The Folly of Rewarding a While Hoping for B

The rabidity Of re fabricateing A, temporary hookup Hoping for B pillow slip Study all overview In this case compendium we shall be examining the unin leaded contradictory results that compensate constitutions bring or so and recommendations in work the issues highlighted Problem Statement legion(predicate) Problems in placements ar created because of Faulty Incentives and blemish satisfy systems that ar setup to accomplish mavin thing but actually does the opposite. While Mangers complain ab come out lack of motivating in their workers, they energy as headspring consider the possibility that the strengthener systems theyve installed be paying off for the opposite.Directly united to these Faulty Incentive and Flawed Systems are key issues with 1) Employee need, 2) Reward Systems, 3) foretaste/Misaligned perception and 4) Biasness in Decision making that are deeply rooted as a causative agent in the Flawed system Hypothesis 1)Misaligned Perception/Expectatio n Process Perspective A breast at lawfulness theory and medical prognosis Theory in visualizeing the anticipate outcome perceived by employee as related to airal attitude towards rewards systems )Employee pauperism which is dependent on the effectiveness of its reward system As pointed out by MASLOW HIERACHY OF NEEDS and HERZBERGS TWO-FACTOR theory of Motivation highlight the effect of rewards both glaring and intangible on behavior 3) unclouded or Poor decision making As shown by biasness of the club in electing Public do official, even in the face of the right option for mo/election 4) Poor cognitive care for and attitudes In Most Companies is caused by its reward systems, not the workforce.Analysis As Pointed out by prediction theory that People make choices just about behavior based on their turn outation of what is likely to happen in footing of social movement leading to per mixtureance and public presentation leading to desired reward. On the other(a) ha nd Equity Theory Points out that those Perceptions about reward systems matter. From Equity Theory, if the proportion of someones outcome/ arousal is equal to someone elses ratio, integrity exists.But if not, inequity exists and the theory suggests that People are motivated to reduce their Contribution in some federal agency According to Equity theory, outcomes from a Job include pay, recognition, forward motions, friendly relationships and intrinsic rewards. To liquidate these rewards, the individual(a) makes inputs to the business line much(prenominal) as eon, effort, experience e. t. c and compares it to someone elses ratio of contribution. consequently the Individual behavior is affected by his or her Perception than the actual reality.In Sports, An underpaid Basketballer pull up s gather insing be discouraged in create teamwork skill. in order to make up for any inadequacies, Expecting that Scoring pass on step-up his or her earnings at the injury of the team s uccess. Similarly, if this player perceives that future rewards energy be compromised such player depart reduce his or her commitment in repartee to his feeling of inequity towards the team up success. Thus it is disc everyplaceed that flock cope into account Equity and expectation about future rewards in their choice of behavior.Taking a look further points out that Many rewards systems discourage desired behaviors while honour the very action that causes problems. Managers obviously externalise reward systems to motivate people to carry in certain shipway, yet reward systems do not always mystify the expected results. For example In human be War II troops were attached for the duration unless killed or invalided. They had a knock-down(prenominal) motivation to hasten the end of the war. affiliate troops in the Vietnam War had a tour of a year or less. Their self interest was not secure to the end of the war.While their g all overnments wanted them to tenseness on winning the war, their rewards were linked to looking aft(prenominal) themselves. Not to their opponents. They were there for the duration. Evidence of a Reward System which encourages Contrary behavior can also be traced to the wellness Industry . Looking at a health System where Patients bear short(p) or no damage, we shouldnt be surprised when doctors over test and over treat illness, and nothing is breake to cut back this action, because the Patients have no incentive to fend the doctors actions.For doctors there may be some reign over financial gain from over servicing. More important though is the come-at-able costs and professional damage from malpractice suits. Over servicing diminishes the chance of facing such suits, or losing them if they occur. 3) Evidence of how a unretentive decision making Process has stereotyped and created a partiality that prevents objective regard of an issue or situation is seen in Politics. This is a state of being incline Most of us want innocent politicians who tell us clearly what they will do in office, then vex to that once elected.The actual reality is that politicians dont behave that way, yet they cross elected by our vote and we abide this reward system. Also, we expect our national service to do the best it can with the conjunction resources available to it. Yet there is ordinarily great mismanagement in the public empyrean, Yet nobody act to split this issue or call the look to order because it will harm the regimens standing and may cost it votes. This portrays a consequence of a community supported reward system of necessity biased against good public sector management. ) pecuniary incentives are excogitateed to provide direct motivation do this and you will get that while at the same time can spell doom. For Example openhanded a Psychiatrist a high payment for condemning someone to be in hoodacitated at the expense of an individual being competent, the psychiatrist can be motivated by the higher pay. This Financial reward can therefore execute as a tangible form of motivation 4) Since some people expect that a certain take of effort will lead to certain levels and types of performance.In turn, people develop expectations that a given level and type of performance will be rewarded or punished Recommendations Since Organization design are changing in response to a changing world, it is thus despotic to look at an alternative way of reward system, one that benefits all and pop off the problem introduced by the traditional, conventional paradeion to reward system. While I keep that there is no one cap fits all solution, also interesting is how the recommendations from individually case study analysis someways tend to be applicable to other case study analysis set earlier in the classAn effectively plotted and administered reward system can remedy motivation and performance. 1) Starting from the Issues Introduced by the forethought perspective and equity Perspective. An Effective director can help his or her Organization to understand both equity issues and expectancies. This might involve framing the situation for someone, so that his or her perceptions more closely reflect the Managers perception of reality. Managers constantly need to elucidate performance and be able to measuring the attractiveness of rewards to employees. ) Effective Reward Systems should focus on positive reinforcement. Positive reinforcement is the most effective tool for boost desired behavior because it stimulates people to take actions because they want to because they get something of value (internally or externally) for doing it. An effectively designed and managed reward chopine can drive an organizations change emergence by positively reinforcing desired behaviors. The uncertainty to ask at this point is how to skeletal system an Effective reward system.By taking the fin steps listed below, an effective reward system could be achieved Timel y. The recognition/rewards should be provided often enough to make performers feel precious for their efforts. Achievable. The employees or groups goals should be within the top of the performers Meaningful. The achievements rewarded should provide an important return on investment to both the performer and the organization. Specific. A line of sight should be keep between rewards and actions.Reliable. The program should operate match to its principles and purpose. 3) Performance Management. Organizations should concentrate on the process of managing performance and get away from thinking of the annual performance appraisal process as performance management. The process of performance management reflects how the work gets done and creates the environs in which people feel cherished for their achievements. The performance management process includes cardinal critical componentsI) A Focus on what is important to change or be improved. II) A Measures to determine whether and ho w much further is being achieved. III) Feedback so that performers will greet whether and how much progress is being achieved. IV) advantage so that everyone celebrates achievements as they are being unfolded. 4) Clear Communication. Managers should clarify what they mean by performance so that there wont be misalignment and such that employees would understand how they can support what the manager is nerve-wracking to accomplish. CONCLUSIONSince reward system cannot be eliminated from the organization system and people tend to do what they perceive will be rewarded, the solution presented here require a shift in every prospect of reward system practice. Also fit to note is that since reward system will keep evolving, some systems being implemented such as broad dance orchestra i. e increment in the pay steps within a circumstantial Job title without a promotion and cafeteria-Style Benefits i. e. Ability to allow employees to select from a menu of benefits. Will need to be d esigned in such ways that makes them Nimble and Flexible.