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CHAPTER 8: MOTIVATION AND EMPOWERMENT 235
Punishment is the imposition of unpleasant outcomes on an employee. Punish- Punishment
Punishment
the imposition of unpleasant
ment typically occurs following undesirable behavior. For example, a supervisor the imposition of unpleasant
outcomes on an employee
may berate an employee for performing a task incorrectly. The supervisor expects outcomes on an employee
following undesirable behavior
following undesirable behavior
that the negative outcome will serve as a punishment and reduce the likelihood
of the behavior recurring. The use of punishment in organizations is controversial
and often criticized because it fails to indicate the correct behavior.
Extinction is the withdrawal of a positive reward, meaning that behavior is no Extinction
Extinction
the withdrawal of a positive
longer reinforced and hence is less likely to occur in the future. If a perpetually the withdrawal of a positive
reward, meaning that behavior
tardy employee fails to receive praise and pay raises, he or she will begin to realize reward, meaning that behavior
is no longer reinforced and
is no longer reinforced and
that the behavior is not producing desired outcomes. The behavior will gradually hence is less likely to occur in
hence is less likely to occur in
the future
disappear if it is continually not reinforced. the future
A New York Times reporter wrote a humorous article about how she learned
to stop nagging and instead use reinforcement theory to shape her husband’s
behavior after studying how professionals train animals. When her husband
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did something she liked, such as throw a dirty shirt in the hamper, she would use
positive reinforcement, thanking him or giving him a hug and a kiss. Undesirable
behaviors, such as throwing dirty clothes on the floor, on the other hand, were

simply ignored, applying the principle of extinction.
Leaders can also apply reinforcement theory to infl uence the behavior of fol-
lowers. They can reinforce behavior after each and every occurrence, which is
referred to as continuous reinforcement, or they can choose to reinforce behavior
intermittently, which is referred to as partial reinforcement. Some of today’s com-
panies use a continuous reinforcement schedule by offering people cash, game
tokens, or points that can be redeemed for prizes each time they perform the de-
sired behavior. Leaders at LDF Sales & Distributing, for example, tried a program

called “The Snowfly Slots,” developed by management professor Brooks Mitchell,
to cut inventory losses. Workers received tokens each time they double-checked
the quantity of a shipment. Since LDF started using Snowfly, inventory losses have

fallen by 50 percent, saving the company $31,000 a year. 24
With partial reinforcement, the desired behavior is reinforced often enough to
make the employee believe the behavior is worth repeating, even though it is not
rewarded every time it is demonstrated. Continuous reinforcement can be very
effective for establishing new behaviors, but research has found that partial
reinforcement is more effective for maintaining behavior over extended time
periods. 25
Some leaders have applied reinforcement theory very effectively to shape
followers’ behavior. Garry Ridge, CEO of WD-40 Company, which makes the
popular lubricant used for everything from loosening bolts to removing scuff
marks from fl oors, wanted to encourage people to talk about their failures so the
company could learn from them. He offered prizes to anyone who would e-mail
and share their “learning moments,” and each respondent would have the chance
to win an all-expenses paid vacation. The positive reinforcement, combined with
the company’s “blame-free” policy, motivated people to share ideas that have
helped WD-40 keep learning and growing. 26

Expectancy Theory
Expectancy theory suggests that motivation depends on individuals’ mental expecta- Expectancy theory
Expectancy theory
a theory that suggests that
tions about their ability to perform tasks and receive desired rewards. Expectancy a theory that suggests that
motivation depends on
motivation depends on
theory is associated with the work of Victor Vroom, although a number of scholars individuals’ mental expectations
individuals’ mental expectations
have made contributions in this area. Expectancy theory is concerned not with about their ability to perform
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about their ability to perform
tasks and receive desired
understanding types of needs, but with the thinking process that individuals use tasks and receive desired
rewards
rewards
to achieve rewards.