In some cases however the manager may have been happy

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In some cases, however, the manager may have been happy with the presentation but was preoccupied and showed no response in the meeting, rushing out afterward without giving any feedback to the employee. This may be experienced as an unrewarding outcome and cause the employee to become discouraged. This could likely result in the employee putting less effort into future presentations.
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Guidelines Employees respond best to positive reinforcement (rewards). Rewards strengthen a behavior when employees see a strong connection between a specific behavior and a certain reward. To get the best results, managers need to clearly identify good performance in behavioral terms and reward those employees who engage in these specific behaviors. Advertisement To improve performance: Conduct training sessions to inform employees of the antecedents, behaviors, and consequences (see checklist) of the program. Identify a time frame and feedback methods. Give employees regular and helpful feedback as they embark on the process of behavior change. At the time specified, measure the target behaviors again and implement the program of rewards. If outstanding customer service is the goal, a manager needs to tell employees what this looks like. Is it zero customer complaints in that quarter? Is it positive customer satisfaction surveys? What rating is considered positive on a five-point scale? Some managers may be happy with 4 out of 5 on the five-point scale, while others may only reward employees who receive 5 out of 5. Advertisement Another consideration is how to respond to employees who receive customer complaints each quarter or who fail to meet standards on a continuous basis. For such employees, the manager needs to move to punishment, starting with reprimands, and then moving to a write-up, and so forth. Again, for punishment to be effective, employees need to see a strong connection between the behavior and the punishment. Moreover, the manager needs to work with these underperforming employees to help them see what they are doing wrong and what they should be doing instead. The poor behavior needs to be specifically identified and the employee needs to be redirected to another, more desirable behavior. In addition to the type of reinforcement or punishment, attention needs to be given to its timing in terms of having an impact on behavior modification. Intermittent schedules of reinforcement (or punishment) can be based on a fixed or variable number of responses (ratio) or on a time period (interval).
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Fixed-ratio and fixed-interval schedules of rewards and punishment are important when employees rely on the consequence—a great example is an employee's base pay. Eric is paid $2 for each unit he produces (ratio); Sarah is paid a salary for every two weeks of work (interval). When they were newly hired, these pay schemes motivated both Eric and Sarah to perform at their highest level. However, three years into their employment, they have each become accustomed to performing at a certain level and receiving a set amount of pay.
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