Organizational Behavior notes: Chapter 4 incentives for employees

Talent can be truly motivated only when the current work is linked to something more important. This correlation is the essence of motivation. Only those who know that the current job is helpful for achieving their major goals can be truly motivated.

Expected model:

Incentives are the product of one's desires and their probability of achieving desires.

Effect price (strong desire of a person) X expectation value (probability of a desire for an action) = Incentive (intensity of Action drive)

Effect price: refers to the degree of personal preference for a row of results over other results. If someone wishes to be promoted, the promotion will be very effective for this person. Some people prefer to look for an internal effect from their work, especially those with strong work ethics. They are satisfied with their sense of pleasure after their career is completed successfully, their sense of mission to the task, and their pride in innovation in their work.

Expectation: refers to the degree of subjective belief that a certain row will bring special results. It indicates people's probability judgment for achieving a certain result and resulting in another series of results.

Uncertainty of results: the expectations of results are usually quite uncertain. Sometimes, the cause and result are so numerous that people are almost uncertain that a specific action will produce a specific result. Expectations depend entirely on the employee's perception of the connection between effort and outcome. There is a simple straightforward stimulus that often gets a better incentive effect than a complicated stimulus. Complex incentives involve too many uncertainties, making it difficult for employees to associate their actions with results. Simple incentives can provide effective motivation, so that employees can easily understand and imagine, and thus bring high expectations.

If the expected model is used, the potential value of results can be increased first, for example, compensation can be increased, and actions and results can be strengthened.

 

Behavior correction:

If cognitive theory advocates that a person's internal needs lead to a person's behavior, then the behavior correction theory determines a person's behavior from the external consequences of the behavior.

Condition of action: the condition of action refers to modifying behaviors in an enhanced manner based on the consequences of behaviors. If the consequences of a behavior make employees gain benefits, the tendency to repeat such behaviors will be strengthened. On the contrary, if the consequences of such behaviors are unfavorable to employees, the tendency to repeat such behaviors will decrease.

Rule of effect: People always tend to repeat behavior with positive consequences, rather than repeating behavior with negative consequences.

Positive reinforcement and negative reinforcement: positive reinforcement provides positive consequences to encourage reproduction of behaviors. Negative reinforcement is not equal to punishment. It usually adds some unfavorable factors. Negative reinforcement changes the behavior that causes adverse consequences.

Stereotypes: when a person approaches the expected behavior and is continuously strengthened, although the correct behavior has not yet been produced, the behavior is strengthened in the desired direction.

Punishment: When adverse consequences occur or a behavior is not encouraged, punishment is often imposed. But one of the drawbacks of punishment is that punishment only blocks an unreasonable behavior, but fails to encourage any kind of behavior that meets the requirements. If the same person is the person who commits the punishment and the person who enforces the reinforcement, the reinforcement results will be reduced and people may be confused about which part of their actions will be punished, therefore, some qualified behaviors are not encouraged.

Behavior disappears: If not strengthened, the behavior disappears. Due to the lack of reinforcement, behavior is attributed to the act of disappearing and replacing it for reinforcement. For example, if an employee puts forward three suggestions to the manager within three weeks, the manager does not oppose or accept them, but ignores them. The positive suggestion of the employee is killed by this result.

Enhancement schedule: Reinforcement type

• Continuous: strengthen every correct behavior. For example, pay the pay-as-you-go payment for qualified products.
• Partially: strengthen some correct behaviors.
  • Time Interval:
    • Fixed interval: provides regular reinforcement at intervals. For example, send a salary check every two weeks.
    • Change Interval: Provides enhancement from time to time. For example, random check.
  • Ratio:
    • Fixed Rate: used when a correct reflection reaches a certain number. For example, a bonus can be paid for every 15 cars sold.
    • Change Rate: Strengthen the correct reflection of certain non-quantitative values. For example, gambling machine.

Some suggestions for behavior correction:

• Strengthen as long as possible
• Penalty measures can be used only in abnormal circumstances.
• Ignore and make it disappear
• Apply stereotypes to train correct and complex behaviors
• Try to shorten the time between reinforcement and correct reflection
• Frequent Enhancement

For complex work, such as the work of lawyers, behavior correction has many limitations. Only when specific factors can be identified, behavior correction is the most effective.

Macro and micro incentives:

Micro-incentives, also known as a-type incentives, are incentives within the Organization and create conditions within the enterprise to influence employees to complete their tasks. However, people must take into account the employees' work attitude due to environmental factors such as living and interest-bearing.

Macro incentives, also known as B-type incentives, refer to the impact of external factors on work performance. For example, a high tax rate will reduce the expectations of working. Without social recognition and respect, internal incentives will also be weakened.