IMPROVING SECONDARY TASK EFFICIENCY AS AN INDIRECT MEANS TO ...

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IMPROVING SSECONDARYECONDARY T TASKASK EEFFICIENCYFFICIENCY AS AN INDIRECT MEANS

TO INCREASE PPRIMARYRIMARY T TASKASK O OUTPUTUTPUT IN A COMPLEX OUT-BOUND TELEMARKETING JOB

D. Chris Anderson, Charles R. Crowell, Kari Tolzman McArthur, & Alan Van

I Would Like To Begin By Requesting An Indulgence From You...

Not surprising for a retired professor from a small, Midwest Catholic University…

• To Introduce The Presentation Through A “Set” Of (Perhaps Mundane)

–PropositionsPropositions, Implications, &

Deductions

Outcomes

Accomplishments

Behaviors

Fundamental Proposition #1...

• 1. Desired Organizational Outcomes• ~ e.g., Increased Revenues / Enhanced Profitability ~

–Stem From Individual & Group Work Products» Throughout The Company

–These, In Turn Are …These, In Turn Are …

• Individual Or Collective Employee Actions

•Leads To Proposition Proposition # 2:# 2: …

2. The Byproducts Of... ~ I.e., Individual Results &/Or Group Accomplishments ~

Outcomes

Accomplishments

Behaviors

–The Fundamental Cornerstone Of Desired

Work Outcomes• 3a. Getting Enough Of The Right

Activities From Employees = Critical Prerequisite To Attainment Of Prized Results

• Accordingly, Accordingly, Proposition 3Proposition 3::

3. Human Behavior Is...

“Behavior” Is An Organization’s Most Precious Commodity

Whichever “They” May Be?

4. Interventions …

– Will Be Most Effective When They Target & Improve These Right ‘Outcome-Critical’ ‘Outcome-Critical’ Behaviors …

But Which Behaviors???

• 5. Which Behaviors Qualify As “Right”

– Depends On The Desired Outcome

Early On, “We” Outlined…

– A General Way Of Thinking About General Way Of Thinking About The Targeting ProcessThe Targeting Process

• Plus Provided Some Specific Criteria To Guide It’s Selection

• We Described TargetingTargeting As A Process OfA Process Of::

– A. Identifying Which Behaviors ~Out Of Potentially Large Number Of Worker Out Of Potentially Large Number Of Worker

ActivitiesActivities ~ Are Relevant To The Prized Goal & Then…

B. Selecting One Or More...

–Of These To Be The FocusTo Be The Focus Of Improvement Efforts…

– A Disclaimer:

» Admittedly, Both Identification & Selection Selection ComplicatedComplicated By The Kinds Of Temporal &

Hierarchical Relationships That Exist Between An Outcome & The Various Behaviors Upon Which

“It” May Depend …

• This Is Tantamount To Acknowledging That...

6. Individual Results Almost Always

–Depend On The Emission Of Multiple BehaviorsMultiple Behaviors

• Sales Outcomes = Good Examples Of This “Many-To-One” Relationship

• A ‘Sale’ Usually Can Be Traced Back To Variety Of Behaviors

Including…

~ Acquiring/Qualifying Prospects As Potential Customers

• ~ Achieving One Or More Meetings • `Via Telephone Or ‘In Person’

• ~ Presenting / Discussing Certain Kinds Of Information During These Meetings

• ~ Offering Prospect Opportunity To Make A Buying Decision– ~ And So On

Almost Always, Targeting…

• Involves Selection Of OneSelection Of One Or A

Subset Of These Behavior Types– On The PresumptionOn The Presumption That…

• Improving One Or More “Key” Action(s) Will Lead To More Of

The Desired Organizational Result

These ‘Kinds’ Of Behaviors = “Special StatusSpecial Status”

• All Are Part Of A PRIMARY SEQUENCE

– That Is...

• They Are Directly Responsible For Establishing Establishing

The ConditionsThe Conditions Necessary For The Desired Result

Possible Analogues:

• “Great” Lectures = More Likely– If Delivered From Prepared & Recently Reviewed Notes, If Practiced,

If Critiqued, If Interactive, If Contain Audio/Visual Materials

• Useful Research Results More Probable– If Derived From Behaviors Involved In Carefully

Planning & Designing Experiments

• “Fruitful” Therapy Sessions More Likely– If Preceded By Review Of Patient’s Case History

In These Examples, The Relationship Between Prized Accomplishment & Selected Target

• Are In Direct Line/Sequence With One Another

• Logical

• Relatively ObviousRelatively Obvious

• Baselines Believed To Be ‘Improve-able’Baselines Believed To Be ‘Improve-able’

• Seemingly Pivotal To Success …• All Of Which Define …

• RELEVANCE, Primary (?), Direct (?)…

?????????????????

