Is there ever a time to use negative reinforcement? Are punishments good ways to change employee behavior?
Aubrey C. Daniels states that negative reinforcement discourages the repetition of behaviors by tying them to unpleasant consequences. These consequences can be punishments or penalties.
Continue reading to learn how to use negative reinforcement properly.
Is Negative Reinforcement Good?
While learning how to use negative reinforcement is good for achieving short-term results, Daniels advises against using them too liberally. He says negative reinforcement prompts employees to do just enough to avoid the consequences and doesn’t encourage them to invest discretionary effort into their work. For example, say you set a rule that employees must follow procedures exactly as documented, or else they’ll be fired. They’ll likely follow the procedures to the letter, but they may not engage creatively or suggest improvements to the process, as they’re primarily focused on avoiding negative outcomes.
Additionally, too much negative reinforcement can create a negative work environment, where the relationship between management and employees is defined by constant monitoring of employee behavior and a fear of punishment. Daniels explains that companies default to negative reinforcement because they assume it works best, but positive reinforcement is ultimately a more effective motivator.
| Why Negative Reinforcement Is Counterproductive Daniels notes two major drawbacks of negative reinforcement. Let’s explore each of these drawbacks in greater detail. According to Daniels, negative reinforcement prompts employees to do just enough to avoid the consequence. Business experts refer to this phenomenon as minimal compliance and explain that it’s a sign your employees aren’t fully engaged. Disengaged employees are more likely to exhibit absenteeism, leave for another job, and engage in unsafe and inappropriate behaviors. They might also engage in malicious compliance: following rules to the letter in a way that creates additional challenges. For example, an employee might respond to your threat of firing them if they don’t follow procedures by strictly adhering to outdated processes that slow down workflow. Daniels also notes that workplaces that rely on negative reinforcements become negative environments in two ways. First, managers must constantly monitor employee behavior. This can easily lead to micromanagement, a management style where managers closely oversee every small detail of employees’ work. Micromanaging can erode trust and autonomy, making employees feel that their skills and judgment are not valued. This decreases employees’ motivation and overall job satisfaction. Second, negative reinforcement creates a fear of punishment that can define the employee-manager relationship and undermine employees’ sense of psychological safety. As we discussed earlier, Amy C. Edmonson argues in The Fearless Organization that without psychological safety, employees are afraid of making mistakes or facing consequences. They may thus avoid taking risks or speaking up with new ideas, which limits opportunities for growth for both employees and the organization. |
