Motivation (positive reinforcement at work cont. 5)

Some Techniques and Strategies for Positive Reinforcement

Introduction
Positive psychology is important
"..to increasing satisfaction, motivation and productivity..."
A. J. Martin as quoted by Heather S. Lonczak, 2019
(for more detail, see elsewhere in the Knowledge Base)
There are 3 levels to work on: organisation, management and individual worker, eg
"...by providing employee recognition and supportive appraisal of the organisational level, employers are promoting the row and self-efficacy among staff. Similarly, supporting the value of work at the individual level, employers are promoting employee motivation...."
Heather S. Lonczak, 2019

Some examples strategies for positive reinforcement that are effective, motivating and inspiring:

i) trust and respect (need to reinforce effective behaviours within a relationship based on mutual trust and respect)

ii) realistic optimism (to promote resilience and competency: realistic given the particular task required skill level)

iii) inspirational motivation (linked with organisational values, vision and mission to both inspire and motivate employees to succeed)

iv) authentic and regular feedback (needs to be meaningful, sincere, consistent, ie non--random, etc to reinforce positive future behaviour)

v) promote willpower and waypower, ie how to get there (employee self-efficacy is pivotal for success in the workplace)

vi) role model the desired behaviours (senior management reinforce positive behaviours, ie to 'walk the talk'; includes mentoring and coaching; rewarding desired behaviours; is via a sense of purpose/meaning)

vii) meaningful reward systems (provide appropriate incentives for positive behaviours; some examples

     - intangible social reinforcers (eg verbal & written praise, formal and informal recognition, etc)

     - small token reinforcers (eg free vouchers like coffee cards, gift vouchers, meals vouchers, etc)

     - large economic incentives (eg travel, bonuses, holidays, promotion, etc)

Rewards to depend upon individual's personality, ie does it has value to the recipient, and the desired outcome, ie what the organisation needs to succeed
"...it is essential that employees are regarded as individuals who will respond uniquely to particular reinforcers..."
Heather S. Lonczak, 2019)

viii) clear communication and expectations (ensure that everyone is on the 'same page' or 'singing the same tune"in terms of expectations and outcomes; clarity and understanding in communications)

ix) intellectual stimulation (people are motivated
"...by tasks that challenges the intellect their creativity and problem-solving......managers to know their employees well enough to assign projects that inspire mental stimulation..."
Heather S. Lonczak, 2019)

x) meaning behind the message (need to go beyond simply reinforcing behaviours and ensure that employees understand the reasons for the message)

xi) good listening (
"...When employees are truly listened to and understood, managers are better able to identify and encourage individual strengths..."
Heather S. Lonczak, 2019)

xii) specificity (workers understand exactly what they are doing and how they can repeat the correct behaviour in the future)

xiii) promote teamwork ( sets the stage for continued collaborative behaviour that is beneficial to individuals, teams and the organisation)

xiv) responsibility (giving workers the responsibility for their performance, reinforces a sense of personal empowerment and accountability)