Outcome

Accomplishment

• Visible, Expected

• CrucialCrucial, Critical• Foremost,• ObviousObvious,• Direct,• Essential/Pivotal,• EstablishingEstablishing

– Or …

• UptimeUptime???• Not To Be Confused With Usage In Manufacturing Settings

Possible Synonyms For “Primary” Targets

Admittedly, The Intended Result~ e.g., The Customer’s Decision To Buy ~ …

– Depends On Additional Agreement Behaviors NOT Fully Controllable By The SP … HOWEVERHOWEVER, ,

•When A Sale Does Occur, When A Sale Does Occur, It CanIt Can…

• Precipitate Other, Precipitate Other, Secondary Secondary BehaviorsBehaviors

• For Example, Activities Involved In ...

~ Order Fulfillment

• ~ Documentation

• ~ Follow-Up Actions, Etc. …

–None Of Which Contribute None Of Which Contribute Directly To Sales In Same Directly To Sales In Same Way As Primary BehaviorsWay As Primary Behaviors

Other ExamplesOf Secondary Task Behaviors

• Completing Call Reports• Timely Input Of Client Product

Expectations To Manufacturing• Supplying Critical Information To

Other Support Personnel• Again, None Of These Activities Again, None Of These Activities

Contribute Directly To Sales In Same Contribute Directly To Sales In Same Way As Primary BehaviorsWay As Primary Behaviors

Secondary Behaviors & Teaching? Better Lectures &…

• Journal Reading– Tutorial Help / Additional Training– Updating Notes– Selection/Preparation Of Audio-Visual Supports

• Although Not In Direct Sequence Leading To Prized Outcome,

– These Actions SupportSupport The Matriculation &/Or Perpetuation Of

The Desired Performance(s)

Possible Synonyms For “Secondary” Behaviors

• Indirect,• Support,• FacilitativeFacilitative,• MundaneMundane,• Non-visibleNon-visible,• Auxiliary,• Minor,• DerivativeDerivative,• ObliqueOblique, &/Or …• Down- &/Or Off-timeDown- &/Or Off-time???

Secondary Behaviors Also Have Special Status

• They Do Not Contribute To The End Result In Same Way As Primary

Behaviors• This = Important DistinctionImportant Distinction Since

– Primary & Secondary Tasks Often Stand In Mutually Exclusive &/Or Reciprocal Relation To One Another

That Is…

• The Performance Of One Type The Performance Of One Type UsuallyUsually PrecludesPrecludes The ConcurrentThe Concurrent

Occurrence Of The OtherOccurrence Of The Other…– YET...

• Very Little Mention Of Them In The OBM Literature

– All Of Which Leads To A DeductionAll Of Which Leads To A Deduction

When One Is ‘Happening,’When One Is ‘Happening,’The Other Can’tThe Other Can’t

Time Devoted To Execution Of ...

– Secondary Task Behaviors Can Limit Time Available For Occurrences Of

Primary Behaviors» Thus …

• Inefficient Performances Of Secondary Task Activities May RETARD Primary

Task Progress Significantly– Thereby Depressing Opportunities For Desired Results

Yet, Most Common OBM Targeting Most Common OBM Targeting StrategyStrategy By Far …

• Has Been To Select Primary Select Primary Behaviors For InterventionBehaviors For Intervention As

Means Of Improving …• Sales• Safety• Service Efficiency/Quality• Manufacturing Throughput

Possible Assumptions Underlying This Strategy

• 1. Task-Related Behaviors That Are NOT In ‘Direct’ Sequence With

Outcomes Either Are Seen As Relatively Unimportant

»OrOr• 2. Will Take Care Of Themselves In The

Course Of Improving Primary Task Performance

• ~ Important Mandatory Mandatory Secondary Tasks Exist– & Where …

• ~ Their Performances DoDo Not Automatically Not Automatically ImproveImprove As Primary Behavior Targets Change

– Indeed … May Explain Why Targeting Primary Behaviors Sometimes Has Led To ...

