Motivation in the workplace

Molding is often tempted by incredible management (directives). Still, the choices that the administrator chooses should do just that – encourage you to turn in a certain direction. The thing is often the prize system – on the one hand – and the communication policy – on the other hand – does not always match. This is for the company.

At a personal level you will encounter the same relationship; what do you rate and what voice do you listen to?

Steven Kerr has investigated this relationship and wrote the newspaper entitled: "To stumble upon A award, but to hire B." (Published in: Managing Director, 1995 Volume 9 No. I);

… it is highly controversial to state that most organizations seek information about which activity is rewarded and then attempt to make (or at least pretend to do) these things, often to actual exclusion activities rewarded. … There are numerous examples of award-winning models that are the kind of behavior that the reward is trying to reduce, but the desired behavior is not paid at all.

Kerr describes various examples of "fouled up systems" in politics, war, medicine, universities, counseling, sports, government and business. One such example in the campus shows the reality of the professor, which is a prize for (number) essays, but that the university operates teaching qualities (more). Together they do not fit. The professor will concentrate on publishing.

In addition, he gives an overview of the "Common Management Reward Follies" as hoping for long-term interest rates and environmental responsibility, but often awarding quarterly earnings. Or in the same line – we hope for cooperation, but we reward individual efforts.
Kerr mentions four causes

  • Charming thresholds; "Many executives strive to establish simple, measurable standards against rewards and rewards."
  • Overemphasis in highly visible behavior; "Difficulties often stem from the fact that some parts of the project are very visible, but other things are not. For example, versions are easier to show than teaching."
  • hypocrisy; in what way we really know what the desired behavior was indeed requested.
  • Focus on morality or equality rather than efficiency

So what should the manager do about this? According to Kerr, managers bought to investigate what types of behavior are now rewarded. The chances are that these managers will be surprised by what they find that their businesses are not rewarding what they assume they are. The same happens when you try to influence culture in some way as the structure of the organization is just enforcing the opposite direction.

This is not to say that all organizational behavior is determined by formal rewards and penalties … For the organization to conduct its members, the formal pay system should positively strengthen the behavior in question, do not measure the barrier to be overcome.

Credibility is always at stake; whether you are a manager or when you only manage yourself. The type of work is often the first factor you should deal with. Teaching is a support role that is governed by quality standards. Research, however, is to produce and listen to the amount of first rules. You should know what your orientation is. If you know that, encouragement (style) should point in the same direction. What is your motivation? Broken student or money at the end of the month?

The first question of encouragement is: What do I really want? Do I listen to internal voice as the value of teaching (for example), or do I listen to the market (money) as the value of researcher's productive activities more? Or what look that looks like your needs. If motivation is really a matter, then you know what to do.

© 2006 Hans Bool


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