Productivity concepts and applications

Productivity

In operant conditioning, the reinforcement schedules have the purpose of adding an action, which will generate desired reactions. They are highly useful in the learning process and divide in two categories: continuous and partial reinforcement. "In continuous reinforcement, the desired behavior is reinforced every single time it occurs. Generally, this schedule is best used during the initial stages of learning in order to create a strong association between the behavior and the response. [...] in partial reinforcement, the response is reinforced only part of the time. Learned behaviors are acquired more slowly with partial reinforcement, but the response is more resistant to extinction. There are four schedules of partial reinforcement: fixed-ratio schedules, variable-ratio schedules, fixed-interval schedules (and) variable interval schedules" (Van Wagner, 2008)

Reinforcement schedules within organizations have the general purpose of improving the operational activities. Within manufacturing entities, they are aimed to increase the productivity. The primary idea at the basis of any reinforcement schedule is that of implementing several changes, smaller or more significant, which then generate favorable consequences. Each schedule depends on the characteristics of the entity, the type of operations they run, the products they manufacture, the services they deliver, the customers they serve, the industry in which they operate - in other words, on a multitude of factors emerging from the macro and the micro environments. Some examples of reinforcement schedules are succinctly presented below:

Continuous reinforcement - occurs when every action is stimulated and rewarded

For instance, a manager could reward the employees every time they do something right; the reward would basically consist from kind words and motivating behavior. The manager cannot offer material incentives every time the employee manages to complete their tasks as the costs of such actions would have tremendous effects upon the organization. However, the HRM strategies and the positive behavior should have the desired result. In other words, the employees would feel valued within the company, would feel as an integrant and appreciated part of the whole, and would therefore work harder to improve their performances - ergo, the company would register an increase in productivity.

Partial reinforcement - rewards occur and are aimed to stimulate the employee, but they are less frequent; in other words, only some actions are rewarded

For instance, the manager could offer more consistent rewards to the staff members who register excellent performances. He could for instance offer several paid holyday trips to various resorts. They would occur every now and then and would be offered to the best skilled employees. The overall outcome would be to motivate the staff members and have their performances and dedication increased, all to culminate with increased productivity.

A a) Fixed-ratio schedules - here, the "reward is based on the number of responses" (University of Toronto) and is only offered after a specific number of responses; this is most common in multi-level marketing, where to receive a premium, move to the next level and so on, the agent has to attract a certain number of new members.

The manager of a manufacturing organization could offer the rewards when the amount of items produced increases by a constant number. Say for instance a worker produces 5 parts a day; if he produces 6 during one day, he will not receive a rewards, but if he produces 6 parts every day, throughout a whole month, he would receive a reward. This way, the objective of increasing the productivity would be reached and the staff would not feel exploited as their efforts are being rewarded.

A b) Variable-ratio schedules - "a reinforcer is delivered after an average number of responses, but varies through session" (University of Toronto); this basically means that the reward is offered at various unpredictable times, through the analysis of the performances of the subject

The manager could offer incentives every now and then, but they would not be offered at specified times. This would ensure that the employees remain alert at all times; they know they are being observed and considered for a reward and they consequently work harder. The benefit of this schedule is that it has an increased response from the staff members, unlike the fixed-ratio schedule, where the responses tend to drop immediately after receiving the reward.

A c) Fixed-interval schedules - "the first response is rewarded only after a specified amount of time has elapsed" (Van Wagner, 2008)