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Discussion Board -PINK

Q1. What are the seven reasons why extrinsic rewards (carrot and
sticks) often dont work?
People have to earn in order to have a living. If the compensation of an employee
is not adequate enough, their focus will be on how this is unfair. Without a fair
compensation you cannot get employees to feel motivated and work, theyll
have very little motivation. But once were past that threshold, carrots and sticks
can achieve precisely the opposite of their intended aims. Rewards can transform
an interesting task into a drudge. They can turn play into work. Traditional ifthen rewards can give us less of what we want. They can:
1. Less of what we want- Rewards can perform a weird behavioural means. They
make a interesting activities to a boring work. The lesser the intrinsic motivation,
the creativity, performance all goes to away.
2. They can extinguish intrinsic motivation- people use rewards in a way to gain
the benefits of increasing someones motivation but by doing so, they
unintentionally starts to undermine a persons intrinsic motivation towards thats
particular activity.
3. High performance - They can diminish performance- Scientist found after a
experiment in India that, financial incentives result in negative impact on overall
performance. One cannot assume that introducing or raising incentives can
improve performance.
4. They can crush creativity- After a few experiments in India; the research
proved that the workers who worked on commission have significantly less
creativity in their work. The artists also were also measured less on creativity
when they work on commission bases.
5.They can crowd out good behaviour- In some work, money cannot buy that
feeling. The example stated in book proves quite a bit of that. Blood donation is
one of the feeling that money cannot make it better. Voluntary blood donations
increase quite a lot when there is a natural disaster, but if they were to be paid
the donations will decline significantly.
6. More of what we dont want Extrinsic motivation can make us do things we
dont like. Carrots and sticks can promote bad behaviour, create addiction and
encourages short term thinking and forgetting the long term view.
7. Unethical behaviour- extrinsic rewards makes some people choose the
quickest route, even it means indirectly taking the low road.

Q2. Explain the short-term thinking syndrome as it relates to


motivation

SHORT-TERM THINKING: the presence of goals may lead employees to think only
the short term benefits, they shop thinking about the long term benefits. This
may lead the organisation a heavy damage in the long run, if their employees
only focus in the long run. In order to be successful, near sightedness is
definitely the worst in every case. Extrinsic motivation may lead to short term
thinking of the employees of a company.

Q3. What were Glucksbergs suggested three practices with regards to


motivation and routine tasks?

Offer a rational for why the task is necessary- making the job seem more
meaningful can make it seem more engaging. Explaining why the job is
important and why doing it now is important for your organisation is
important, can make employees feel more motivated to work.
Acknowledge that the task is boring- Empathy works in a very good
motivator, acknowledgement of the work being boring, will make
employees understand why in this case if-then motivators are being
used by the company.
Allow people to complete the task their own way- Allowing people to work
in a way they want to, autonomy works as a god motivator. State the
outcome that needs to be achieved but instead of telling a particular way
of doing the work, give the employees the freedom of choosing what to
do. This acts as a good motivator.

Q4. According to Glucksbergs research, what is the problem with ifthen rewards?
Glucksberg talks about how if-then rewards are an ideal way to ruin the
conceptual artistic thinking. The motivation of an employee is reduced by if
then motivator technique. The performance also reduces along with it.
Q5. What is Pink describing when he talks about now that rewards?
now that rewards are non-contingent rewards given only after the task is
complete, it is a good motivator for creative work. When tangible rewards are
given unexpectedly after completing work to people, it doesnt feel as a feel as a
reward, it is less likely to be experienced as a motivator to do the work, it is not
the reason to do the work. Theyre taken as an intrinsic motivation.
Q6. What are Pinks two guidelines for issuing now that rewards?
Consider non-tangible rewards- Praises and positive feedbacks are much less
corrosive as cash a in motivator. He found that positive feedback can have an
enhancing effect. Just saying wow, thats a good poster is much more helpful
than any other forms of rewards.

Provide useful information- Giving people meaningful information about their


work, can act as a very good motivator. The more specific the feedback, the
better it is. Saying- the colors on the posters are amazing, can provide that
information to the employee. The more specific it is, the more praise is about the
strategy rather than about achieving a particular outcome, the more effective it
can be.

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