Tesco Essay Example for Free

Tesco Essay The Tesco. com site acts as a portal to most of Tescos products, including various non-food ranges (for example, Books, DVDs and Electrical items under the ‘Extra’ banner), Tesco Personal Finance and the telecoms businesses, as well as services offered in partnership with specialist companies, such as dieting clubs, flights and holidays, music downloads, gas, electricity and DVD rentals. Tesco Competitors Tesco currently leads the UK’s other leading grocery retailers in terms of market share. This pattern is repeated online. The compilation below is from Hitwise (2005) and the figures in brackets show market share for traditional offline retail formats from the Taylor Nelson Softres Super panel (see superpanel. tns-global. com) 1. Tesco superstore 27. 28% (29% of retail trade) 2. Asda (13. 36%) 3. Asda @t home 10. 13% (17. 1%) 4. Sainsburys (8. 42%) 5. Tesco wine warehouse, 8. 19% 6. Sainsburys to you 5. 86% (15. 9%) 7. Waitrose. com 3. 42% (3. 6%) 8. Ocado 3. 32% (owned by Waitrose, 3. 6%) 9. Lidl 2. 49% (1. 8%) 10. Aldi-UK 2. 10% (2. 3%) Some companies are repeated since both their main site and the online shopping site are reported on separately. Asda. com now seems to be performing in a consistent manner online to its offline presence. However, Sainsburys online performance seems to be significantly lower compared to its offline performance. Some providers such as Ocado which originally just operated within the London area have a strong local performance. Notably, some of Tesco. com competitors are absent from the Hitwise listing since their strategy has been to focus on retail formats. These are Morrisons (12. 5% retail share, Somerfield (5. 5%) and Co-op (5. 0%). Promotion of service As with other online retailers, Tesco. om relies on in-store advertising and marketing to the supermarkets Clubcard loyalty schemes customer base to persuade customers to shop online. NMA (2005) quotes Nigel Dodd, marketing director at Tesco. com as saying: ‘These are invaluable sources as we have such a strong customer base’. However, for non-food goods the supermarket does advertise online using keyword targeted ads. For existing customers, email marketing and direct mail marketing to provide special offers and promotions to customers is important. According to Humby (2003), e-retailer Tesco. om use what he describes as a ‘commitment-based segmentation’ or ‘loyalty ladder’ which is based on recency of purchase, frequency of purchase and value which is used to identify 6 lifecycle categories which are then further divided to target communications: â€Å"Logged-on†Ã¢â‚¬Å"Cautionary†Ã¢â‚¬Å"Developing†Ã¢â‚¬Å"Established†Ã¢â‚¬Å"Dedicated†Ã¢â‚¬Å"Logged-off† (the aim here is to winback) Tesco then use automated event-triggered messaging can be created to encourage continued purchase. For example, Tesco. com has a touch strategy which includes a sequence of follow-up communications triggered after different events in the customer lifecycle. In the example given below, communications after event 1 are intended to achieve the objective of converting a web site visitor to action; communications after event 2 are intended to move the customer from a first time purchaser to a regular purchaser and for event 3 to reactivate lapsed purchasers. * Trigger event 1: Customer first registers on site (but does not buy). Auto-response (AR) 1: 2 days after registration e-mail sent offering phone assistance and ? 5 discount off first purchase to encourage trial. * Trigger event 2: Customer first purchases online. AR1: Immediate order confirmationAR2: 5 days after purchase e-mail sent with link to online customer satisfaction survey asking about quality of service from driver and picker (e. g. item quality and substitutions). AR3: Two-weeks after first purchase Direct mail offering tips on how to use service and ? 5 discount on next purchases intended to encourage re-use of online services. AR4: Generic monthly e-newsletter with online exclusive offers encouraging cross-sellingAR5: Bi-weekly alert with personalised offers for customer. AR6: After 2 months ? discount for next shop. AR7: Quarterly mailing of coupons encouraging repeat sales and cross-sales. * Trigger event 3: Customer does not purchase for an extended periodAR1: Dormancy detected – Reactivation e-mail with survey of how the customer is finding the service (to identify any problems) and a ? 5 incentive. AR2: A further discount incentive is used in order to encourage continued usage to shop after the first shop after a break. Tesco’s online product strategy New Media Age (2005) ran a profile of Laura Wade-Gery CEO of Tesco. om since January 2004 which provides an interesting insight into how the business has run. In her first year, total sales were increased 24% to ? 