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This type oI planning is based on the behavior modiIication approach that workers will
increase or repeat the desired work perIormance iI they are given rewards. It is also hoped that
poor perIormance will be eradicated once the subordinate comprehends the relationship
between commendable perIormance and rewards.
Generally, the reward approach is successIul but it is not without its complications.
Individuals are unique and maintain diIIerent value systems. What may be considered
rewarding to one worker may be no incentive whatsoever to the next employee. Some people
preIer pay increases. Others seek promotions. Still others may desire new rugs on their oIIice
Iloors. Establishing meaningIul incentives Ior perIormance with individuals can be a diIIicult
task Ior a manager.
5. Mutual Exchange
Sometimes, managers promise special privileges Ior the exchange oI desired work
perIormance. A supervisor may allow a worker to leave work early iI he completes his task
Ior the day, or he may be allowed a day away Irom the job iI he Iinishes a required project
within a speciIied time.
Mutual exchange is a Irequently used strategy, but not necessarily the most eIIective.
Problems arise when the employee Ieels the exchange is out oI balance, or when he cannot
come to an agreement with his supervisor as to what would be a Iair exchange.
6. competitive measures
In this design, workers compete against others Ior certain bonuses or prizes. Banners, plaques,
vacations, and Iree dinners are examples oI some rewards oIIered. This strategy is oIten used
Ior sales incentives.
DiIIiculties emerge when managers design contests that do not oIIer a Iair opportunity to
achieve the speciIied goals. II the same individuals and groups consistently win the prizes due
to the contest design, interest in competing is likely to grow lukewarm Ior many oI the
workers. Also, competition does not promote a cooperative strategy and work perIormance
can actually be sabotaged due to the hostility that competition can trigger.
7. Punishment And Fear
Although Irequently used, the least eIIective method oI motivating a worker is with a negative
consequence, such as a verbal dressing-down, suspension, or the loss oI the job. Punishment
may achieve immediate results, but it does not accomplish internal motivation Ior several
reasons. First, adults are not inclined to remain in employment where they are threatened and
intimidated. Second, workers who are backed by a strong union may dissolve the threat with a
higher level oI authority. Third, scares and intimidation can create animosity toward a
superior and employees may respond with hostility and subversion. Another problem with the
Iear strategy is that it creates a punitive climate in which individuals are aIraid oI being
diIIerent Irom or oI oIIending others. This particular situation has a tendency to diminish
creativity and lead to intellectual stagnation.
It would appear the most eIIective motivational strategies demand the most time and concern
on the part oI the manager. Threatening a worker with punishment takes but a moment.
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Forming a cohesive work group with the team-building approach demands eIIort and hard
work. II a manager is concerned only with production and immediate results, he may choose
punishment and Iear. However, iI a superior is interested in perIormance levels, job
satisIaction, and the internal motivation oI his workers, it may beneIit him to use more
eIIective and demanding managerial strategies.
COPYRIGHT 1991 Gardner Publications, Inc.
COPYRIGHT 2008 Gale, Cengage Learning
trategy is eIIective, but it might demand a manager to reinIorce an employee's strengths Iirst.