Reinforcement Theory

Motivation is the thing that drives everyone to complete something quicker, work more earnestly and achieve an objective. It is the thing that drives everyone to do things that they typically would not do. Motivation can stretch out to any part of one’s life and drives basically every choice and move an individual makes. Everyone uses motivation to conquer an impediment or for personal growth and satisfaction. It is helpful in the working environment to influence the organization to be fruitful by keeping the workforce motivated, cheerful and locked in.

The internal needs and drives lead to strains, which thus results in some type of action. In organization, inspiration can be depicted as the eagerness to accomplish high level efforts towards the organizational objectives, molded by the endeavors and capacity to fulfill some individual need. There are several theories in motivation, such as Hierarchy of Needs Theory, ERG Theory, Two-Factor Theory, Acquired Needs Theory, Process Theories of Motivation, Expectancy Theory, Goal Setting Theory, and Reinforcement Theory.

In this paper, I will discuss more about the reinforcement theory and strategies of reinforcement, which was publicized by B.F. Skinner, a well-known psychologist.

Discussion

Reinforcement Theory: Reinforcement theory characterizes how everyone learn conduct and figure out acceptable conduct. Reinforcement theory suggests that you can change somebody’s conduct by utilizing support, discipline, and elimination. Rewards are utilized to strengthen the conduct you need, and disciplines are utilized to avert the conduct you don’t need. Termination is a way to prevent somebody from playing out a learned conduct.

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The specialized term for these procedures is called operant conditioning (Gordan & Krishanan, 2014).

Reinforcement Strategies: Reinforcement, “is a term in operant conditioning and Conduct analysis for process of increasing the rate or probability of a conduct in the form of response by delivery either immediately or shortly after performing the conduct (Gordan & Krishanan, 2014).” Accordingly, a “reinforcer” is any incentives that is a reason for certain conduct to be rehashed or repressed. Organizations are keen on fortifying the desirable conduct and disposing of undesirable conduct among workers (McLeod, 2007). By presenting a few reinforcers, organizations can keep up or increase the likelihood of conducts’ such as quality oriented performance, target basic leadership, high level of participation and reliability, and so forth. Accordingly, these reinforcers fill in as conduct modifiers.

The Four Reinforcement Strategies: The essential ideas of this theory are positive and negative reinforcement, punishment and extinction. Reinforcement can be partitioned into positive feedback and negative feedback. The first two reinforcers seek to encourage desirable conduct by different approaches. The remaining two reinforcers seek to discourage undesirable conduct.

Positive Reinforcement: Positive reinforcement is a method used to produce and to enhance new conduct by adding rewards and incentives instead of eliminating benefits. Positive reinforcement happens when the outcome bringing about the conduct you are trying to create builds the likelihood that the ideal conduct will continue. On the off chance that a salesman performs well, that sales representative may get a reward, which fortifies the longing to make deals as a result of the positive outcome of doing so. Rewards can be in the form of praise, promotion or fringe benefit (Wei & Yazanifard, 2014).

Wei & Yazanifard (2014), classified rewards into two types: intrinsic and extrinsic. Intrinsic reward alludes to something impalpable, for example, recognition and affirmation. A simple “thank you” or “job well done” takes no time at all and goes a long way towards showing the employees you appreciate the work they do. Extrinsic reward is pay, advancement, opportunity in office and professional stability. The United States Postal Service (USPS) executed the pay-for-performance since 1995 and it made a significant impact to the organizations. The program counterbalanced the consistent net loss for the past 24 years which summed up to ten billion dollars. With the implementation of the program, the USPS not only improved drastically in financials, but in delivery punctuality, workplace safety and efficiency (Wei & Yazdanifard, 2014).” Both rewards manage staff accomplishments inside an organization.

Negative Reinforcement: McLeod (2007), states “the removal of an unpleasant reinforcer can also strengthen conduct. This is known as negative reinforcement because it the removal of an adverse stimulus which is ‘rewarding’ to the person. Negative reinforcement strengthens conduct because it stops or removes an unpleasant experience.” For instance, suppose your organization is getting ready to relocate to some God forsaken place like North Dakota. No one wants to leave the place where they have found success and stability. The organization lets the top job performers decide whether they want to go to North Dakota or stay at the home office. For you to be one of the top job performers you must maintain exceptional job performance to avoid the negative blowback of being chosen to go to North Dakota. You will keep doing your best to evade the negative feedback. Negative feedback is not the same as punishment.

Punishment: Punishment happens when you force a negative outcome to decrease an undesirable conduct. While negative reinforcement includes withholding a negative outcome to energize desirable conduct, punishment is forcing a negative result to dishearten an undesirable conduct. Punishment can be applied by using shock or by removing the reward. For instance, getting a review for being late to work is a punishment that is forced on late workers to prevent workers from being late; an unwanted conduct (Gordan & Krishanan, 2014).

