Shohag
ytggjbjbj What type of reinforcement schedule does random drug testing represent? Is this type of schedule typically effective or ineffective?
Random testing demonstrates intermittent reinforcement. According to Robbins (2005), “Intermittent reinforcement is when a desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is determined.” (p.55).
As discussed in chapter two of our textbooks, operant conditioning states that behavior is a function of its consequences. Harvard psychologist B.F. Skinner demonstrated that people will most likely engage in desired behaviors if they are positively reinforced for doing so; that rewards are most effective if they immediately follow the desired response (Robbins, p 51).
What are some examples of behaviors in typical organizations that supervisors reward but may actually be detrimental to others or to the organization as a whole? As a manager, what might you do to try to avoid this quandary?
Reward programs reward people who do good things or increase revenue at work. From my experience, reward programs seem to set up a form of internal competition in which employees strive to look good and do better than their fellow employees. Sometimes looking good becomes more important than doing well and employees will comprise their intelligence just to get ahead. It has also been my experience that employees will sacrifice the customer’s needs in order to “make quota” and in turn be rewarded.
The reward programs undermine teamwork and cooperation. Employees competing for a prize will view each other as adversaries. They will act as though they are not part of the same organization, working for common goals, serving the customers together. Instead, they may try to submarine each others' efforts. What we have implanted in our company is a reward towards the overall goal. At the end of the year, if the goal is obtained, everyone gets a reward.
If you were the commissioner
Random testing demonstrates intermittent reinforcement. According to Robbins (2005), “Intermittent reinforcement is when a desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is determined.” (p.55).
As discussed in chapter two of our textbooks, operant conditioning states that behavior is a function of its consequences. Harvard psychologist B.F. Skinner demonstrated that people will most likely engage in desired behaviors if they are positively reinforced for doing so; that rewards are most effective if they immediately follow the desired response (Robbins, p 51).
What are some examples of behaviors in typical organizations that supervisors reward but may actually be detrimental to others or to the organization as a whole? As a manager, what might you do to try to avoid this quandary?
Reward programs reward people who do good things or increase revenue at work. From my experience, reward programs seem to set up a form of internal competition in which employees strive to look good and do better than their fellow employees. Sometimes looking good becomes more important than doing well and employees will comprise their intelligence just to get ahead. It has also been my experience that employees will sacrifice the customer’s needs in order to “make quota” and in turn be rewarded.
The reward programs undermine teamwork and cooperation. Employees competing for a prize will view each other as adversaries. They will act as though they are not part of the same organization, working for common goals, serving the customers together. Instead, they may try to submarine each others' efforts. What we have implanted in our company is a reward towards the overall goal. At the end of the year, if the goal is obtained, everyone gets a reward.
If you were the commissioner