Ten Types of On-The-Job Reinforcers:
Taxonomy
Donald Tosti and Anne O’Brien
We have compiled a list of potential reinforces that may be employed with various motivational
tactics. The rein forcers are grouped into ten categories with specific examples of each Most of
these reinforcers may be used in manager-evaluated contingencies. A few reinforcers, such as
"going to lunch," are listed because of their value in self-control tactics. It is unlikely that a boss
today could get by with telling employees, "You can go to lunch after you finish your tasks."
This list is by no means inclusive. No list of rein forcers can be inclusive, because reinforcement
is both highly personal and transient. These two facts of reinforcement cannot be stressed
enough. What acts as a reinforcer for one person may affect someone else quite differently. For
example, selection as "employee-of-the-month" is highly reinforcing to some employees; others
find it a bore. To some folks, shooting the breeze with the boss is the high point of the day, while
others prefer to be left strictly alone. It is probably safe to say there is no such thing as a
universal reinforcer, not even money or time off. The personal preference nature of
reinforcement is probably a major reason why many organization-wide incentives fail to
motivate all employees.
The other "pitfall" of motivational design is that the reinforcing effects of many events are highly
transitory. What acts as a reinforcer for a given individual today, may not act as one tomorrow.
This is true with either Intrinsic or extrinsic reinforces. Failure to appreciate the transient nature
of reinforcement has been a significant cause of failures in management interventions. Even
highly touted programs, such as job enrichment, have fallen into this trap. Early studies of job
enrichment supported thy' notion that it was reinforcing for individuals to be given more
meaningful" job tasks, but continued research revealed the fact that effects were highly transient.
Soon the novelty wore off and many employees wanted to slip back. Into something more
comfortable
Similar problems occur when attempts are made to increase motivation by giving employees
more participation in decision making. It may be initially reinforcing for lower level employees
to suddenly receive more power to act on their own. But many people later feel that it is
"tiresome to have to make decisions all the time." Others simply find it to be no longer
reinforcing. This does not necessarily mean that we should abandon efforts at job enrichment.
We should, however, closely examine our assumptions about the nature and sources of
motivation in such programs. We might then find that more meaningful work assignments and
increased power of decision making are highly reinforcing and quite persistent for many
employees, but not for all.
Just remember, not all of these reinforcers will motivate all people. However, we feel this
taxonomy should aid a manager in identifying what may serve as a reinforcer for SOME people,
SOME of the time.
I. Recognition:
praise; awards; certification of accomplishment; formal public
acknowledgments (e.g., testimonials and plaques); informal acknowledgments (i.e., "pat on the
back"); letters of appreciation; publicity (e.g., personal notes in the company newsletter, or
"employee of the month" postings); selected to represent group at meetings.
II. Tangible Rewards: cash bonuses; commissions; profit sharing; piece work pay; merit
increases; prizes (e.g., TV's, trips, etc.); lunch on the company; company stock; company
donations to charity or college fund in employee's name; increased "fringe benefits" (e.g., life
insurance, use of company car, etc.); paid trips to professional meetings.
III. Job Tasks: assignment of new duties; vertical redesign of present job (i.e., "see job through
to the end"); relief from aversive duties; change in ratio of preferred duties; frequent changes of
duties; assignment of preferred work partners; approval of job related requests; rapid follow-up
by boss on job-related problems; opportunity for advanced training
Job Responsibilities: opportunity for more self-management; more power to decide and/or
implement (i.e., scope); more frequent decision making or participation in decision making;
more frequent requests to provide input for decisions; suggestions and recommendations
accepted more frequently; given greater opportunity to select own goals or tasks; given greater
opportunity to schedule time (e.g., set own priorities);
greater access to information
IV.
Status Indicators: larger work area. a promotion: more private office: supervise more
people: receive more or newer equipment; status symbols (e.g., window, carpet on the floors,
nameplate, plants, key to executive lounge, better desk, etc.); invitations to "high level"
meetings; a new title: being placed in special category (e.g., tenured).
V.
Incentive Feedback: increased knowledge of quantitative outputs; graphs of progress;
receiving knowledge of effect of individual performance (e.g., in accomplishing group goals,
solving boss's problem. helpfulness to others, productivity, etc.); receiving knowledge on quality
of work; being informed of eventual results of output (i.e., getting the "big picture"); receiving
"fan mail" (e.g., customer compliments).
VI.
VII. Personal
Activities: doing "screw - off" behaviors that are permitted in a work
environment (e.g., going to the drinking fountain); doing screw-off behaviors that are usually
proscribed in a work environment (e.g., working crossword puzzles); taking a longer break or
receiving additional breaks or longer lunch times; leaving work earlier; time off with or without
pay; given privileges (e.g., phone calls, opportunity to travel, reserved parking, etc.); engage in
"creative" activities (e.g.. work on inventions or publications).
Social Activities: talking to fellow employees (e.g., work or "coffee" groups); going to
lunch with the gang; going to company outings or parties; going to company organized
recreational activities (e.g., bowling team); "shooting the breeze" with the boss; have boss listen
to problems with interest; dinner (lunch, drinks, or just coffee) with the boss (and spouse)
VIII.
IX. Relief From Aversive Policies or Procedures: exempt from time clocks; exempt from
selected company control poll-des; exempt from close supervision; relief from threat of
dismissal, loss of pay, or probationary status.
Relief From Aversive Work Environment: better lighting; move to less noisy location;
transfer from nonpreferred workmates or supervisor; move to warmer (or cooler) work area;
move closer to "comfort" facilities (e.g., restrooms, cafeteria, coffee pot, etc.).
X.
A Checklist of Incentives
RECOGNITION