719 million. Laura, is 40 years old, a keen athlete and has followed a varied career developing from a MA in History at Magdalen College, Oxford, an MBA from Insead; Manager and partner in Kleinwort Benson; Manager and senior consultant, Gemini Consulting; Targeted marketing director (Tesco Clubcard), and Group strategy director, Tesco Stores. The growth overseen by Wade-Gery has been achieved thr ough a combination of initiatives. Product range development is one key area. In early 2005, Tesco. com fulfilled 150,000 grocery orders a week but now also offers more intangible offerings, such as e-diets and music downloads. Wade-Gery has also focused on improving the customer experience online – the time it takes for a new customer to complete their first order has been decreased from over an hour to 35 minutes through usability work culminating in a major site revision. To support the business has it diversifies into new areas, Wade-Gery’s strategy was ‘to make home delivery part of the DNA of Tesco’ according to NMA (2005). She continues: ‘What we offer is delivery to your home of a Tesco service – its an obvious extension of the home-delivered groceries concept. ’ My May 2005, Tesco. com had 30,000 customers signed up for DVD rental, through partner Video Island (who run the rival Screenselect service). Over the next year, her target is to treble this total, while also extending home-delivery services to the likes of bulk wine and white goods. Wade-Gery looks to achieve synergy between the range of services offered. For example, its partnership with eDiets can be promoted through the Tesco Clubcard loyalty scheme, with mailings to 10m customers a year. In July 2004, Tesco. com Limited paid ? 2 million for the exclusive licence to eDiets. com in the UK and Ireland under the URLs www. eDietsUK. com and www. eDiets. ie. Through promoting these services through these URLs, Tesco can use the dieting business to grow use of the Tesco. com service and in-store sales. To help keep focus on home retail-delivery, Wade-Gery sold women’s portal iVillage (www. ivillage. co. uk) back to its US owners for an undisclosed sum in March 2004. She explained to NMA: ‘Its a very different sort of product to the other services that were embarking on. In my mind, we stand for providing services and products that you buy, which is slightly different to the world of providing information. ’ The implication is that there was insufficient revenue from ad sales on iVillage and insufficient opportunities to promote Tesco. com sales. However, iVillage was a useful learning experience in that there are some parallels with iVillage, such as message boards and community advisors. Wade-Gery is also director of Tesco Mobile, the joint ‘Pay-As-You-Go’ venture with O2 which is mainly serviced online, although promoted in-store and via direct mail. Tesco also offer broadband and dialup ISP services, but believe the market for Internet telephony (provided through Skype and Vonage for example) is not sufficiently developed. Tesco. com have concentrated on more traditional services which have the demand, for example, Tesco Telecom fixed-line services attracted over a million customers in its first year. However, this is not to say, that Tesco. com will not invest in relatively new services. In November 2004, Tescos introduced a music download service and just six months later, she estimates they have around 10% market share – one of the benefits of launching relatively early. Again, there is synergy, this time with hardware sales. NMA (2005) reported that as MP3 players were unwrapped, sales went up – even on Christmas Day! She says: ‘The exciting thing about digital is where can you take it in the future. As the technology grows, well be able to turn Tesco. com into a digital download store of all sorts, rather than just music. Clearly, film [through video on demand] would be next. ’ But it has to be based firmly on analysis of customer demand. She says : ‘The number one thing for us is whether the product is something that customers are saying they want, has it reached a point where mass-market customers are interested? ’ There also has to be scope for simplification. NMA (2005) notes that Tesco is built on a core premise of convenience and value and Wade-Gery believes what its already done with mobile tariffs, broadband packages and music downloads are good examples of the retailers knack for streamlining propositions. She says: ‘Weve actually managed to get people joining broadband who have never even had a dial-up service’

What are the effect of bad parenting :: essays research papers

What are the affects of poor parenting: I always believed that you could see the effects of bad parenting, by studying the youth of today opposed to the youth of sixty years ago. The effects of bad parenting can be measured in many different ways. One of the things that we all forget about is â€Å"lead by example†. What we as adults, teach our children, is what our future generations will be as people. Another way you can observe the results is by looking at our prisons and jails. How many of the inmates really had an idealistic life, as opposed to the one’s that had a hard time growing up? Would their lives be any different today if; for example mom hadn’t worked or if dad didn’t drink. Who’s to say what works and what doesn’t work. Kids learn by watching adults and other children do the things that they do. You’re not going to be to convincing, if you tell impressionable children not to do something when they themselves are doing what they preach not to do. I have talked to a few people about this subject and these are some of the response’s that I have gottenâ€Å" If your not taught at home right and wrong, how are you supposed to learn† Brian twenty three and has no children, Maria thirty six, two children says â€Å" You have to listen to what your children are saying, and don’t talk at them† finally, Ken fifty one, one son said â€Å" I remember when my parents weren’t around if I was doing something I shouldn’t have been doing, my neighbors had the right to correct my actions in place of my parents, today people turn a blind eye for threat of negative ramifications. Whether that is angry parents or social services, to day people just aren’t involved like they used to be.   