Reinforcement Theory

The basic principle of reinforcement theory is that behavior is a function of its penalty. If I think a certain behavior

Will lead to pleasant penalty, I am more likely to choose it. If I think a certain behavior will lead to unpleasant cost, I am less likely to choose it. Plunder and punishment is base on reinforcement theory, and an understanding of the theory could help give details

why some of your plunder  and punishment are not have the preferred effects. If, as a manager, you can make sure that when someone works unbreakable, the penalty are pleasurable for them, then you are likely to have aggravated employees. An example would be to basically acknowledge good appearance and say "Thank-you," or to give added pay for good appearance. Equally, if someone has done a poor job, and you don't want them to replicate it, you need to make sure that any pleasant penalty are withdrawn-don't say "Thank- you" for bad work.

This is not as uncomplicated as it seems. What if someone came to you with what you think is a good idea, and you say, "immense idea, write it up in more feature and I'll take it to the board"-some might think this is an enjoyable consequence. But what if the person is already snowed under with work-the last thing he or she might want is another project on the plate, so the result is not pleasant.  What ends up happening?

The person stops coming to you with ideas. By punishing idea- generating behavior, by giving unenthusiastic penalty, you have unintentionally stopped a behavior you may have wanted to encourage. For some people, punishment can be attractive as it guarantees concentration and, often, notoriety. Thinking through the awareness and consequences of the strengthening is dangerous if you want to be a victorious manager.

Timing is another important aspect of reinforcement.  For punishment to be competent, it must be specific and instantaneous. However, for heartening a behavior, blinking reinforcement has the strongest effect. Gambling offer the best exhibition of this: if you won every time you gamble, or every fifth time (a fixed agenda of reinforcement), you would probably not find gambling as exciting as captivating occasion- ally and unpredictably.

As a manager, if you want someone to develop a particular behavior, you can get them happening with training and positive reinforcement every time you see them use that behavior. This is when you switch to intermittent reinforcement to keep the performance going.

Intensification theory looks at incentive as a reflex-like Pavlov's dog, we are the victims of our preparation. There is approach to stimulation that evidently takes into account human consideration processes and cognitive analysis; these can be called calculative theories.