praise
awards
certification of
accomplishment
formal public
acknowledgements
(e.g., testimonials &
plaques)
informal
acknowledgements
(i.e., “Pat on the
back”)
letters of appreciation
publicity (e.g.,
personal notes in the
company newsletter,
of the “employee of
the month” postings)
selected to represent
group at meetings








JOB TASK
JOB
RESPONSIBILITIES
assignment of new
duties
vertical re-design of
present job (i.e., “see
job though to the
end”)
relief from aversive
duties
change in ratio of
preferred duties
frequent changes of
duties
assignment of
preferred work
partners
approval of job-related
problems
opportunity for
advanced training

company donations to
charity or college fund
in employee’s name
increased “fringe
benefits” (e.g., life
insurance, use of
company car)








opportunity for more selfmanagement
more power to decide and
/or implement (i.e. scope)
more frequent decision
making or participation
in decision making
more frequent requests
to provide input for
decisions
suggestions and
recommendations
accepted more frequently
given greater opportunity
to select own goals or
tasks
given greater opportunity
to schedule time (e.g., set
own priorities)
greater access to
information
TANGIBLE REWARDS








cash bonuses
commissions
profit sharing
piece work pay
merit increases
prizes (e.g., TV’s,
trips)
lunch on the
company
company stock


paid trips to professional
meetings
STATUS INDICATORS









larger work area
a promotion
more private office
supervises more
people
receive more or newer
equipment
status symbols (e.g.,
window, carpet on
the floors, nameplate,
plants, key to
executive lounge,
better desk)
invitations to “high
level” meetings
a new title
being placed in a
special category (e.g.,
tenured)
SOCIAL ACTIVITIES







talking to fellow
employees (e.g., work
or “coffee” groups)
going to lunch with
the gang
going to company
outings or parties
going to company
organized
recreational activities
(e.g., bowling team)
“shooting the breeze”
with the boss
having boss listen to
problems
dinner (lunch, drinks
or just coffee) with
the boss (and spouse)
In Summary
INCENTIVE
FEEDBACK

increased knowledge
of quantitative
outputs
graphs of progress
receiving knowledge of
effect of individual
performance (e.g., in
accomplishing group
goals, solving boss’s
problem, helpfulness
to others,
productivity)
receiving knowledge
on quality of work
being informed of
eventual results of
output (i.e., getting
the “big picture”)
receiving “fan mail”
(e.g., customer
compliments)





PERSONAL ACTIVITIES






RELIEF FROM
AVERSIVE POLICIES
OR PROCEDURES





exempt from time
clocks
exempt from
selected company
control policies
exempt from close
supervision
relief from threat of
dismissal, loss of
pay, or probationary
status
doing “screw-off”
behaviors that are
permitted in a work
environment (e.g. going
to the drinking fountain)
doing “screw-off”
behaviors that usually
proscribed in a work
environment (e.g.
working crosswords
taking a longer break or
receiving additional
breaks or longer lunch
time off with pay
given privileges (e.g.,
phone calls, opportunity
to travel, reserved
parking)
engage in “creative”
activities (e.g., work on
inventions or
publications)
RELIEF FROM
AVERSIVE WORK
ENVIRONMENT





better lighting
move to less noisy
location
transfer from nonpreferred workmates or
supervisor
move to warmer (or
cooler) work area
move closer to “comfort”
facilities (e.g., restrooms,
cafeteria, coffee pot)
These reinforcers will only motivate employees if they are made contingent on work
performance. The important word here is NSPI Journal, July 1978-7
The reinforcer must be tied to work behavior. Handing them out indiscriminately may result in
happy workers but not productive workers. Anyone who is planning to make some changes in
the work environment in hopes of motivating employees should carefully consider the personal
and transitory nature of all reinforcers. Combinations of reinforcers mentioned in our taxonomy
should act to improve productivity on the job when they are tied to productive performances. The
attempt requires some effort, but results are usually beneficial and satisfying to both the manager
and the employee.