Ã‚  Ã‚  Ã‚  Ã‚  Some people blame the school system, their kids friends, society, television, video games, the Internet, and being from a different culture but they never blame themselves for the poor behavior their children grow up to have. Raising children anywhere has to be a full time job, being a positive influence to some people just doesn’t seem to mean as much to people anymore. I could go on and on about this subject, listing the reasons why and what happens when bad

Describe marketing situations in which the use of qualitative research methods would be appropriate Essay

Describe marketing situations in which the use of qualitative research methods would be appropriate. According to Zikmund, Ward, Lowe, Winzar, Babin Qualitative research is a methodology that elaborate interpretations of phenomenal of interest without depending on numerical measurement ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, pg 65 ) . It is characterised by its aims, which relate to understanding some aspect of social life, and it’s methods which generate words, rather than numbers, as data for analysis ( Patton, Cochrain, 2002 ) . In terms of marketing situations, qualitative research methods are appropriate to be used when the organization root for new product idea generation and development, strength and weaknesses of products/ brands and studying emotions and attitudes on societal and public affairs issues (qrca. org). To maximize understanding on the situation, there are two qualitative research methods that can be consider is Focus Groups and Questionnaires. With these methods, we identify the benefits as well as limitations of using these research methods. Focus groups can be define as an unstructured, free-flowing interview with a small group of people ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, p71) . An approximately 60 to 90 minute discussion is led by a trained moderator with 8 to 12 relatively homogenous but unacquainted individuals who are brought together to discuss a specific topic ( Gunn, 2004) . Focus groups allow people to discuss their feelings, anxieties and frustrations, as well as the depth of their convictions, in their own words ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, p72 ) . The benefits of focus groups can be presented for an in-depth exploration of new ideas, opinions, perceptions, and reactions to concepts and messaging. Focus groups often serve as exploratory research to assist survey design of subsequent quantitative research methods. Similarly, they can also be useful in validating and/ or clarifying results garnered from previous quantitative research and can be use to elicit â€Å" in their own words descriptions of products, services or issues being discussed. Conferences and other events present relatively low-cost opportunities to conduct focus groups with target audiences. There tend to be few interviewer effects on dialog because individuals tend to be influenced more by the group discussion than by the moderator. Participants are usually enthusiastic and spontaneous in their responses and groups tend to naturally cover more questions, opinions and comments than researchers could have anticipated. The disadvantage of the focus group however shows that the results from focus groups are qualitative and nonprojectable to larger populations. They require well-trained moderators to manage discussions, maintain focus, and minimize affects of the personalities and behaviours of individual participants on others and/or the entire group. Logistical and cost considerations include room and food set-up, and incentives are typically needed to encourage response. Questionnaires are not among the most prominent methods in qualitative research, because they commonly require subjects to respond to a stimulus, and thus they are not acting naturally. However, they have their uses, especially as a means of collecting information from a wider sample than can be reached by personal interview. Though the information is necessarily more limited, it can still be very useful. For example, where certain clearly defined facts or opinions have been identified by more qualitative methods, a questionnaire can explore how generally these apply, if that is a matter of interest. Ideally, there would then be a qualitative ‘check’ on a sample of questionnaire replies to see if respondents were interpreting items in the way intended. Alternatively, a questionnaire might be used in the first instance, followed by qualitative techniques on a sample as a check and to fill out certain features of the questionnaire replies. Interaction among techniques in this way is typical of qualitative research.