• Only Modest Improvement Or– Even None At All

See Our OBMNet Paper

These Assumptions NOT Applicable In Situations Where …

Present Study = An Opportunity…

– To Explore More Fully Role Of Secondary Task (ST) Performances In Contributing To Overall Sales Success, E.g., PT Performance

– The Context:• Out-Bound TM Sales Environment Where

Usual Primary Behaviors Exhibited By Reps (TMRs) Involved …

– Initiation & Conduct Of Out-Bound Sales Calls Interspersed With

• Various Various NecessaryNecessary Secondary Tasks Secondary Tasks

The Organization• Upper Midwest Distribution Firm

– The Primary Outcome Was To Secure As Many Orders As Possible For Truck-Repair Parts

• Outcome = 50% Sales Increase– Sales Flat Prior 2 Yrs.; Co. Had Tried Many

“Motivational” Strategies To Remedy

Warehouses Were...

•Located Throughout Continent in order

to Reduce Delivery Time (Shades Of JIT)

• SalesSales OrganizationOrganization– Single Outside SP => Primary Responsibility

For Large Accounts (e.g., Ryder) … BUT … As Noted ...

• Primary Thrust = TELEMARKETING– TM Department Divided By U.S.

Regions•Staffed & Scheduled accordingly

Typ e n am e h ereTyp e t it le h ere

Each TMR given• Territory

• Terminal

• Catalogs

• Phone

• Daily “Call” Sheet– 2 Of 3 Call Types

• Desk/Booth

Secondary Tasks Included …

• Order Fulfillment• Documentation• Customer Follow-Up• A Careful Job Analysis + Preliminary

Observations Suggested That …– Secondary Task Performance Was

Especially Poor & Inefficient»Result …

TMRs Spent Far More Time Than Needed Completing Post-Sales Tasks

– Left Too Little Time For Critical Pre-Sale Primary Behaviors … Especially

»Call Initiation• Thus ...

Instead Of Exclusively Focusing On

Call Initiation (A PT Behavior) …

• Present Study Involved Interventions Aimed Primarily

At Secondary Tasks• This Permitted Determination Of Whether

Primary Behaviors Would Increase

– If Released From Inhibition Exerted If Released From Inhibition Exerted By Inefficient Secondary Task By Inefficient Secondary Task

PerformancesPerformances

Actually, A “Bit” More Complicated

• ‘Freeing’ Up Time Does Does Not GuaranteeNot Guarantee That

Employees Spontaneously Will Devote More Effort To Devote More Effort To Needed Primary Task Needed Primary Task (PT)(PT)

ActivitiesActivities…

More Time Due To Efficient ST Performances Instead Could Result In More …

• Gossiping– Extended Breaks– Unauthorized Calls ….

• THUS …

• A Secondary Target Selected – Increased (Cold) Call Attempts

• To Summarize:To Summarize:

ST Behaviors PT Behavior(s)

Project Designed To Evaluate PredictionsPredictions That…

• 1. Free Time Could Be Increased By Deploying Interventions That …

– Contingent On Timely Emission Of ST Activities That, In Turn, Should …

• 2. Allow For Effectiveness Of An Intervention Directed At

Increasing Call Attempts (Dialings)

This, In Turn, Should Result In…

• 3. More Daily Calls &…– Accordingly, In …

• 4. More Sales/TMR/Mo • N.B.,N.B., TMRs Historically Completed All

Prescheduled Client & Prime-Prospect

Calls… So…

Increased Numbers Of Calls Really Meant

• More DailyMore Daily ‘Cold’ ‘Cold’ Dialings / CallsDialings / Calls • 3rd Authorized Call Type

• Subjects:– Of 53 Persons Employed At Various Times Throughout Study,

33 Remained Constant For All Interventions (24 Mo)• 6 Males

• Avg. Age 30.12 Y

• Avg. Education = 13.6

• Avg. Length Of Co. Employment = 17 Mo

• Salaried – No Commissions

3 ChallengesChallenges To Our Plan

• 1. Identification Of All Potentially Legitimate ST Activities &– A Way To Know Whether/Not Each Emitted

• 2. Development Of A Credible Way Of Measuring The Efficiency With…

– Which These ST Activities Were Emitted

• That Also Intervention SensitiveThat Also Intervention Sensitive

3. Development Of 2nd Measure That

• If Changed, – Credibly Capitalized On Freed Time

By “Channeling” Effort“Channeling” Effort Toward Emission Of More PT Behaviors

• Challenge # 1:– Identification Of All ST Activities

The Focus Group• Select TMRs & The RSMs Identified All Activitiesdentified All Activities That

Might Be Needed For

– Preparing & Following Up Preparing & Following Up On Each Call TypeOn Each Call Type

•Resulted In Very Long List

List Thereafter Repeatedly...– Combined, Refined & Pruned

• RESULT:

– 52 “ST” Activities = Candidates For Legitimate Occurrence In Connection With

The 3 Call Types

Challenge # 2: Development Of A Measure That...

