ORGANIZATIONAL BEHAVIOR

Chapter 9 – Improving Job Performance

with Rewards and Positive Reinforcement

Josephine B. Baao – Buelva

Dr. Augusto Ros, Jr. Teacher I
Professor
Lagonoy North District
 Chapter 9 - learning objectives Cont.
5. Summarize the reason why extrinsic rewards often fail to
motivate employees.
6. Discuss how managers can generally improve extrinsic
reward and pay - performance plans.
7. State Thorndike Law of Effect and state Skinner’s
distinction between respondents and operant behavior.
8. Define positive reinforcement, negative, punishment and
extinction and distinguish between continuous and
intermittent schedules of reinforcement.
9. Demonstrate your knowledge of behavior shaping.
DEFINITION OF REWARD SYSTEM

a system used by companies 
where employees 
who achieve particular results 
are paid more or get other 
advantages
A General Model of Organizational Reward Systems
 Types of Rewards

Extrinsic rewards
- financial, material, or social rewards
from the environment

Intrinsic rewards
-self-granted, psychic rewards
Question?
Angelo derives pleasure from the task of
book writing itself. He can be described as
__________ motivated.

A.Extrinsically
B.Financially
C.Materially
D.Intrinsically
 Reward Distribution Criteria

Performance: results
- tangible outcomes

Performance: actions and behaviors

- teamwork, cooperation, risk-taking

Non-performance considerations
- contractual
Thomas’s Building Blocks for Intrinsic Rewards and
Motivation
 Why do extrinsic rewards fail to motivate?
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
Too many one - size - fits - all rewards
Use of one – shot rewards with a short – lived motivational
impact
Continued use of demotivating practices such as layoffs,
across - the - board raises and cuts, and excessive executive
compensation
 Pay for Performance
Pay for performance
- monetary incentives linking at
least some portion of the
paycheck directly to results or
accomplishments
Getting the Most out of Extrinsic Rewards and Pay
for Performance

- Tie praise, recognition, and noncash awards to specific

results.
- Make pay for performance an integral part of the
organization’s basic strategy
- Base incentive determinations on objective performance
data.
- Have all employees actively participate in the
development of the performance-pay formulas
- Reward teamwork and cooperation whenever possible
 Thorndike’s Law of Effect
Law of effect
- Behavior with favorable
consequences tends to be repeated;
behavior with unfavorable
consequences tends to disappear
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
 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.
Contingent Consequences in

Operant Conditioning
 Contingent Consequences

Positive reinforcement
- process of strengthening a behavior
by contingently presenting something
pleasing
 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
 Schedules of Reinforcement

* Continuous reinforcement
- reinforcing every instance of a
target behavior

* Intermittent reinforcement
- reinforcing some but not all
instances of a target behavior
 Behavior Shaping

Shaping
- reinforcing closer and
closer approximations to a
target behavior
Ten Practical Tips to Effectively Shape Job Behavior