Background And Development Of Reinforcement Theory - Free Essay Example

Sample details Pages: 9 Words: 2776 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? BF Skinner and his associates proposed reinforcement theory of motivation. Reinforcement theory (also called as operant Conditioning) states that individual s behavior is a function of its consequences. It is based on law of effect . 2.2 Law of Effect OB Mod relies heavily on the law of effect, which states that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences. ( Newstrom W. John, p no 111 ) Reinforcement theory of motivation looks out on the perception of individuals. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is applied for analyzing controlling mechanism for individual s behavior. However, it does not focus on the causes of individu al s behavior. 2.3 Behavior Modification Organizational behavior modification, or OB Mod, is the application in organizations of the principles of behavior modification, which evolved from the work of B.F. Skinner. OB Mod and the next several models are process theories of motivation, since they provide perspectives on the dynamics by which employees can be motivated. ( Newstrom W. John, p no 111 ) The figure below illustrates the basic steps in OB mod. Source: Organizational Behavior: Managing People and Organizations by Ricky W. Griffin,Gregory Moorhead The first step is to identify performance related behavioral events that are the desirable and undesirable behaviors. A manager of a restaurant might decide the most important behavior for the steward is to greet customers warmly and serve them. The second step in behavior modification is for, managers to baseline the performance of each individual which is usually calculated in percentage across different time inter vals. Example if any sales representative is getting around 25% of the total sales as required by the company. The third step is to identify existing behavior contingencies or consequences of performance exactly how the employee is performing. The fourth step is to develop intervention strategies in other words some element of the performance reward- linkage structure, process, technology, groups, or tasks is changed to make high level performance more rewarding. After the intervention step, the manager again measures performance to determine whether the desired effect has been achieved. If not manager must again re design the intervention strategy or repeat the entire process. Next step is to maintain desirable behaviors through positive reinforcement for example granting incentives every time a desired behavior is shown by the employee. Finally, managers has to evaluate performance management as to how the employee are performing and by offering long term rewards li ke increase in pay, promotion to sustain ongoing efforts to improve performance. (Griffin W. Rickey 9th edition, p no 108 ) Chapter 4 Types of Reinforcement Reinforcement Methods Source: The fundamentals of Organization Behavior by Henri L. Tossi, Neal P. Mero 3.1 Positive Reinforcement: Thomas J. Peters, author of In Search of Excellence, emphasizes that organizations striving for success need to celebrate what you want to see more of from your employees. In order to do this it is essential to understand the concept of positive reinforcement and its easy integration into your organization. Positive reinforcement is a standard analyzing tool that can be used in workplace, educational institutions and even in our day to day life, which is connected to performance or behavior. Positive reinforcement is used by managers to extract the desired behavior from the employee keeping organization success in mind. Positive reinforcement can be achieved by observing a nd caring about an employee, positive reinforcement has a major impact on employee motivation, satisfaction, productivity and loyalty in attaining individual success. As well employee success contributes to the overall improvement in the organization s performance. As all of these results and success factors of positive reinforcement begin to come together, your organization will leap ahead in its increasingly competitive marketplace. Positive reinforcement in an organization can be achieved in many ways like praising the employee if he has achieved his target and giving incentives if the employee has completed the project for the month and taking the team out for a dinner and appreciate their effort and also managers can provide training to the employees who has achieved the goals and objectives of the organization. This will be immediately followed by the positive behavior; the employee will see a link between behavior and positive consequences and will be motivated to repeat s imilar behaviors in future. And employees tend to repeat the same in order to gain appreciation. Shaping is a methodical and progressive application of positive reinforcement. It occurs when more frequent, or more powerful, reinforcements are successively given as the employee comes closer to the desired behavior8. Even though the desired behavior is not shown by the employee, it will be encouraged by giving reinforcement for behavior in the right direction. Shaping can be used by managers to train the employee for complex tasks/assignments. 