scandura ppt 08

CHAPTER 8:MOTIVATION:

LEARNING AND REWARDS

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2

AGENDA• Reinforcement theory• Social learning theory• Intrinsic and extrinsic motivation• Pay and performance management


THE MEANING OF MONEYGifts are viewed by an employer as acts of kindness that carry more meaning than cash.

Source: Kube, Marechal, and Puppe: “The Currency of Reciprocity,” American Economic Review, 2012. Retrieved from HBR.org.


REINFORCEMENT THEORY• Based on the law of effect• Past actions leading to positive

outcomes tend to be repeated,• whereas past actions that led to

negative outcomes will diminish. • Led to the development of

operant conditioning


REINFORCERS• The two kinds of reinforcement that increase behavior:• Positive reinforcement• Negative reinforcement


PUNISHMENTThe presentation of an adverse event causes a decrease in the behavior it follows; there are two kinds of punishment:

1.Punishment by application

2.Punishment by removal (also called extinction)


CONTINGENCIES OF REINFORCEMENT


SCHEDULES OF REINFORCEMENT• Continuous

• Not seen often in organizations• Useful during the learning

process (training)• Partial reinforcement • Based on time (interval) or the

number of times the response is given (ratio) • Fixed or variable (random)


SCHEDULES OF PARTIAL REINFORCEMENT


ORGANIZATIONAL BEHAVIOR MODIFICATION (OB MOD) • Used to increase performance and

reduce absenteeism • Meta-analysis found that OB Mod

increased task performance by 17%• However, results of interventions using

OB Mod were stronger in manufacturing than service organizations


ABC ANALYSIS• Antecedents: What is causing

the behavior?• Behavior: What is the current

behavior? What is the desired behavior?• Consequences: What is currently

reinforcing the behavior? What needs to be changed?


APPLIED BEHAVIOR MODIFICATION


APPLIED BEHAVIOR MODIFICATION EXAMPLE


SOCIAL LEARNING THEORY• Extends operant conditioning• People can learn from watching other people succeed or fail. • Known as observational

learning (or modeling)


THE MODELING PROCESS

1. Attention2. Retention3. Reproduction4. Motivation


INTRINSIC VS. EXTRINSIC REWARDS• Intrinsic motivation • Gain satisfaction from the task itself

• Extrinsic motivation • Performance outcome expectancies• Satisfaction comes from the extrinsic

reward (e.g., money)


SELF-DETERMINATION THEORY• Intrinsic motivation is a function of

a person’s needs for autonomy and competence• The problem is that rewards may

have conflicting effects (i.e., the person sees a monetary reward as both controlling and informational).


RELATIONSHIP BETWEEN INTRINSIC AND EXTRINSIC REWARDS • Extrinsics in service of intrinsics•Motivation–work cycle match


WHAT MONEY CAN AND CANNOT DO• Hospital study: pay level practices and

pay structures combined to affect:• Resource efficiency, patient care

outcomes, and financial performance • On the other hand, tying pay directly to

performance can have dysfunctional or even unethical consequences.


PAY DISPERSION• When employees receive different levels of rewards for individual efforts • Can cause jealously among

employees and/or harm team performance • If pay dispersion creates pay

inequity due to discrimination, it may result in litigation under the Equal Pay Act.


PERFORMANCE MANAGEMENT• Pay for performance incentive systems • The performance management meeting is an opportunity to regularly discuss an employee’s performance and results.


SOURCES OF PERFORMANCE MANAGEMENT RATINGS• Self-ratings• Immediate supervisor • Human resources• Managers one level above the

supervisor • Higher management


SOURCES OF PERFORMANCE MANAGEMENT RATINGS (CONTINUED)Peers (coworkers)Subordinates/employee’s followers

Customers (360-degree performance appraisal)


PERFORMANCE MANAGEMENT METHODS• BARS-Behaviorally-Anchored Rating

Scales• Ranking• Graphic rating scale• Frequent discussions/monthly “reviews”• Providing more frequent feedback

rather than once a year


PROBLEMS WITH PERFORMANCE REVIEWS• Perceptions of bias in the process• Fear of punishment• Time consumed by the process• Employees don’t like negative

feedback.• Employees may tune out the boss

once the rating is known.


THE SOLUTION• Reward for the results AND the behaviors• This way, desired results are achieved, and the proper behaviors occur• Reduces potential unethical or harmful behavior


FEEDBACK SEEKING BY FOLLOWERS

Five patterns of feedback seeking: 1. How frequently people seek feedback 2. How they seek it (e.g., observing,

comparing, asking) 3. The timing 4. Who they ask for feedback from (e.g.,

the boss)5. What they ask for feedback about

(e.g., successful completion of a task)


ANTECEDENTS AND CONSEQUENCES OF FEEDBACK-SEEKING

Source: Ashford, S. J., Blatt, R., & Vandewalle, D. (2003). Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations. Journal of Management, 29(6), 773–779. p. 775.


LEADERSHIP IMPLICATIONS• Leaders motivate followers with• Frequent feedback• Proper rewards• Implementing a fair and rewarding compensation system


OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

edge.sagepub.com/scandura

scandura ppt 08

Education