By Steven Kerr
This article goals to supply insights on tips to use rewards, task improvements and different tips on how to maintain staff prompted.
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Extra info for Ultimate Rewards: What Really Motivates People to Achieve (Harvard Business Review Book Series)
Meeting Financial and Nonfinancial Needs Depending on whether and when you went to business school, you may have heard that "intrinsic" rewards are more important than extrinsic, that pay is at best a hygiene factor and not a motivator, and that human beings seek self-actualization and job enrichment, with money merely a kind of vestigial, low-order need that is or isn't met along the way. This point of view continues to be popular and is espoused or rebutted by various authors in this anthology.
S. corporations use some sort of program intended to motivate employees by tying compensation to one index of performance or another. But more striking is the rarely examined belief that people will do a better job if they have been promised some sort of incentive. This assumption and the practices associated with it are pervasive, but a growing collection of evidence supports an opposing view. According to numerous studies in laboratories, workplaces, classrooms, and other settings, rewards typically undermine the very processes they are intended to enhance.
Some rewards are for all practical purposes irreversible; for example, Page xiv try to recapture an increase in an employee's base pay. Therefore, giving a raise to an employee who shouldn't get one effectively creates a fixed annuity for the organizational life of the person. Furthermore, since future raises will probably be based on the salary that has been erroneously inflated, the error will become geometrically more expensive. That is why reversible compensationbonuses, incentive pay, compensation at riskis such an attractive, alternative way to distribute financial rewards.
Ultimate Rewards: What Really Motivates People to Achieve (Harvard Business Review Book Series) by Steven Kerr