4. Administer rewards intermittentl

4. Administer rewards intermittently. Positive reinforcement can be adminis-
tered under different types of schedules. The most effective and sensible type is an intermittent schedule in which rewards are administered often,

but not always, when the appropriate behavior occurs. A reward loses its

effect if given every time the employee makes the right response. Thus

intermittent rewards sustain desired behavior for a longer time by help-
ing to prevent the behavior from fading away when it is not rewarded. In

addition to being more effective, intermittent rewards are generally more

practical than continuous rewards. Few managers have enough time to

dispense rewards every time team members attain performance goals.

5. Administer rewards promptly. The proper timing of rewards may be diffi-
cult because the manager is not present at the time of good performance.

In this case, an e-mail message, text message, or phone call of apprecia-
tion within several days of the good performance is appropriate. Some

managers are posting Tweets these days to post public notes of

appreciation.

6. Change rewards periodically. Rewards grow stale quickly; they must be

changed periodically. A repetitive reward can even become an annoy-
ance. How many times can one be motivated by the phrase “nice job”?

Suppose the reward for making a sales quota is an iPad. How many

iPads can one person use (assuming the award is not re-gifted)?

7. Make the rewards visible. When other workers notice the reward, its

impact multiplies because the other people observe what kind of behav-
ior is rewarded. Assume that you were informed about a coworker’s

exciting assignment, given because of high performance. You might

strive to accomplish the same level of performance.

8. Reward groups and teams as well as individuals. To improve organiza-
tional productivity, both groups and individuals should receive rewards

for good performance. A combination of group and individual rewards

encourages teamwork yet does not discourage outstanding individual

performance. As Jack and Suzy Welch recommend, “When an individual

or team does something notable, make a big deal of it. Announce it pub-
licly, talk about it at every opportunity. Hand out awards.”21