Organizational behavior core concepts by kinicki chapter5

5

Organizational Behavior
core concepts

Motivation in Practice: How
to Bring Out the Best in
People
5-2
McGraw-Hill/Irwin
Organizational Behavior, Core Concepts

Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives
• Explain how goals contribute to performance
management
• Describe how feedback can provide
information for improved performance
• Define types of rewards, and summarize their
relationship to performance
• Describe how the effects and consequences of
behaviors can influence future behaviors
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Improving Individual Job Performance:
A Continuous Process
Situational

Factors

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Performance
Improvement
Cycle

Desired
Outcomes

Figure 5-1


Motivation in Practice
• Performance management
– an organization-wide system for improving
performance by setting, monitoring, and
evaluating goals; providing feedback and
coaching; and rewarding employees on a
continuous basis

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Types of Goals
• Performance outcome goal
– what an individual is trying to accomplish

• Learning goal

– defines the particular skills, knowledge, and
abilities the employee will acquire

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Management by Objectives
• Management by objectives
– management system incorporating
participation in decision making, goal setting,
and feedback

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Goal Setting Process
Step 1: Set goals
Step 2: Promote goal commitment
Step 3: Provide support
and feedback

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Setting Goals
•
•
•
•
•

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Specific
Measurable
Attainable
Results-oriented
Time-bound


Feedback
• Feedback
– objective information about performance

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Functions of Feedback
• Instructional
– instructs employees by clarifying roles or
teaching new behavior

• Motivational
– serves or promises a reward

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Recipients of Feedback
• Characteristics of the recipient

• Perception of feedback
• Cognitive evaluation of feedback

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Characteristics of the recipient
• Employees with low self-esteem and low
self-efficacy tend not to actively seek
feedback
• Employees who are high in the need for
achievement respond more favorably to
feedback

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Nontraditional Feedback
• Upward feedback
– employees evaluate their boss

• 360-degree feedback
– comparison of anonymous feedback from
one’s superior, subordinates, and peers with
self-perceptions

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Organizational Reward Systems

• Extrinsic rewards
– financial, material, or social rewards from the
environment

• Intrinsic rewards
– self-granted, psychic rewards

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A General Model of Organizational
Reward Systems

5-16

Figure 5-2


Building Blocks of Intrinsic Motivation
1.
2.
3.
4.

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Leading for meaningfulness
Leading for choice
Leading for competence
Leading for progress

Organizational Reward Systems
• Pay for Performance
– monetary incentives tied to one’s results or
accomplishments
– Also known as incentive pay or variable pay

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Organizational Reward Systems
• Team-based pay
– incentive compensation that rewards
individuals for teamwork, rewards teams for
collective results,
or both

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Positive Reinforcement
• Law of effect
– behavior with favorable consequences is
repeated; behavior with unfavorable
consequences disappears

• Respondent behavior
– Skinner’s term for unlearned stimulus –
response reflexes

• Operant behavior
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– Skinner’s term for learned consequenceshaped behavior


Contingent Consequences in
Operant Conditioning

Figure 5-3
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Contingent Consequences
• Positive reinforcement
– making behavior occur more often by
contingently presenting something positive

• Negative reinforcement
– making behavior occur more often by
contingently withdrawing something negative

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Contingent Consequences
• Punishment
– making behavior occur less often by
contingently presenting something negative

or withdrawing something positive

• Extinction
– making behavior occur less often by ignoring
or not reinforcing it

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Schedules of Reinforcement
• Continuous reinforcement
– reinforcing every instance of a behavior

• Intermittent reinforcement
– reinforcing some but not all instances of a
behavior

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Intermittent Reinforcement
1.
2.
3.
4.

5-25

Fixed ratio
Variable ratio

Fixed interval
Variable interval