(See related pages)
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| 360-degree feedback | Comparison of anonymous feedback from one's superior, subordinates, and peers with self-perceptions. (See page(s) 75) |
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| continuous reinforcement | Reinforcing every instance of a behaviour. (See page(s) 82) |
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| extinction | Making behaviour occur less often by ignoring or not reinforcing it. (See page(s) 82) |
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| extrinsic rewards | Financial, material, or social rewards from the environment. (See page(s) 76) |
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| feedback | Objective information about performance. (See page(s) 72) |
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| intermittent reinforcement | Reinforcing some but not all instances of behaviour. (See page(s) 82) |
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| intrinsic rewards | Self-granted rewards that come from within an individual. (See page(s) 76) |
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| negative reinforcement | Making behaviour occur more often by contingently withdrawing something negative. (See page(s) 81) |
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| operant behaviour | Learned, consequence-shaped behaviour. (See page(s) 80) |
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| positive reinforcement | Making behaviour occur more often by contingently presenting something positive. (See page(s) 81) |
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| punishment | Making behaviour occur less often by contingently presenting something negative or withdrawing something positive. (See page(s) 81) |
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| reward equality norm | Everyone should get the same rewards. (See page(s) 78) |
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| reward equity norm | Rewards should be tied to contributions. (See page(s) 77) |
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| reward need norm | Rewards should be tied to needs. (See page(s) 78) |
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| shaping | Reinforcing closer and closer approximations to a target behaviour. (See page(s) 83) |
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| upward feedback | Employees evaluate their boss. (See page(s) 74) |