3.2 Negative Reinforcement: Negative reinforcement is one which involves the removal of undesired behavior of an employee. Negative reinforcement is also known as Avoidance. In other words negative reinforcement is used to increase the desired behavior. Rather than receiving a reward following a desirable behavior, the person is given the opportunity to avoid an unpleasant consequence (Griffin W. Rickey 9th edition, p no 108 ). This also involves removal of objectionable outcomes once desired behavior is demonstrated. Example of common undesired behavior of employee in an organization Employees rushing and not quality checking their own work. Talking to colleagues instead of responding to customers in a timely manner which hampers the growth of the organization Being unpleasant, rude or argumentative to team mates. Opposing all improvement suggestions made by the managers. Repeatedly raising trivial issues. Taking excessive breaks. Not showing interest in learning new things related to work. Managers can apply negative reinforcement theory to control the behavior of the employee Example 1: if the employee is not showing interest in the work and is showing casual attitude, managers can speak to the employee and cut down the incentive so that deduction may correct the behavior of the employee, so here incentive acts as a catalyst to change the behavior of the employee. Example 2: Man agers pressurize the employee if the report/project is not completed on time, these results in employee completing the report/project to avoid pressure from the manager. Negative reinforcement is often confused with punishment, but they are not the same. Punishment attempts to decrease the probability of specific behaviors; negative reinforcement attempts to increase desired behavior. Negative reinforcement can be used effectively by managers to reshape the behavior of the employee in the organization and change to desired behavior. So negative reinforcement is one of the standard reinforce that can be used by managers. 3.3 Punishment: Punishment is another process in reinforcement theory which managers can implement on employee to reduce the frequency of undesirable behaviors. Punishment is an unpleasant, or aversive, consequence of a behavior. Examples of punishment are verbal or written reprimands, pay cut, layoffs, loss of privileges and may be termination. (Griff in W. Rickey 9th edition ) Punishment is different from negative reinforcement, in negative reinforcement is used to increase the desired behavior of the employee whereas in punishment the unpleasant behavior is eliminated by having a negative event which follows the behavior of the employee. Here in punishment the employee stops or avoids undesirable consequences. Punishment must be used as a tool to change the behavior of the employee and give employee a chance to correct his behavior. Besides undesired behavior may far reach negative effects if they go unpunished. (Griffin W. Rickey 9th edition, p no 105 ) Example 1: Manager must punish the employee if he continues to underperform after several warnings and does not show any improvements. Punishment should be used as a last resort to change the behavior of the employee because it may put lot of pressure and stress which may result in unpredictable outcome. Punishment may not permanently eliminate undesired behavior be cause sometimes it will be not having an alternative to the desired behavior. 3.4 Extinction: Extinction is referred as elimination of desired behavior when manager s hold back positive reinforcement. If rewards are withdrawn for behaviors that were previously reinforced, the behaviors will probably become less frequent and die out. (Griffin W. Rickey 9th edition, p no 105 ) The behavior of the employee is no longer reinforced and is less likely to occur in future and may affect the organization growth, while positive reinforcement contributes to the overall growth of the organization extinction can hamper the growth by not recognizing employee performance. Example 1: If the employee is continually praised for the promptness in which he completes his work for several months, but receives no praise in subsequent months for such behavior, his desirable behaviors may diminish. Thus, Extinction is the most important part of reinforcement theory because it may affect the e mployee productivity or creativity which reflects in the employee performance. So as to avoid unwanted extinction, managers may have to continue to offer positive behavioral consequences and maintain his good performance. If managers inadvertently or otherwise, stop rewarding valuable behaviors such as good performance, those behaviors may also become extinct. (Griffin W. Rickey 9th edition, p no 105 ) Chapter 5 Schedules of Reinforcement Schedules of reinforcement theory are based on when managers should apply different types of reinforcement theory to shape or reshape the desired behavior of the employees. Applying different types completely depends on the situation. The table below shows summarizes the five basic reinforcement schedules that managers can use Source: Organizational Behavior: Managing People and Organizations by Ricky W. Griffin, Gregory Moorhead The two main types of reinforcement schedules are continuous and intermittent. Although the schedul e of reinforcement often depends on practical considerations, reinforcement is always delivered according to some schedule. ( Slocump W. John no 108 ) 5.1 Continuous Reinforcement Continuous reinforcement rewards behaviour every time it occurs. Continuous reinforcement is very effective in motivating desirable behaviors, especially in the early stages of learning, when the goal is to familiarize the employee being conditioned with the basic ground rules of the situation. Continuous reinforcement must be provided promptly and consistently in order to work. Managers must closely monitor the behavior of the employee to reward every time he delivers desirable behaviors. Partial reinforcement may affect the employee from showing desired behavior, if the employee is praised for every time he completes his work and will not receive any acclamation for the subsequent works done, the employee may stop putting the extra effort. Every time reinforcement is applied it strengthens behav ior, so continuous reinforcement leads to very rapid increases in the rate of behavior. It is especially useful, then, when the task is to shape up some new behavior or behavior chain. ( Chance Paul, p no 177 ) 5.2 Fixed Interval Reinforcement Fixed interval reinforcement is defined as the reinforcement schedule where rewards are spaced at uniform levels. The critical variable is time, and it is held constant. This is the predominant schedule for most salaried employees11. Examples of fixed interval reinforcement may be monthly salaries given to employee, pay check given on weekly basis; employees are rewarded on a fixed interval reinforcement schedule. ( Robbins, Judge, Millet, p no 59 ) In fixed interval reinforcement employee are not rewarded whenever they show desired behavior, they will be rewarded on a monthly, weekly basis unlike in continuous reinforcement employee will be rewarded every time a desired behavior is occurred. Unfortunately, in many situations th e fixed interval schedule does not necessarily maintain high performance levels. Example: if employees know that they will be paid and visited by manager on a weekly basis, they may be motivated to work hard at that point of time, to gain praise and recognition. And other days of the week the employees may not work so hard because they have learned that reinforcement is unlikely except during the weekly visit. 