Reinforcement

Paradigm in
Organizational Setting
Shahid Naved
Assistant Professor
Hamdard Institute of Management Sciences (HIMS)
Hamdard University
email: [email protected]
http://snaved.itgo.com

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Abstract:

Several guidelines have been proposed to help managers effectively use the
reinforcement approach. Reinforcement is a process that increases the frequency of
the behavior preceding it; punishment decreases the frequency of the behavior
preceding it. In reinforcement theory a combination of rewards and/or punishments is
used to reinforce desired behavior or extinguish unwanted behavior. Behavior is
encouraged or discouraged depending on the consequences. Use of MARS
(motivation, ability, role perception and situational factors) model along with types
and schedules of reinforcement will be discussed in the article.

Keywords: Learning, avoidance, reinforcement, fixed/variable interval reinforcement

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Reinforcement is a process in which certain stimulus forces an individual to perform
desired behavior repeatedly. It is all about shaping behavior by controlling the
consequences of the behavior. In reinforcement theory a combination of rewards or
punishments is used to reinforce desired behavior or extinguish unwanted behavior
that concentrates on the relationship between the operant behaviors, any behavior that
elicits a consequence is called operant behavior, and the associated consequences,
sometimes referred to as operant conditioning.

Reinforcement theory was developed by B.F Skinner (B.F Skinner 1938), which
states that the behavior depends on its consequence, therefore it would be possible for
a manager to control a number of employees behavior by manipulating their
consequence. Further more reinforcement theory modifies by the Law of Effect
Edward Thorndike (1911), that behavior which results in a pleasant outcome is likely
to be repeated, despite of the behavior which results in an unpleasant outcome is not
likely to be repeated. Therefore, managers must be able to identify the frequency of
desirable behaviors in such a way, that employee can see the connection between the
behavior to be affected and the consequence.

As mentioned above reinforcement theory depends on its consequence. There are four
types of reinforcements used by the managers, in order to strengthen the desirable
behavior and/or weakens the undesirable behavior for increase in productivity.

Reinforcement

Positive Extinction Avoidance Punishment

Reinforcement

Reinforcement

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Positive reinforcement provides a favorable consequence that encourages the
repetition of behavior. It is the application of stimuli in response to a behavior which
leads to an increase in the likelihood of that behavior being repeated. Usually positive
reinforcement occurs through extrinsic and intrinsic rewards. The use of positive
reinforcement is very common and can be effective if used correctly. For example an
employee may find that when high quality work is carried out, the supervisor rewards
them. Since the employees appreciate recognition, the desired behavior is reinforced,
and the employee tends to do high quality work again.

Continuous High Performance

Pay raise reward

Positive
HighReinforcement
Performance

Possible
Positive pay raise
Reinforcement

Positive Reinforcement

Avoidance is a type of reinforcement in which people try to avoid undesirable

consequence by performing the expected behavior. We usually avoid undesirable
outcomes by removing undesirable behavior. One of the examples of avoidance is
that a boss habitually criticizes employees who dress casually. To avoid criticism, an
employee routinely dresses to suit the supervisor’s and company’s dress code.

Threatful Stimulus

Desirable performance

Avoidance

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Extinction is a dying out behavior which occurs when the positive reinforcement that
is being provided, stopped. It is the withholding of significant positive consequences
that were previously provided for a desirable behavior. If rewards are withdrawn for
behaviors that are previously reinforced, the behavior will probably become less
frequent and eventually die out. Extinction is the decline of an operant response when
it is no longer reinforced in the presence of its discriminative stimulus. For example if
employees work on weekends and get a bonus in an addition to their salary and if
extra salary is withdrawn, the employees stop working on the weekends.

Extra money on weekends

Yes NO

Continuous work Stop work

Extinction

Punishment occurs when a consequence decreases the future probability of a

behavior. Sometimes punishment is necessary to discourage an undesirable behavior.
Furthermore, it attempts to decrease the probability of specific behaviors being
exhibited. Punishment is the administration of an undesirable behavioral consequence
in order to reduce the occurrence of the unwanted behavior. For example, an
employee is suspended for three days after treating a client unprofessionally. This
punishment is given because next time, he should avoid unprofessional conduct with
the clients. Other examples would be of an employee who harasses a co-worker; a
clerk who steals money from a petty cash all deserves punishment.

Threat of Reprimand

Undesirable Behavior

Reprimand given

Decrease in undesirable behavior

Punishment

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There can be a number of ways manager can adopt to modify the behavior of
employees according to the requirement. MARS (Motivation, Ability, Role
Perception and Situational Factors) model can be used very effectively to reinforce
the behavior of an individual at work place. We can show this process with the help
of fish bone diagram (also known as cause and effect diagram) in which we can see
motivation, ability, role perception and situational factors as the key inputs for
individual behavior and performance.

MARS Model

Before applying the various types of schedule manager must monitor employee’s
behavior. They should then try to establish the frequency of the behavior or standards
against which improvement can be compared. Then the manager can select a
reinforcement schedule, and implement the chosen consequence accompanies desired
behavior.

When reinforcement is applied on an irregular basis, they are called variable

schedules. There are five kinds of schedules of reinforcement which are discussed
next.

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In continuous reinforcement, the desired behavior is reinforced every single time it
occurs. Generally, this schedule is best used during the initial stages of learning in
order to create a strong association between the behavior and the response. This level
of reinforcement may be desirable to encourage quick learning, but in the typical
work situation it usually is not possible to reward an employee for every correct
behavior. An example of continuous reinforcement is payment of employees for each
acceptable item that they produce

Fixed interval schedules of reinforcement occur when desired behaviors are

reinforced after set periods of time. This schedule causes high amounts of responding
near the end of the interval, but much slower responding immediately after the
delivery of the reinforcement.

Fixed Interval Reinforcement

Variable interval reinforcement schedules are employed when desired behaviors

are reinforced after varying periods of time. This schedule produces a slow, steady
rate of response. Promotions, lottery, and gambling follow this schedule because they
occur at uneven time intervals.
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 Variable Interval Reinforcement

Fixed ratio reinforcement is those where a response is reinforced only after a

specified number of responses. An example of payment of sales bonuses after a certain
target is achieved.

Fixed Ratio Reinforcement

Variable ratio reinforcement occurs when a response is reinforced after an

unpredictable number of responses. In organizational setting, this type of

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reinforcement schedule provokes much interest and his preferred by employees for
some tasks. Examples of variable ratio schedules are performance bonuses apart from
COLA (Cost of Living Adjustments) given to the employees.

Variable Interval Reinforcement

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Steven Mcshane.Tony, Trravaglione,Organizationa behavior on the Pacific Rim, 2003,
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Ricky W. Griffin, Gregory Moorhead, Managing people and organization, 9th Ed., p-103
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