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.