Positive reinforcement is appropriate when employees feel there is too much reliance on punishment and threats rather than verbal or other rewards. In addition, behavioral objectives may be ambiguous or nonexistent. Often an employee will be told, "Do a good job", without being told what behavior constitutes a good job.
Motivational assumptions
Positive reinforcement assumes that employees are motivated by extrinsic rewards. In order to be sustained, desired behavior must be positively reinforced.
Unlike motivational models that look at employee attitudes as a cause of behavior, this technique focuses on rewards as an influence on behavior. It is a results-oriented, not process-oriented, approach.
Applicability
This technique can be applied to all jobs, because the emphasis is on the relationship between a job and its consequences. In reality, it may be rather difficult to specify the behavior appropriate in higher management positions.
Reward distribution
The reward for the employee can come in several different ways and at several different times. Reinforcement can be continuous, intermittent, fixed, or variable, as will be examined.
Consequences
On the plus side, performance can be improved if the desired behavior is outlined and linked to consequences important to the employee.
On the negative side, it can be time-consuming and costly to identify and monitor employee behavior.
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