• A. Credibly Reflected ST Performance &

– B. Was Intervention Sensitive

• Focus Group Next Estimated “Fair Average TimesFair Average Times” For Each Activity

– Provided Means To Convert Activity To Time

• Disparities Handled By Averaging RSM & TMR Estimates

RESULT:•“ST” ACTIVITIES

CHECKLIST .….

•The Tracking Instrument

– Underwent Several, Ongoing

Refinements

3-Step Scoring

Procedure

Step 1Step 1: From The ST Activities List...

– “Earned SEarned SecondaryecondaryTTaskaskTTimeime” (EST) = Number Of Times Each Activity Emitted XX Time Alotted & Totaled

• Step 2Step 2: – 7-h Work Period - (EST + 20-m Break

Time + Total Legitimate Phone Time) = Wasted Time (WT) / TMR / Shift

Step 3Step 3: Calculating SSecondary TTask EEfficiency (STE)(STE)

– STESTE = {EST/(WT + EST)} X 100• References Available Portion Of Given Shift That Was

“Earned” By Emission Of Legitimate “Secondary” Activities

• 100% Meant That All Available Non-Phone Time Was Occupied By

Legitimate Secondary-Task Activities

An Example• Worksheet:

– Total Time (7 h) = 25,200 s – Break Time = 1,200 s – PT (supplied by computer) = 11,052 s – Available Time = 12,948 s

• Checklist STT {(5,890 sec)/Available NonAvailable Non--PTT PTT (12,948 (12,948

sec)sec)} x 100} x 100 =– 45.49%45.49% SECONDARY TASK EFFICIENCY (STESTE)

UnpredictableCrosschecks & Elimination Of

Threat

2 Crosscheck Procedures– TMRs Tallied On Daily ST Activity List

• 1. RSMs Did 1500+ Crosschecks Of Sets 10 Randomly-Chosen Activities/TMR/wk

• Agreement Ratios With TMR Self-Reports– Avg. Agreement Ratio = 89%– < 7% Below 80%– > 500 = 100%

• 2. GM Crosschecked Scoring Of RSMs & STE Efficiency Calculations

• 250 Over Study = < 1% Imperfect Agreement Ratios

Challenge # 3: 2nd Measure To...

• Guide Appropriate Guide Appropriate Usage Of “Freed Time”Usage Of “Freed Time”– I.e., To Direct Efforts Toward Making More Sales

• Cold Call EfficiencyCold Call Efficiency:– CCE = {CCC/(CCC+PCCPCC)} X 100

–PPotentialotentialCColdoldCCallsalls = WT/180 s

Summary Of The Measures

• STE

• CCE– Plus Measures That Referenced Accomplishments /

Results & The Prized Organizational Outcome

• Dialings

• Completed Cold (& Total) Calls

• Monthly Sales/TMR

• OUTCOMEOUTCOME• Higher Order Higher Order AccomplishmentAccomplishment• Lower Order Lower Order AccomplishmentAccomplishment

• PT BehaviorsPT Behaviors• ST BehaviorsST Behaviors

Can Now Complete The BM Triangle...

50% More Sales

Increase # Dialings

Increase # Cold Calls

Project Overview: 2 Phases2 Phases

– Acquisition & Maintenance• Acquisition: 111/2 m

– Intervention Sequence Directed At Improving Efficiency Of Both Secondary &, Later, Primary

Activities -

• Maintenance:12 m– Initial PortionInitial Portion = Maintenance Of Changes Achieved

In Phase 1– Final PortionFinal Portion = Full Intervention Withdrawal

Phase-1 Design• Baseline, then

• Intervention # 1Intervention # 1 (ST Behaviors: Intro To Checklist + Self Tally)

• Intervention # 2Intervention # 2 (ST Measures: Intro To “Fair Standards” + Scoring)

• Intervention # 3 (STE Posting)

• Intervention # 4Intervention # 4 (CCE Posting)

• Intervention # 5 (Unplanned)

• Two Two Social Interventions (Performance Development; Sales Review) ON ...

