Post on 30-May-2018
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Group 1 | Sec B
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Goal ‐ Reinforcement of desired behavior Assessment
‐
Too often reward systems discourage truly
desired behavior
while
encouraging
disagreeable
ones
Frequently ignoring valuable contribution during
performance evaluation
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Politics –Operative goals have few takers
Public votes for politicians promising “high
acceptance BUT low quality goals”
Typically punishes
frank
leaders
doing
the
HARD
TALK
War –World War II vs Vietnam
Organizational Motive –WIN
Individual Motive – GO HOME ALIVE
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Medicine
Type1 Error – Pronounce a healthy man sick
Type2 Error – Pronounce a sick man healthy
Doctors prefer
Type1
because:
▪ Less risky
▪ Increased earnings
Public REWARDS this behavior while HOPING
that the doctor does not make them
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Rehabilitation Centers and Orphanages
Budget, reputation, size ALL depend on the
number of inmates reducing motivation of the
staff to
encourage
adoption
Adoption criterion are thus made unnecessarily
stringent
Rehabilitation counselors
spend
more
time
with
relatively skilled clients to improve their own
ratings
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Ecology‐ easy to get away with non
conformance Evaluation of training
same set
of
people
delivering
the
program
are
also ones who evaluate the outcomes – clear case
of conflict of interest
Top management
prefer
to
ignore
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Football –
Coaches prefer TEAMWORK over individual performance‐ at least while SPEAKING
People SCORING
are
REWARDED
ahead
of
the
ones who set the move
For RATIONAL players‐ individual performance
comes ahead
of
team’s
show
Management by Objectives –
Unquantifiable goals
get
unrewarded
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Manufacturer of industrial goods complained
about dysfunctional
organizational
climate
A 7 point Likert scale questionnaire was
administered Observations‐
Behaviors termed as dysfunctional by managers were seen as rewarding by lower level employees
Conservatism and apple‐polishing perceived as
RATIONAL by
employees
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Under‐payments provoke outrage while Over‐
payment is
met
with
silence
Additional standards like timely closing of claims promoted‐
“When in doubt, pay it out” Annual raises for “Outstanding” and “above
average” employees
were
too
close
for
any
differentiation
“Hoping for performance, while rewarding
attendance”
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Fascination with an “Objective” Criterion
May work for predictable jobs, but wont for other areas of the businesss
Overemphasis on
Highly
Visible
Behaviors
Ignoring qualitative features of performance
Hypocrisy Emphasis
on
Morality
or
Equity
rather
than
efficiency
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Selection
Select employees whose individual goals and
motives match with the organizations
Training Aiming to mould employees goals
Effectiveness is questionable
Altering the Reward System
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THE END