Bài giảng Organizational behavior - Chapter 8: Improving Performance with Feedback, Rewards, and Positive Reinforcement

Improving Performance with Feedback, Rewards, and Positive ReinforcementChapter EightAfter 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 eachAfter 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 shapingImproving Individual Job PerformancePopularity of Nontraditional FeedbackTraditional 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.Popularity of Nontraditional FeedbackAdvanced computer network technology greatly facilitates multiple-rater systems.Bottom-up feedback meshes nicely with the trend toward participative management and employee empowerment.Co-workers and lower-level employees are said to know more about a manager’s strengths and limitations.Nontraditional FeedbackUpward feedback lower-level employees provide feedback on a manager’s style and performance360-Degree feedback Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peersFeedback Do’s and Don’tsDo not:Use feedback is used to punish, embarrass, or put down employees.Provide feedback that is irrelevant to the person’s work.Provide feedback that is too late to do any good.Feedback Do’s and Don’tsProvide feedback about something that is beyond the individual’s control.Provide feedback that is overly complex or difficult to understand.Feedback Do’s and Don’tsDo:Keep feedback relevant by relating it to existing goals.Deliver feedback as soon as possible to the time the behavior was displayed.Provide specific and descriptive feedback.Feedback Do’s and Don’tsFocus the feedback on things employees can control.Be honest, developmental, and constructive. Facilitate two-way communication—give the other person the opportunity to clarify and respondKey Factors in Organizational Reward SystemsWhy Rewards Fail to MotivateToo much emphasis on monetary rewardsRewards lack an “appreciation effect”Extensive benefits become entitlementsCounterproductive behavior is rewardedToo long a delay between performance and rewardsWhy Rewards Fail to MotivateToo many one-size-fits-all rewardsUse of one-shot rewards with a short-lived motivational impactContinued use of demotivating practices such as layoffs, across-the-board raises and cuts, and excessive executive compensationContingent Consequences in Operant ConditioningFigure 8-3