• Region X Region BasisBsln

Int#1Int#2Int#3

etc...{TC “Components”

Multiple Baseline &Components Analysis

Region Variable = NSRegion Variable = NS

E P O C H S

Avg Downtime Efficiencies (DTE)

J an Feb Mar Apr May Jun Jul Aug Sept Oct Nov0

140Legend

Region 1Region 2Region 3Region 4Region 5

Baseln Tsk Clr Stnds

Post CCE Post Unplnd Train/ VFB/Prse Praise MtnceDTE Intro CCE Intvn Coach

Baseline Information

• ST List Similar To One Already In Use … Thus, No Resistance

– “Fresh” ST Lists Handed Out Daily– TMRs Given Only Enough Information To Make Tally Marks

– Scored By PD & RSMs During Baseline Period

• Baseline Period = 50 dBaseline Period = 50 d• Modest Changes To ST List = Statistically

Inconsequential Changes In Daily Scores

• --- Task Clarification ---

11stst & Last & Last5 Data Points5 Data Points

Dialings Collapsed Over Regions

M o n t h s

Baseline STBehaviors

STMeasures

STEFeedback

CCEFeedback

UnplannedIntervention

PerformanceDevelopment

SalesReview

Cold Calls Collapsed Over Regions

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 1: ST-BehaviorST-Behavior (30d)

What/Why/Requirements?

• ‘Component’ Of BTC: Communicating, Defining, Discussing Behavioral

Requirements Of Tasks, Missions, Purposes

– Typed List– Each Item Defined– Statement Of How Measured– Statement(s) Of Purposes– Statement Of What Required Of

Employee– Guarantees– Open Discussion

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 2: ST-MeasuresST-Measures (14 d) - 2nd Component Of BTC

• New Checklist With Times Inscribed Next To Each Activity– Calculation Procedure Introduced

& Trained• Effort Made To Help TMR “Connect”

Relationship Between Numbers Of New Prospects & Magnitude Of Daily STE Score

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 3:STESTE Performance Posting Performance Posting (53 d)

• Line Graph– Located At End Of Aisle Behind Plexiglas Bulletin Boards

• Daily, • Individual,• Consistently Updated, • Discussed,• Stated Non-Competitive, • Guaranteed Non-Aversive,

• Etc.D

Cold Call Efficiency Collapsed Across Regions

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 4: CCE PostingCCE Posting (27 d)

• Separate Graph, – Daily,– Used As Prompt ...

• For TMRs To Use Free Time To Make More Cold Calls

• Not ExpectedNot Expected To Affect STE Scores, BUT ExpectedExpected To Affect CCE, Dialings & Cold-Calls Scores

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 5: Unplanned Unplanned InterventionIntervention

(17 d)

•New Market•New Script•New Catalog

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 6: Performance Performance

DevelopmentDevelopment – 2 Stages (39 + 57d): – Introduced To Counter Downward Trend In STE

Scores Following The ‘Unplanned’ Intervention

• Stage 1Stage 1: RSMs Trained In Coaching & Social-Skill Rudiments

• Video Tapes Developed– Pre-scored Using ST Checklist,

– Used To Teach RSMs How To Make In Vivo Observations Of Relevant TMR Behaviors

RSMs Scored Tapes Until ...

• Protocols Identical To Those Developed By PIs– All Achieved 90% Scores

• Role-Playing Used To Teach Prompting, – Cueing,

– On-Job Training,

– Encouragement,

– Contingent Praise

• RSMs Encouraged To Practice These Skills On TMRs During Stage 1

• --39 d --

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Stage 2Stage 2 (57 d):

• Systematic Application On Daily Basis– To TMRs Whose Scores Unimproved

• RSMs Used Checklists To – Track Key Aspects Of TMR Transactions,– Record Notes To Use In Follow-Up Meetings

• Sales GM Aperiodically Monitored Checklists

-- 57 d --

-- Task Clarification --

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Intervention # 7: Weekly Sales ReviewsWeekly Sales Reviews(30 d)

• Individual RSM/TMR Meetings– Discuss Weekly STE & Monthly Sales– Coaching/SR Continued– Focused On Employees Whose Scores Were

