Вы находитесь на странице: 1из 4

possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work

of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry. The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this : If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ? The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.


IS the meaning and origin of "carrot and stick approach?"

(M. Selvarajamani, Chennai) The carrot and stick approach was first used by owners of donkeys in order to keep their animals moving. Whenever the animal stopped, the rider used to dangle a raw carrot in front of the animal's nose. And if the stubborn animal still refused to move, then guess what happened? The owner gave it a sound thrashing with a stick! When you adopt the carrot and stick approach, you are getting someone to do what you want him to by rewarding him. You give him

something valuable, something he wants. If he fails to do what you want him to, then you punish him. You make something bad happen to him. So when a Minister says that he is going to adopt a carrot and stick policy, is he implying that he is the master and we are all asses? Not really. (At least I don't think so!) All that he is saying is that he is going to reward those who do their job and punish those who don't. *The teachers use both the carrot and the stick to make sure that the students do their work. *The Government says that it favours a carrot and stick approach to get unemployed people back to work. S. UPENDRAN

Legend has it that if you want to get a donkey to move, you need to dangle a carrot from the end of a stick, just out of reach of the donkey's mouth. Related Searches:

Carrot Juice Carrot Top Industries

1. History

The carrot and the stick theory originated in the 1800s when Jeremy Bentham, an English Philosopher, theorized that all human action is driven by the avoidance of pain and the pursuance of pleasure.


The theory has since been taken up as one of the primary theories of motivation.


Employers strive to get maximum productivity from employees. Achieving this goal requires providing motivation.

Common Carrot

The most commonly used "carrots" that employers dangle in front of

employees is money. However, for many employees the amount of pay is not directly linked to productivity.

Poison Carrot

While the pursuance of pleasure is illustrated nicely with the metaphor of the carrot dangling from the stick, the avoidance of pain is not. Even more effective than the promise of money is the fear of job loss.

We're Not Merely Donkeys


Although there is undoubtedly some truth in Bentham's theory, in 1959 Frederick Herzberg's study showed that the single strongest motivator for employees is a job that demands the full use of the employee's skills.

Read more: The Carrot Stick Theory | eHow.com http://www.ehow.com/facts_5756445_carrot-sticktheory.html#ixzz1eRyTubGD

I was in a meeting of managers this week when one of them spoke up in what was clearly frustration and said "I am just so tired of trying to motivate my employees. I don't need constant prodding. Why should they?" In a world of carrot and stick motivation theory, it's not unusual for managers to feel this way. When we want someone to behave a certain way, we pull out the carrot. "I'll give you this nice fat bonus if you reach your sales target!" When we want someone to stop a certain action we pull out the stick. "If you don't stop it, I'm going to put you on a performance improvement plan." We take these actions because in organizational life the carrot and stick are often the tools we are presented with. We have performance appraisal forms, compensation strategies, and disciplinary action policies. We are told (and it is tempting to believe it) that these tools are going to shape our employees into the people we want them to be. Yet over the water cooler and in the lunchroom, a different sort of wisdom prevails. We talk about how our bonus program tends to reward the employees who would be top performers anyway, and about how no amount of coaching is going to change the slug in cubicle twelve who sleeps through customer meetings. "People don't change." I've heard managers whisper. "If they don't make it in the first 30 days just fire them. You'll save the trouble." Rewards and punishments probably do have a role in organizational life, but I don't think they have much to do with motivation, do you? Back in the day, McGregor talked about Theory X and Theory Y. Theory X said that employees are basically lazy and must be driven towards performance like cattle. Theory Y said that employees are basically motivated and should be freed to

act as they feel is appropriate. I don't think that either theory holds the truth entire, but I have seen how the wrong organizational system can turn a shiny motivated new hire into a sullen lackluster drudge in the course of six months. Organizations can be better at killing motivation than creating it! What gets in the way? Irrational policies driven by consistency rather than results, poor leadership, the suppression of good ideas, and a myriad of other problems. Find good people. Then do everything you can to remove the organizational crazymaking that may prevent them from acting on their natural motivation to succeed and grow. To an enlightened manager this can be incredible news. There is no reason for you to "motivate" your employees. Instead you can focus on unleashing them towards positive change. Enlightened Homework: When you hire a highly motivated person - do they retain that motivation? What barriers do employees in your organization run into that stifle that inner drive? Which barriers are not essential and can be stripped away? Enlightened Tip: Survey your employees to identify dissatisfiers within 90 days of hire. Your new hires have fresh eyes and can illuminate the things you may have been taking for granted as "normal" that may be issues to look at.