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The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. [3] The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Hertzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F ...
Reinforcement theory is a ... The primary basis for the selective exposure assumption can be located within cognitive dissonance theory, although contemporary work ...
Though negative reinforcement has a positive effect in the short term for a workplace (i.e. encourages a financially beneficial action), over-reliance on a negative reinforcement hinders the ability of workers to act in a creative, engaged way creating growth in the long term.
Learned industriousness is a behaviorally rooted theory developed by Robert Eisenberger to explain the differences in general work effort among people of equivalent ability. According to Eisenberger, individuals who are reinforced for exerting high effort on a task are also secondarily reinforced by the sensation of high effort. Individuals ...
A new approach to work motivation is the idea of Work Engagement or "A conception of motivation whereby individuals are physically immersed in emotionally and intellectually fulfilling work." [23] This theory draws on many aspects of I/O Psychology. This theory proposes that motivation taps into energy where
Reinforcement sensitivity theory (RST) proposes three brain-behavioral systems that underlie individual differences in sensitivity to reward, punishment, and motivation. While not originally defined as a theory of personality , the RST has been used to study and predict anxiety , impulsivity , and extraversion . [ 1 ]
Just as "reward" was commonly used to alter behavior long before "reinforcement" was studied experimentally, the Premack principle has long been informally understood and used in a wide variety of circumstances. An example is a mother who says, "You have to finish your vegetables (low frequency) before you can eat any ice cream (high frequency)."
Theory X can benefit a work place that utilizes an assembly line or manual labor. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work.