overly complex or difficult to understand.

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Feedback Dos and Donts

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 Dos and Donts

4. Focus the feedback on things employees can control. 5. Be honest, developmental, and constructive. 6. Facilitate two-way communicationgive the other person the opportunity to clarify and respond

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Key Factors in Organizational Reward Systems

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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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