1. Performance Management
Chapter Four
Performance Management

2. Chapter Four Outline Providing Effective Feedback
Two Functions of Feedback
Three Sources of Feedback: Others, Task, and Self
The Recipient’s Perspective of Feedback
Behavioural Outcomes of Feedback
Nontraditional Upward Feedback and 360-Degree Feedback
Why Feedback Often Fails

3. Chapter Four Outline (cont’d)
Organizational Reward Systems
Types of Rewards
Organizational Reward Norms
Distribution Criteria
Desired Outcomes
Why Rewards Often Fail to Motivate
Positive Reinforcement
Schedules of Reinforcement
Shaping Behaviour with Positive Reinforcement

4. Feedback
Feedback is objective information about individual or collective performance.
Functions of Feedback: Instructional Motivational
Sources of Feedback
Other
Task
Self

5. Nontraditional Feedback
Upward Feedback
Subordinates evaluate their manager’s style and performance.
360-Degree Feedback
Specific (typically anonymous) feedback generated by one’s manager, peers, subordinates, and other key people.

6. Why Feedback Often Fails
It is used to punish, embarrass or put down employees
Recipients see it as irrelevant to their work
It is provided too late to do any good
Recipients believe it relates to matters beyond their control
Too much time is spent collecting and recording feedback data
It is too complex and difficult to understand

7. How to Make Sure Feedback Gets Results
Managers need to keep the following tips in mind when giving feedback:
Relate feedback to existing performance goals and clear expectations.
Give specific feedback tied to observable behaviour or measurable results.
Channel feedback toward key result areas.
Give feedback as soon as possible.
Give positive feedback for improvement, not just final results.
Focus feedback on performance, not personalities.
Base feedback on accurate and credible information.

8. Organization’s Reward Norms Distribution Criteria
Key Factors in Organizational Reward Systems
Organization’s Reward Norms
Profit maximization
Equity
Equality
Need
Types of Rewards
Financial/material (extrinsic)
Social (extrinsic)
Internal (intrinsic)
Desired Outcomes
Attract
Motivate
Develop
Satisfy
Retain
Distribution Criteria
Results
Behaviour
Other factors

9. Why Rewards Often Fail to Motivate
Too much emphasis on monetary rewards
Rewards lack an “appreciation effect”
Extensive benefits become entitlements
Counterproductive behaviour 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

10. Contingent Consequences in Operant Conditioning
Nature of Consequences
Positive or Pleasing
Negative or Displeasing
Positive Reinforcement Behavioural outcome: Target behaviour occurs more often.
Punishment Behavioural outcome: Target behaviour occurs less often.
Contingent Presentation
Behaviour-Consequence Relationship
Punishment (Response Cost) Behavioural outcome: Target behaviour occurs less often.
Negative Reinforcement Behavioural outcome: Target behaviour occurs more often.
Contingent Withdrawal
(no contingent consequence)
Extinction Behavioural outcome: Target behaviour occurs less often

11. Schedules of Reinforcement
Schedule Description
Continuous Reinforcer follows every response (CRF)
Intermittent Reinforcer does not follow every response
Fixed ratio (FR) A fixed number of responses must be emitted before reinforcement occurs.
Variable ratio (VR) A varying or random number of responses must be emitted before reinforcement occurs.
Fixed interval (FI) The first response after a specific period of time has elapsed is reinforced
Variable interval (VI) The first response after varying or random periods of time have elapsed is reinforced.

12. How to Effectively Shape Job Behaviour
Accommodate the process of behavioural change.
Define new behaviour patterns specifically.
Give individuals feedback on their performance.
Reinforce behaviour as quickly as possible.
Use powerful reinforcement.
Use a continuous reinforcement schedule for new behaviours
Use a variable reinforcement schedule for maintenance
Reward teamwork -- not competition.
Make all rewards contingent on performance.
Never take good performance for granted.