Lecture 3 slides Flashcards
Contingent reward behaviour
Positive feedback (recognition, praise, acknowledgement) to those who demonstrate good performance, show improvement in performance, or exhibit desirable behaviour
Non-contingent reward behaviour
Positive feedback to those who are not performing well, do not show improvement or exhibit undesirable behaviour.
Contingent punishment behaviour
Negative feedback in the form of reprimands, criticism, or disapproval to employees who exhibit poor or declining performance, or undesirable behaviour
Non-contingent punishment behaviour
Negative feedback to employees who are not performing poorly or worse than before, nor exhibit undesirable behaviour
What are the mechanisms of rewards/punishments with performance?
Role ambiguity: contingent rewards and contingent punishment is negatively related. Non-contingent rewards and punishment is positively related
Perceived justice: contingent rewards are positively related and non-contingent punishments are negatively related
What is the role of contingent rewards?
They are positively related to satisfaction and commitment. They are positively related to effort but weak with individual performance. Positively related to group performance
What about non-contingent rewards/punishments?
They are negatively related to satisfaction and commitment, negatively related to individual performance
How does contingent punishment differ for group performance?
Individually it is negatively related to individual performance but for group performance it is positively related
How do the effects of contingent/non-contingent rewards/punishments affect perceived justice and role ambiguity?
Contingent: positively associated with perceived justice and negatively correlated with role ambiguity
Non-contingent: negatively associated with perceived justice but positively correlated with role ambiguity
What are the conclusions + implications?
Rewards and punishments have a great effect on employees’ perceptions, attitudes, and performance. Rewards and punishments affect group performance. It is of utmost importance to administer rewards and punishments contingently
What are the recommendations?
- Administer rewards/punishments contingently
- Specify the reasons for rewards/punishments
- Personalise rewards/punishments
- Provide timely recognition and discipline (in order to improve performance quickly)
- Match the magnitude of the reward/punishment to the behaviour
- Administer rewards/punishments consistently (can create ambiguity and sense of injustice if inconsistent)
Self-determination theory
It is a continuum from:
1. amotivation (absence of intentional regulation, lack of motivation)
2. extrinsic motivation
1. external regulation- contingencies of reward and punishment (controlled motivation)
2. introjected regulation - is controlled by internal pressures like guilt or pride, so self-worth is contingent on performance, ego-involvement (moderately controlled motivation)
3. identified regulation - behaviour is important but not enjoyable so goals and values are important (moderately autonomous motivation)
4. integrated regulation - behaviour aligns with deeply held values and self-identity as it aligns with goals and values (autonomous motivation)
3. intrinsic motivation is the interest and enjoyment of the task→ inherently autonomous motivation (no expectations for getting out of it, just pure enjoyment)
these types of motivation reflect the degree of internalization
can revert back to another kind of motivation
How can internalization be fostered?
Need satisfaction (autonomy, competence, relatedness)-> motivation (internalization)-> wellbeing, job satisfaction, persistence, performance and OCB.
What are the cross cultural differences in rewards and punishments?
- noncontingent punishments are linked more strongly to outcomes in the US than Japan
- motivation is not only about self-determination but about the self in relation, reflects a deep sense of purpose, duty and relational accountability rather than personal enjoyment
- development of publication cultures like in SA to reward quantity, as quality may become more important as intrinsic motivation develops (crowding out effect is not always bad)
What is the link between intrinsic motivation and performance?
- Intrinsic motivation predicts both quality and quantity of performance, but it has a stronger relationship with quality over quantity.
- direct incentives can reduce intrinsic motivation, while indirect incentives can improve this-> due to crowding out effect (direct rewards crowd out the intrinsic motivation so focus shifts to quantity)
- extrinsic incentives for more important for performance quantity. this also reduces creativity
- intrinsic motivation more important for quality
- Intrinsic motivation and external rewards can co-exist depending on the type of performance and on the type of reward