• Highly Variable• No Change• Drifting Downward

CCEFeedback

SalesReview

M o n t h s

STMeasures

STEFeedback

CCEFeedback

SalesReview

STMeasures

STEFeedback

CCEFeedback

SalesReview

Sales/TMR/MoCollapsed Over Regions

1 2 3 4 5 6 7 8 9 10 11 12

M o n t h s

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

STMeasures

ST Feedback

CC Feedback

Performance Development

SalesReview

Maintenance

---Task Clarification--- Correlations, Correlations

STMeasures

ST Feedback

CC Feedback

SalesReview

Maintenance

---Task Clarification---

Correlations, Correlations

• Predictions:

– Correlation Size & Controllable Factors

• Coefficients Should Be Highest Between:– 1. & 2. STE Vs. Dialings &

• Dialings Vs. Cold Calls

• 3. STE Vs. Calls, Then…• 4. STE Vs. Sales

– All Coefficients Averaged Via Quarterly Groupings Of DataAll Coefficients Averaged Via Quarterly Groupings Of Data

Correlations, Correlations

• Xr = .84 STE Vs. Dialings

• Xr = .84 Dialings Vs. CallsDialings Vs. Calls

• Xr = .73 STE Vs. Completed Calls

• Xr = .70 STE Vs. Sales

• Xr = .55 & .54 Dialings & Calls

– Vs. Sales

STMeasures

ST Feedback

CC Feedback

SalesReview

Maintenance

---Task Clarification--- Phase 2Phase 2: Maintenance

STMeasures

ST Feedback

CC Feedback

SalesReview

Maintenance

---Task Clarification---

Sales/TMR/MoCollapsed Over Regions

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

M o n t h s

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Quotas Met During This Period

Quotas NOT MetDuring Final Months

Project Discontinued

OBM Net Paper “Promises”

• Feedback Gains Seemed To Vary Inversely With BTC Gains

• BTC Effects Again Seemed Irreversible

• Lessons Learned About– When Things Don’t Go As PlannedWhen Things Don’t Go As Planned

• Hybrid Intervention Was VERY Effective

• Common Objections To Praise

Top-Down Ambivalence & Praise

• Praise Seemingly Critical For… – Fullest– Most Enduring

• Organizational Change, Yet…

• Much Organizational Resistance In Spite Of Being ‘Legal-Proof’

• Resistance Revolves AroundResistance Revolves Around 6 Common Themes (Complaints/Objections)(Complaints/Objections)

1. ‘Equivalence’ Theme

–Compensation & Praise Rely On Same Mechanism –

• Giving One Obviates Need Giving One Obviates Need For Giving The OtherFor Giving The Other

– Often Gives Rise To The Statement:

• “Why Should I Praise When S(he) Is Already Paid To Perform”

2. ‘Overstated-Worth’ Theme

–Praise Will Be Taken By Taken By Recipient As Evidence Of An Recipient As Evidence Of An

Elevation In Their Overall Elevation In Their Overall WorthWorth

• Praise Accordingly Will Lead To Increased Demands For More Wages, Promotions, Special Privileges, Etc….

3. ‘Complacency’ Theme

– Recognition For Good Performance Calls Attention To Calls Attention To Its Above-Average NatureIts Above-Average Nature, Thus Attenuating Motivation To Strive Attenuating Motivation To Strive

HarderHarder• Praise Increases The Discriminative Value Of

Fair-Day Standard, Thus Making Salient That Further Work Will Be Personally Superfluous

4. ‘Overgeneralization’ Theme

– Praise For Particular Performance Mistaken As Tacit Appreciation

For Other Average Or Even Unworthy Performances

• Surfaces When Mgr. Asked To Give Praise To Generally Sub-Performing

Employee Who Also May Be A Discipline Problem

5. ‘Manipulation’ Theme

– Planned Mgr. Praise Is Exploitative & Artificial

• Unfair To Employee Because Effects Exceedingly Likely At Rediculously

Low Organizational Cost

• Tangible Value To Worker = Negligible

6. ‘Reinforcement Insufficiency’ Theme

– Dispensing Praise Impossible In Environments Where Personal Recognition = Generally Absent

• Mgrs. Reluctant To Dispense Mgrs. Reluctant To Dispense Praise When They Do Not, Praise When They Do Not, Themselves, Receive AnyThemselves, Receive Any

IMPROVING SECONDARY TASK EFFICIENCY AS AN INDIRECT MEANS TO ...

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