Shaping Behavior – Schedules of Reinforcement

Schedules of reinforcement define the different ways and intervals in which methods of shaping behavior are applied for particular behaviour or actions to be repeated by individuals, with each type of reinforcement schedule being effective in certain situations; producing distinctive effects on behaviour.

According to Robbins and Judge (2007), continuous and intermittent are the two major types of reinforcement schedules. “A continuous reinforcement schedule reinforces the desired behavior each and every time it is demonstrated” (Robbins & Judge 2007, p57). For example, the manger or leader of a team could compliment the team every time they produce a good job. However, in such a scenario, constantly complementing them every time they do a good job may have an adverse effect: they may start getting complacent and stop striving to be constantly more productive.

On the other hand, an intermittent reinforcement schedule does not reinforce every instance of desirable behavior, but is given often enough to make the behavior worth repeating (Robbins & Judge 2007). Robbins and Judge (2007) mention that are four types of intermittent reinforcement schedules: fixed-interval, variable-interval, fixed-ratio, and variable-ratio.

Firstly, fixed-interval schedules are defined by the spacing of rewards at uniform time intervals, with rewards given at a specific time frame (i.e. fixed-salaried employees). An example would be the team members receiving a fixed salary at the end of each month or project completed, not taking into consideration the amount of work (effort) put in.

Secondly, rewards for variable-interval schedules are initiated after a fixed or number of responses, with time being a critical variable and held constant; adding an element of unpredictability (Robbins & Judge 2007). For example, random spot checks may encourage the team to be prepared and improve their productivity.

Thirdly, fixed-ratio schedules determine when rewards are given after a fixed or constant number of given responses (i.e. bonuses). For example, if the team members are contract workers, their performance is linked to productivity. Thus, when they are rewarded for the amount of input (effort), they may be may encouraged to constantly improve their output (productivity).

Lastly, rewards depending on variable-ratio schedules vary with each individual’s behaviour

References:
Robbins, S & Judge, T, 2007, Organizational Behavior, 12th edn, Pearson Prentice Hall, New Jersey