The positive reinforcement bandwagon is galloping through American business and industry. America is riding on a wave of rewards, recognition, motivation, incentives, and contingent compensation—a distinctly humanistic cultural phenomenon. Not too many years ago, many of these same organizational environments were punitive and indifferent to employee satisfaction and emotional well-being.
In recent blogs, I have emphasized that verbal positive reinforcement—the delivery of positive feedback and information to employees about their day-to-day performance—should be delivered naturally within the context of work discussions. Research data has demonstrated that when supervisors frequently talk with employees about safety, the employees job performance increases as well.