Positive Reinforcement and Feedback

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Managers have found the technique of Positive Reinforcement and Feedback to be an effective motivator of people. The basic principle behind this technique is the belief that behaviour is a result of its consequences. That is, a manager can increase the likelihood of a specific behaviour occurring by reinforcing the behaviour when it does occur. Feedback, therefore, is a powerful motivational tool.

Studies have shown that feedback should be provided regularly and in such a way that it positively reinforces an employee’s behaviour. In fact, it has been demonstrated that providing feedback to employees on task performance on a regular basis is probably the single most effective and efficient method of gaining and maintaining their commitment to a manager’s plans and objectives.

These same studies conclude that most managers don’t take the time to provide sufficient feedback and that, on the occasions when they did, it often did not reinforce the positive aspects of an employee’s performance. In other words, most managers are quick to criticise and slow to praise.

Many of us have been educated to look for flaws and deviations — the power of critical thinking. It’s usually easier to find problems and mistakes than it is to seek out opportunities to reinforce positive accomplishments, however small. And many people are just plain uncomfortable when they try to praise people or show enthusiasm. However, successful managers can — and must — overcome these all-too-common tendencies if they are to become an effective motivator of people.

The Manager’s Role

Four steps to motivating

Providing positive feedback is not a difficult task, following these four simple guidelines:

1. Be specific. Relate your comments directly to task performance. There should be no doubt in the employee’s mind as to what behaviour you are complimenting. This will prevent communication problems and ensure that you will obtain the specific behaviour/results you want in the future.
2. Do it immediately. Feedback is most effective when given immediately after the performance of a task.
3. Make it proportional. Reinforcement should match the achievement or the task completed. Give too much praise, and you lose credibility. Give too little, and it’s soon forgotten or rejected.
4. Personalise your comments. A manager should provide positive reinforcement from a personal point of view — not “The company appreciates your efforts” but “I think you did a great job.” This builds up positive manager/employee relationships and adds credibility to what you say.

The Question of Punishment

A key point to remember is that punishment (negative reinforcement) is not the opposite of positive reinforcement. No reinforcement is the opposite of positive reinforcement.

If strong enough, punishment will immediately suppress behaviour, but it also will have an unpredictable long-term effect. That is, punishment does not increase the likelihood of the desired behaviour; it only suppresses the undesired behaviour.

The most effective management practice is to “shape” desirable behaviour through positive reinforcement and to avoid treating motivational problems with threats and punishment.

Specific reinforcement methods

Some specific suggestions for positively reinforcing employees following good performance are:

Increased Responsibility: This means creating an opportunity for an employee to take on more diverse assignments or hold more control over day-to-day operations. Coaching or onboarding a new staff member provides such an opportunity.

Attention: Simply paying attention to people when they speak can be a powerful reinforcer. Attention linked with positive feedback increases the strength of this reinforcer.

Recognition: Earned recognition is a strong reinforcer. Some people are more attracted to this reinforcer than others.

Novelty/Change: The opportunity to change work environments (including time off) can be a powerful, favourable reinforcer. Under this heading come such items as the opportunity to vary repetitive tasks, work on a different schedule than previously, set one’s own goals, select one's own work tasks, and many others.

Money: It is difficult in business to use money as a positive reinforcer — especially since it is paid at a fixed interval and is not always tied directly to specific behaviours. Money, at best, is a long-term, favourable reinforcer.

Praise: Probably the most obvious favourable reinforcer, but like any reinforcement, people become satiated with its use if too frequent and too effusive. Beware of the “super syndrome.”

All these techniques can work to communicate your appreciation of good performance and help ensure the repetition of this good behaviour in the future.

Summary

Positive reinforcement and feedback have proven to be effective motivational techniques for contemporary managers. If managers can overcome the all-too-common tendencies to dwell on the negative rather than the positive aspects of employee performance, they can use these techniques to create a positive motivational climate.

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