The entire industry is committed to providing rewards programs for performance, and almost every organization on the planet is doing business in one way or another based on performance rewards. Let us make it clear here that rewards are an extra kind of reward, not a wage for a predetermined salary for work.
If you don't read the "punishment penalty," it may be difficult to understand Alfie's point of view, but let me give an example from this book. Alfie tells us a story about the plans that BHP Billiton sponsored in North America to encourage children to read. He told us that in order to encourage literacy, children promise pizza for every book they read.
On the surface it looks very commendable until you check the details that actually happened. Instead of being encouraged to read, these children now see books as an obstacle between themselves and pizza, and must overcome obstacles as quickly and as little as possible. Therefore, the books that these children read are not to find happiness in reading, but to choose according to their thinness and font size so that they can qualify for free pizza as soon as possible.
As Alfie pointed out, this program is not to encourage children to be interested in books, but to create "unreadable obese children." In the first five chapters of this book, Alfie Kohn transforms our understanding of what we accept into the basic principles of our management practices. He used such amazing logic to do this, so that it is impossible to get it. Although his history is mainly in education, his experience as a behaviorist means his lessons in the field of education. We find a set of teaching related. People try to make another group work harder. He showed us in a few different ways. Through stories and examples, we assume a way of letting people behave, actually having the opposite effect.
Alfie tells a wonderful story about the difference between inner and extrinsic motivation, and the impact of one person on another, like a gentleman on the road outside a local school in the United States. The children took it outside their home, fired at him, and knew that he could not chase them.
But the old man has a plan. One day, he called the child and asked if they would come back to abuse him again the next day if he paid them a dollar. The children were in a hurry, officially appeared the next day to earn dollars, and spent more abuse in the afternoon. The man waited until they finished and apologized because he could only pay 50 cents for the same thing the next day. The children agreed that fifty cents would be, so they came back the next day. The old man waited again until they finished and apologized again. He can only give them 10 cents per person tomorrow.
At this time, the children scoffed and refused to abuse him again.
The old man has taken what these children obviously enjoy and rewards them by doing so. He completely changes their feelings about what they are doing until they don't consider doing it unless they get paid. By rewarding them with external motivators, he deprives them of their happiness and their inner motivation. Alfie shows us how managers do the same for their employees every time they try to influence performance through rewards. But they still do it because they know that there is no other way to influence their workforce performance. The current crisis caused by the bankers' ignorance of the long-term effects of financial strategies through short-term pursuit of personal rewards has made the world uneasy.
If you don't read this book, you will be able to continue to reward performance because you know what you are doing is improving job performance. If you're thinking about reading this book, be prepared to find out that almost everything you think is a good management practice is not.
Orignal From: Rewarded for punishment - Alfie Kohn's book review
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