Negative reinforcement and punishment are oftentimes confused. However, Gordan & Krishanan, 2014, provided ways to differentiate between the two. First, punishment reduce the probability of undesirable conduct and negative reinforcement enhances the possibility of a desirable conduct. Second, punishment means imposing a negative consequence to an undesired conduct when it occurs, and negative reinforcement proposes the removal of a negative consequence when a desired conduct occurs.

Punishment has many problems associated with it. First, the punished conduct is never forgotten, it just lies dormant until the punishment is no longer present. Second, the punishment causes increased hostility. Third, the punishment can cause fear which in turns create undesirable conduct. Lastly, the punishment does not necessarily lead to desirable conduct. The most important thing to remember is “reinforcement tells you what to do, punishment tells you what not to do” (McLeod, 2007).

Extinction: The final ‘reinforcer’ of operant condition’s is extinction, which is a way to stop somebody’s learned conduct. You endeavor to smother a conduct by withholding the positive feedback that empowered the conduct. For instance, suppose that you deal with a generation office that experienced serious difficulties staying aware of requests for as far back as couple of months. You utilized overtime pay as a positive feedback to bring workers in on the weekends and postpone vacations. Now that you have the orders under control, you stop approving overtime. Workers no longer come in on the weekends to work. Their learned conduct has been extinguished.

Reinforcement Scheduling: It is critical to properly time the rewards or punishments utilized in an organization. The planning of these results is called reinforcement scheduling. In the most straightforward timetable, the reaction is fortified each time it happens. Continuous reinforcement is positively reinforced every time a conduct occurs. There are four types of intermittent reinforcement scheduling. First, fixed ratio reinforcement happens when conduct is reinforced simply after the conduct happens a predetermined number of times. Second, fixed interval reinforcement happens once one reinforcement is given after a fixed time period giving no less than one right reaction has been made. Third, variable ratio reinforcement happens when conduct is reinforced after a random number of times. Lastly, variable interval reinforcement happens when giving one right reaction has been made, reinforcement is given after a random measure of time has passed (McLeod, 2007).

Reinforcement Theory Strength and Weaknesses: However, just like most theories, there are strengths and weaknesses associated with the reinforcement theory. Gordan & Krishanan, (2014), addresses two strengths of the theory. First, find ways to motivate your employee. As we probably are aware the Theory of motivation focuses on internal requirements and Reinforcement Theory centers around outside conditions and circumstances. Hence, this is significantly easier for motivating an employee in the workplace by outside factors like giving advancements or increasing wages. Lastly, involve your employees. Allow them to be a part of the process. Employees want to know how they are doing and whether their efforts have made a difference; create rewards to keep employees motivated.

In this instance, Gordan & Krishanan, (2014), explains how the weakness outnumber the strengths of the Reinforcement theory. First, there is difficulty in identifying rewards and punishments. It is important to realize that no two people are the same. It must be understood that people have different abilities. Therefore, different rewards and punishments must be identified to fit different situations. Second, it is difficult to apply to complicated types of conduct. All practices are not the equivalent in similar circumstances or diverse circumstances so it’s extremely difficult to apply a reinforcement to a circumstance. So, utilizing a similar reinforcement in a similar station for various everyone cannot be successful. Lastly, it is unethical to impose your will on someone else. It’s dishonest on the off chance that one who gives blessings and reward for changing conduct. This goes likewise for the everyone who are attempting to control an individual or a group of everyone by forcing reward

Conclusion

The reinforcement theory was made by B. F. Skinner. It just expresses those behaviors that lead to positive results will be rehashed and behaviors’ that lead to negative results won’t be rehashed. Reinforcement theory clarifies in detail how an individual learns conduct. There are four fundamental systems utilized in Operant conditioning, for example, uplifting feedback, negative support, discipline, and termination. Skinner expresses that workplace ought to be made appropriate to the employee and that discipline prompts dissatisfaction and demotivation.

In this manner, the best way to persuade is to continue rolling out positive improvements in the organization. Leaders can utilize these techniques, yet if one methodology is utilized constantly it will cause negative effect on employees. Leaders who are trying to motivate their employees must guarantee that they do not reward all their employees at the same time. They should tell their employees what they are not doing effectively. They should tell the employees how they can accomplish positive feedback. The ideal outcome is that leaders should negatively reinforce employee conduct that prompts negative results and increase positive conducts.

References

1. Gordan, M., & Krishanan, I. A. (2014). A Review of BF Skinner’s ‘Reinforcement Theory of Motivation’. INTERNATIONAL JOURNAL OF RESEARCH IN EDUCATION METHODOLOGY, 5(3), 680-688.
2. McLeod, S. A. (2007). Bf skinner: Operant conditioning. Retrieved September 9, 2009.
3. Wei, L. T., & Yazdanifard, R. (2014). The impact of Positive Reinforcement on Employees’ Performance in Organizations. American Journal of Industrial and Business Management, 4(1), 9