5.3 Variable Interval Reinforcement Variable reinforcement uses time as the basis for applying reinforcement, but it varies the interval between reinforcement. This schedule is inappropriate for paying wages, but it can work well for other types of positive reinforcement such as praise and recognition and for avoidance. ( Griffin W. Ricky, 9th Edition, p no 105 ) Considering the above example for variable reinforcement if manager s visits employees work stations any time during the week, so they will be having no idea of when the manager will be visiting their work stations, so employee will be motivated to work hard for a longer period of time. 5.4 Fixed Ratio In a fixed- ratio schedule, after a fixed or constant amount number of responses are given, a reward is initiated. ( Robbins, Judge, Millet ) With fixed-ratio reinforcement, the number of behaviors needed to obtain reinforcement is constant. Fixed interval means it happens at the same rate at the same time. Like an allowance that you receive on the 20th of every month. 5.5 Variable Ratio Variable Ratio reinforcement, the number of behaviors required for reinforcement varies over time. An employee performing under a variable ratio schedule is motivated to work hard because each successful behavior increases the probability that the next one will result in reinforcement14. ( Griffin W. Ricky, 9th Edition, p no 106 ) Variable ratio reinforcement tends to be the most powerful of the entire reinforcement schedules because in variable ratio the number of desired behavior re quired for reinforcement is not important, intervals between reinforcement is very crucial, interval between reinforcement must not be too long that the employee will be demotivated and stops trying it. Example: Variable ratio refers to getting different amount money at different times. This could be seen in someone who is paid in commission the more cars a person sells, the more money he makes, therefore it is a ratio and he/she doesn t know how many cars they are going to sell to make money, so they must sell as many cars as possible. Chapter 6 Being a Motivating Manager In previous chapters we have discussed about the types and schedules of reinforcement, in this chapter we will discuss few points about how manager should motivate the employee in order to get the best results out of them: 1) Treat staff well: Manager has to be friendly with the entire employees in the organization and also has to maintain a level of distance with his staff, which is bit complic ated. Manager should motivate the employee by having timely discussions and group meetings and encouraging them for the desired behavior. Small gestures of this type help in building up of a cordial relationship. (2) Recognize the differences: Recognizing the difference is very difficult on the manager s part, which should be carried out very cautiously because all the employees in the organization vibrate to a different pace, so motivating one employee may affect other employee growth and can also demotivated him/her. Understanding and recognizing the differences between the individual is very important. (3) Set realistic goals: Set moderate goals. Setting too high a task creates a feeling of non-achievement, right from the beginning itself. The goals set should be such which seem feasible to the employees to be achieved. A slightly higher target than expected provides a challenge. (4) Prevent Demonization: The job of the manager is to motivate the employee workin g under him, the role of manager includes both motivating and punishing the employee, but punishment must be used as an last resort to change the behavior of the employee else it may affect the productivity of the employees. (5) Non-financial rewards: Apart from giving incentives, pay raise, manager has to focus on non-monetary rewards such as an achievement award or a letter of appreciation which boosts the efficiency of the staffs to work harder and also gain more accolades in future which will create a competitive environment in the work place. Chapter 7 Conclusion Reinforcement theory explains in detail how an individual learns behaviour. Managers who are making attempt to motivate the employees must ensure that they do not reward all employees simultaneously. They must tell the employees what they are not doing correct and guide them properly to ensure that all the employee work towards achieving the organization success. The main objective of reinforcement th eory is to ensure that employees perform the tasks assigned to them as fast as they can, take new projects and put their maximum efforts in achieving the tasks and increase there efficiency. Manager must see the employees in the human perspective and not in business perspective, so manager must give chances to the employees to move towards the desired behavior from the undesired, which helps both the employee in increasing the frequency of desired behavior and managers to be successful and build a good rapport with the employees. Don’t waste time! Our writers will create an original "Background And Development Of Reinforcement Theory" essay for you Create order