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Improving Job performance with Goals, Feedback, Rewards, and Positive Reinforcement

9. Improving Job performance with Goals, Feedback, Rewards, and Positive Reinforcement. Chapter. Goal Setting Feedback Organizational Reward Systems. Ch. 9 Learning Objectives. Define the term performance management

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Improving Job performance with Goals, Feedback, Rewards, and Positive Reinforcement

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  1. 9 Improving Job performance with Goals, Feedback, Rewards, and Positive Reinforcement Chapter Goal Setting Feedback Organizational Reward Systems

  2. Ch. 9 Learning Objectives • Define the term performance management • Identify the basic functions of feedback, and specify some practical lessons • Define upward feedback and 360-degree feedback • Distinguish between extrinsic and intrinsic rewards

  3. Performance management Continuous cycle of improving performance with goal setting feedback and coaching, and rewards and positive reinforcement. Improving Performance

  4. Figure 9-1 Improving Individual Performance

  5. Guidelines for SMART Goals Specific Measurable Attainable Results oriented Time bound

  6. Steps for Effective Goal Setting Programs • Set Goals • What do you base the goals on? • Promote Goal Commitment • Under what conditions will an employee be motivated to pursue a goal? • Provide Support and Feedback • How will the employee reach the goal? What resources will be necessary?

  7. Feedback • Feedback - objective information about performance

  8. TF • The higher one gets in an organization the better the quality of their feedback is. • Feedback is so valuable, it is typically accepted and appreciated. • Feedback is too rare in organizations. • Feedback needs to be tailored to the recipient. • The manager’s expertise is irrelevant when giving feedback.

  9. Nontraditional Feedback • Upward Feedbacksubordinates evaluate their boss • 360-Degree Feedbackcomparison of anonymous feedback from one’s superior, subordinates, and peers with self-perceptions

  10. Tips for Giving Good Feedback • Focus feedback on performance, not personalities • Give specific feedback tied to observable behavior or measurable results • Channel feedback toward key result areas • Give feedback as soon as possible • Give positive feedback for improvement, not just final results • Base feedback on accurate and credible information • Pair feedback with clear expectations for improvement.

  11. Try this one… • Shane has been late to work regularly the past month and the accuracy of his work has declined. You should say to him: • “Shane, your recent behavior indicates laziness and apathy toward your job. I’m very concerned.” • “Shane, you are always coming in here late. I need you to be here on time everyday.” • “Shane, you have been late 10 times this month and three of your last four reports have had multiple errors. I’d like to discuss your performance and an action plan for improving it.”

  12. Figure 9-2 General Model of Organizational Reward Systems Desired Outcomes Types of Rewards • Attract • Motivate • Develop • Satisfy • Retain • Financial/material(extrinsic) • Social (extrinsic) • Psychic (intrinsic) Distribution Criteria • Results • Behavior • Other factors

  13. A Model of Intrinsic Motivation Figure 9-3

  14. 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

  15. Use and Effectiveness of Incentive Pay Plans Table 9-3

  16. Maximizing Motivational Impact of Extrinsic Rewards • Make incentive plans an integral part of the organization’s basic strategy. • Base incentive determinations on objective performance data. • Have all employees actively participate in the development, implementation, and revision of the incentive pay formulas. • Encourage two-way communication so problems with the incentive pay plan will be detected early. • If annual cash bonuses are granted, pay them in a lump sum to maximize their motivational impact • Remember that money motivates when it comes in significant amounts, not occasional nickels and dimes.

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