Reinforce for performance: The need to go beyond pay and even rewards

Executive Overview Perhaps the most talked about, if not actually implemented, practical solution for making human resources more productive is pay for performance. Yet many researchers and practitioners doubt the true effectiveness of this approach. To help solve this controversy, we suggest drawing from reinforcement theory and behavioral management. This approach can be used to explain the simple statements: You get what you reinforce, but you do not necessarily get what you pay for. We first critically review the traditional pay for performance practices and address the question of whether rewards, not reinforcers, do more harm than good. Next, we discuss the theoretical foundation that you get what you reinforce. Finally, we outline the behavioral management steps of organizational behavior modification (O.B. Mod.). When O.B. Mod. has been systematically applied over the years using both monetary and nonmonetary reinforcers, our recent meta-analysis found that performance on average increased 17 perc...

[1]  A. Daniels.  Bringing Out the Best in People , 1999 .

[2]  A. Bandura.  Self-Efficacy: The Exercise of Control , 1997, Journal of Cognitive Psychotherapy.

[3]  Jeffrey Pfeffer,et al.  The human equation : building profits by putting people first , 1998 .

[4]  Alexander D. Stajkovic,et al.  Self-efficacy and work-related performance: A meta-analysis. , 1998 .

[5]  Alexander D. Stajkovic,et al.  Applying behavioral management in Eastern Europe , 1998 .

[6]  J. Shaw,et al.  Let the Evidence Speak: , 1998 .

[7]  Alexander D. Stajkovic,et al.  Social cognitive theory and self-efficacy: Goin beyond traditional motivational and behavioral approaches , 1998 .

[8]  Fred Luthans,et al.  A Meta-Analysis of the Effects of Organizational Behavior Modification on Task Performance, 1975–95 , 1997 .

[9]  P. Cappelli,et al.  Distinctive human resources are firms' core competencies , 1996 .

[10]  R. Eisenberger,et al.  Detrimental effects of reward. Reality or myth? , 1996, The American psychologist.

[11]  W. Imberman.  Gainsharing: A lemon or lemonade? , 1996 .

[12]  Jay R. Schuster,et al.  Introduction How Are the New Pay Tools Being Deployed , 1995 .

[13]  Edward E. Lawler,et al.  The New Pay , 1995 .

[14]  G. Jenkins,et al.  The Case of the Invisible Merit Raise , 1995 .

[15]  Steven Kerr,et al.  AN ACADEMY CLASSIC On the folly of rewarding A, while hoping for B , 1995 .

[16]  J. Cameron,et al.  Reinforcement, Reward, and Intrinsic Motivation: A Meta-Analysis , 1994 .

[17]  Robert r. Taylor,et al.  Consequences of Gainsharing , 1994 .

[18]  Fred Luthans,et al.  Managing Russian Factory Workers: The Impact of U.S.–Based Behavioral and Participative Techniques , 1993 .

[19]  A. Kohn.  Why incentive plans cannot work , 1993 .

[20]  A. Kohn.  Punished by Rewards , 1993 .

[21]  E. A. Locke,et al.  Task complexity as a moderator of goal effects: A meta-analysis. , 1987 .

[22]  A. Bandura.  Social Foundations of Thought and Action , 1986 .

[23]  A. Bandura.  Social Foundations of Thought and Action: A Social Cognitive Theory , 1985 .

[24]  Edward L. Deci,et al.  Intrinsic Motivation and Self-Determination in Human Behavior , 1975, Perspectives in Social Psychology.

[25]  Fred Luthans,et al.  Organizational behavior modification , 1982 .

[26]  F. Luthans,et al.  An experimental analysis of the impact of contingent reinforcement on salespersons' performance behavior. , 1981 .

[27]  S. Kerr.  On the folly of rewarding A, while hoping for B. , 1975 .

[28]  R. Nisbett,et al.  Undermining children's intrinsic interest with extrinsic reward: A test of the "overjustification" hypothesis. , 1973 .

[29]  E. Deci.  Effects of Externally Mediated Rewards on Intrinsic Motivation. , 1971 .

[30]  B. Skinner,et al.  Science and human behavior , 1953 .