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The Behavioral Reinforcement Theory

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Reinforcement Theory
Organizational systems are dependent on human behaviors. From executive level to line staff employee’s behaviors have the propensity to both shape effectiveness and ineffectiveness. Therefore, human behaviors within an organizational setting can view as both positive and negative influence on the environment and one’s performance. Thus, part of the role of managing employee behaviors, both positive and adverse is through the use rewards, and punishments (Pender, 2009). Thus, from a psychological perspective, Behaviorism is the theoretical construct in that focuses on facilitating or reinforcing a particular or expected a behavioral outcome. More specifically, the arena of Behaviorism Reinforcement Theory explains how behaviors
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On the other hand, punishments work in the opposite way to change behaviors. Pender states that “punishment is a consequence of behavior that reduces the probability of further occurrences of the act” (p. xx).
Behavioral Reinforcement Methods
Feedback
While primary reasons for behavioral changes are used as forms of rewards, and punishment, and how these actions are carried out varies based on such variables as the employee negative and positive behavior, the frequency of the behavior, and the results of the action. For example, one way to manage behaviors at the organization where I work is through feedback. In my roles, as a consultant, a coach giving and receiving feedback is a central method for helping one modify or reinforce a behavior. Pender (2009) describes feedback as “… telling individuals something about their behavior in either quantitative or qualitative terms” (p. 444). In other words, organizations can provide feedback to an employee in quantitative terms by facilitating a performance rating scale. On the other hand, quality feedback and be used when working with the employee
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The organization performance bonus included department goals that were based on combined scores for customer service. Meaning, that evening if you meet your individual service goal, the final performance bonus would be calculated based on the final accumulative service goals of the entire department. Knowing that my bonus could be negatively impacted by others bad service, I found myself going above and beyond to support my colleagues to provide exceptional service. One way, I would encourage my employees is by demonstrating to them how to maintain certain client groups. In the field of behaviorism by allowing other to see my favorable behaviors, I am modeling behavior (Pender, 2009). Thus, this process motivated me as an individual as well as most of our department support one another to ensure our clients were receiving excellent
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