Module 3 Reinforcement Activity Leadership Theories BlakeMouton Skinner

Module 3 Reinforcement Activity Leadership Theories Blake-Mouton Skinner Theory X/Theory Y Equity Mc. Clelland Hersey-Blanchard A manager must balance caring about people and caring about production to be most effective. A new employee will need to be told what to do while a more experienced employee will need less guidance. People need immediate feedback on their behavior. An employee who perceives an injustice will work to change the outcome or quit his job. A high achiever is more concerned with personal achievement than the rewards of success. A supervisor should constantly monitor employees if results are to be delivered. © SHRM Module 3, Activity 1, Slide 1

Module 3 Reinforcement Activity Leadership Theories Blake-Mouton A manager must balance caring about people and caring about production to be most effective. Hersey-Blanchard A new employee will need to be told what to do while a more experienced employee will need less guidance. Skinner People need immediate feedback on their behavior. Equity An employee who perceives an injustice will work to change the outcome or quit his job. Mc. Clelland A high achiever is more concerned with personal achievement than the rewards of success. Theory X/Theory Y A supervisor should constantly monitor employees if results are to be delivered. © SHRM Module 3, Activity 1, Slide 2

Module 3 Reinforcement Activity Extrinsic and Intrinsic Rewards Extrinsic Rewards © SHRM Intrinsic Rewards Module 3, Activity 2, Slide 3

Module 3 Reinforcement Activity Extrinsic and Intrinsic Rewards Extrinsic Rewards Intrinsic Rewards Pay Benefits Opportunity to perform meaningful work Bonuses Promotions Autonomy Opportunity to see finished products On-the-job variety Receiving feedback on work performance © SHRM Module 3, Activity 2, Slide 4